The Hawthorne effect — an increase in worker productivity produced by the psychological stimulus of being singled out and made to feel important. Individual behaviors may be altered by the study itself, rather than the effects the study is researching was demonstrated in a research project (1927 – 1932) of the Hawthorne plant of the Western Electric Company in Cicero, Illinois. This series of research, first led by Harvard Business School professor Elton Mayo along with associates F. J. Roethlisberger and William J. Dickson started out by examining the physical and environmental influences of the workplace (e. g. brightness of lights, humidity) and later, moved into the psychological aspects (e. g. breaks, group pressure, working hours, managerial leadership). The ideas that this team developed about the social dynamics of groups in the work setting had lasting influence — the collection of data, labor-management relations, and informal interaction among factory employees.
The major finding of the study was that almost regardless of the experimental manipulation employed, the production of the workers seemed to improve. One reasonable conclusion is that the workers were pleased to receive attention from the researchers who expressed an interest in them. The study was only expected to last one year, but because the researchers were set back each time they tried to relate the manipulated physical conditions to the worker’s efficiency, the project extended out to five years.
Four general conclusions were drawn from the Hawthorne studies: * The aptitudes of individuals are imperfect predictors of job performance. Although they give some indication of the physical and mental potential of the individual, the amount produced is strongly influenced by social factors. * Informal organization affects productivity. The Hawthorne researchers discovered a group life among the workers. The studies also showed that the relations that supervisors develop with workers tend to influence the manner in which the workers carry out directives. Work-group norms affect productivity. The Hawthorne researchers were not the first to recognize that work groups tend to arrive at norms of what is a fair day’s work; however, they provided the best systematic description and interpretation of this phenomenon. * The workplace is a social system. The Hawthorne researchers came to view the workplace as a social system made up of interdependent parts. For decades, the Hawthorne studies provided the rationale for human relations within the organization. Then two researchers (Franke, Kaul, 1978) used a new procedure called time-series analyses.
Using the original variables and including in the Great Depression and the instance of a managerial discipline in which two insubordinate and mediocre workers were replaced by two different productive workers, with one who took the role of straw boss (see note below); they discovered that production was most affected by the replacement of the two workers due to their greater productivity and the affect of the disciplinary action on the other workers. The occurrence of the Depression also encouraged job productivity, perhaps through the increased importance of jobs and the fear of losing them.
Rest periods and a group incentive plan also had a somewhat positive smaller effect on productivity. These variables accounted for almost all the variation in productivity during the experimental period. Early social sciences may have readily to embrace the original Hawthorne interpretations since it was looking for theories or work motivation that were more humane and democratic. Along with Frederick Taylor’s work, this study gave rise to the field known as “Industrial Psychology” as social group influences and interpersonal factors must also be considered when performing efficiency research such as time and motion studies.