The Hawthorne studies
Contents |
Abstract
The Hawthorne Studies is a series of experiments that were carried out at the Hawthorne Works factory in the 1920s and 1930s. From these studies emerged the Hawthorne Effect, which refers when individuals alter their behavior due to the awareness of being observed or studied. Since then, this effect has been extensively studied and debated in various fields, including psychology, sociology, and management[1][2].
The Hawthorne Effect has practical applications in areas such as employee motivation, research methodology, and organizational behavior. However, it is important to note that this effect is not free from limitations, such as questions about its generalisability, observer bias, short-term effects, alternative explanations, and ethical concerns[3][4][5][6]. Despite these limitations, the Hawthorne Effect continues to be an influential concept that shapes our understanding of human behavior in various contexts.
The Big Idea
The Hawthorne Effect originated from a series of studies conducted at the Western Electric Company's Hawthorne Works in Chicago from 1924 to 1932[7]. These studies aimed to determine the impact of various factors on worker productivity, such as changes in working conditions and the introduction of incentives.[3].
The studies are categorised into four distinct studies. Illumination Studies, Relay Assembly Test Room Studies, Mass Interviewing Program and Bank Wiring Observation Room Studies [8]
Illumination Studies (1924-1927): The effect of different levels of lighting on worker productivity was examined. It was found that worker productivity increased regardless of whether the lighting was increased or decreased. [8]
Relay Assembly Test Room Studies (1927-1929): The effect of various working conditions, such as rest periods and work hours, on worker productivity was studied. It was found that productivity increased regardless of whether the working conditions were changed. [8]
Mass Interviewing Program (1928-1930): he effect of social and psychological factors, such as group norms and leadership styles, on worker productivity was studied. It was found that these factors had a significant impact on worker productivity. [8]
Bank Wiring Observation Room Studies (1931-1932): The effect of group dynamics, such as the influence of peer pressure and social relationships, on worker productivity was studied. It was found that group dynamics had a significant impact on worker productivity. [8]
The term "Hawthorne Effect" emerged from these experiments, referring to the observation that workers' productivity improved not because of the changes themselves but because the workers were aware they were being observed[1]
The Hawthorne Effect can be defined as a change in behaviour or performance of individuals when they are aware of being observed either by researchers or their supervisors[4]. This phenomenon suggests that people may modify their behaviour, consciously or unconsciously, due to the attention they receive from others[6]. The Hawthorne Effect has significant implications for management practices, as it highlights the importance of employee engagement, social interactions, and the role of human factors in the workplace[5].
Application for Project Managers
The Hawthorne Effect has several practical implications for management practices, organisational behaviour, and workplace dynamics. Managers and leaders can use this phenomenon to improve employee engagement, productivity, and well-being[5]. Some of the critical applications include:
Employee Engagement: By showing interest in employees and their working conditions, managers can help enhance motivation and engagement. Actively seeking employee feedback, providing opportunities for professional development, and recognising employees' contributions can increase productivity and job satisfaction[6].
Social Interactions: The Hawthorne Effect highlights the importance of social interactions in the workplace. Managers can encourage a positive work environment by fostering open communication, promoting teamwork, and creating opportunities for employees to bond and develop interpersonal relationships[4].
Continuous Improvement: The Hawthorne Effect can be used to catalyse continuous improvement initiatives in organisations. By regularly monitoring and evaluating work processes, managers can identify areas for improvement and implement changes, understanding that the attention given to these improvements can positively impact employee performance[1].
Research Design: The Hawthorne Effect is an important consideration when designing and conducting research studies, particularly in the social sciences. Researchers must account for this phenomenon when interpreting results, as the mere act of observation may influence participants' behaviour and affect the outcomes[3].
Limitations
While the Hawthorne Effect provides valuable insights into human behaviour and has various applications in management and research, it is not without limitations[2]. Some of the key limitations include the following:
Lack of Generalizability: The Hawthorne studies were conducted in a specific organisational setting and time period, which raises questions about the generalizability of the results to other contexts and industries[1]. Furthermore, the small sample size in the original experiments may not accurately represent the broader workforce.
Observer Bias: The Hawthorne Effect suggests that the presence of an observer can influence participants' behaviour; however, the observer's expectations and biases can also affect their interpretation of the observed behaviour. This can lead to misinterpretations or overemphasis on certain results[3].
Short-term Effects: The Hawthorne Effect may result in short-term improvements in productivity and engagement due to the increased attention given to employees. However, the long-term sustainability of these improvements is uncertain, as the effect may wear off once the attention is removed[4].
Alternative Explanations: Some researchers argue that factors other than the Hawthorne Effect may explain the results observed in the original studies. For example, economic conditions, technological advancements, or changes in management practices could have influenced the workers' behaviour and productivity during the experiments[5].
Ethical Concerns: The Hawthorne Effect raises ethical concerns related to the manipulation of human behaviour and the potential exploitation of employees. Researchers and managers should carefully consider the ethical implications of using the Hawthorne Effect to influence employees' behaviour and productivity[6].
References
- ↑ 1.0 1.1 1.2 1.3 Gale, E.A.M. (2004). The Hawthorne Studies - A fable for our times? QJM - Monthly Journal of the Association of Physicians, 97(7), 439-449.
- ↑ 2.0 2.1 Adair, J.G. (1984). The Hawthorne Effect: A reconsideration of the methodological artifact. Journal of Applied Psychology.
- ↑ 3.0 3.1 3.2 3.3 Levitt, S.D. & List, J.A. (2009). Was there really a Hawthorne effect at the Hawthorne plant? An analysis of the original illumination experiments. Retrieved from http://www.nber.org/papers/w15016
- ↑ 4.0 4.1 4.2 4.3 Vannan, K. (2021). History of the Hawthorne Effect. In The Encyclopedia of Research Methods in Criminology and Criminal Justice: Volume II: Parts 5-8. Wiley, pp. 246-248.
- ↑ 5.0 5.1 5.2 5.3 Muldoon, J. (2012). The Hawthorne Legacy: A reassessment of the impact of the Hawthorne studies on management scholarship, 1930-1958. Journal of Management History, 18(1), 105-119. Emerald Group Publishing Ltd.
- ↑ 6.0 6.1 6.2 6.3 Jung, C.S. & Lee, S.Y. (2015). The Hawthorne Studies Revisited: Evidence From the U.S. Federal Workforce. Administration and Society, 47(5), 507-531. SAGE Publications Inc.
- ↑ Roethlisberger, F.J. & Dickson, W.J. (1939). Management and the worker: An account of a research program conducted by the Western Electric Company, Hawthorne Works, Chicago. Cambridge, MA: Harvard University Press.
- ↑ 8.0 8.1 8.2 8.3 8.4 McQuarrie, F. A. E. (2005). How the past is present(ed): A comparison of information on the Hawthorne studies in Canadian management and organizational behaviour textbooks. Canadian Journal of Administrative Sciences, 22(3), 230-242.
