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 several things, which are now ingrained into management tools. The most prominent effect has been named the Hawthorne Effect, which refers to when individuals alter their behaviour 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 organisational behavior. However, it is essential 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]. This article will take you the reader through the studies from which the Hawthorne effect emerged, present the findings of each of them, and introduce how these learnings are used in project management theory and tools today. Please be aware, that the Hawthorne Studies' validity has been highly debated since their conclusion in 1932, and you as a reader should therefor make sure to not only read the application section but the article as a whole - especially the limitations sections. Despite these limitations, the Hawthorne Effect continues to be an influential concept that shapes our understanding of human behaviour 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 Hawthorne Studies is a grouping of four distinct studies The Illumnition Studies, The Relay Assembly Test Room Studies, the Mass interviewing Program and the Bank Wiring Observation Room Studies. [8]
Illumination Studies (1924-1927): The Illumination Studies was the first study conducted at the Hawthorne Plant. The Illumination Studies aimed to understand the impact of different lighting levels on worker productivity. Researchers varied the levels of lighting in the workplace to observe if increased or decreased lighting would affect the workers' output. The researches conducted several experiments and, surprisingly, the results showed worker productivity increased regardless of the lighting changes. No matter if the lighting was increased or decreased. This unexpected finding led researchers to consider other factors that might influence productivity, such as the workers' awareness of being observed. This led to the second study. [8]
Relay Assembly Test Room Studies (1927-1929): In the Relay Assembly Test Room Studies, researchers focused on the effects of various working conditions on worker productivity. In order to conduct these studies, the researchers assembled a group of workers and isolated them from the rest of the organisation. They thereafter manipulated factors such as rest periods, work hours, and meal breaks to see if these changes would lead to increased productivity. Similar to the Illumination Studies, it was found that productivity increased regardless of the working conditions. This again suggested that the awareness of being observed played a significant role in the workers' behaviour. [8]
Mass Interviewing Program (1928-1930): The Mass Interviewing Program sought to understand the impact of social and psychological factors on worker productivity. Researchers conducted interviews with employees to gather information about what the workers independently thought about the working environment, and to seek an understanding of how productivity could be increased. These questions included understanding group norms, leadership styles, and other factors that might influence productivity. By the time of conclusion, 21.126 out of approximately 40.000 employees had been interviewed. The results of this study revealed that these social and psychological factors had a significant impact on worker productivity, demonstrating the importance of understanding the interpersonal dynamics within an organisation. [8]
Bank Wiring Observation Room Studies (1931-1932): The Bank Wiring Observation Room Studies aimed to explore the effect of group dynamics on worker productivity. In this study, researchers observed the impact of peer pressure, social relationships, and other group dynamics on the workers' performance. They did this by creating a test group of 9 men. They were paid on the collective output of the group, and the perceived output of the single employee. The workers came to a common understanding of what a day's work is, and would make sure not to perform above or below that. It was thereby discovered that group dynamics significantly influenced worker productivity, highlighting the importance of considering how employees interact with one another and the potential impact of these relationships on overall productivity. [8]
Conclusion on the studies
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 therefor 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 studies furthermore made conclusions about the effect of the social environment, group dynamics and the relation to productivity. [8]
Application for Project Managers
The outcome of the Hawthorne Studies has several practical implications for how managers should consider, management practices, organisational behaviour, and workplace dynamics. Managers and leaders can use the learnings from the Hawthorne Studies to improve employee engagement, productivity, and well-being[5]. Many of the learnings are already ingrained and have evolved into several well-defined areas within employee/stakeholder management today, which is an essential part of project management. Some of the critical applications include:
Employee/Stakeholder Engagement: The Hawthorne Studies emphasised the importance of employee/stakeholder engagement in improving productivity and performance. 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].
Project managers can apply these findings by adopting the following strategies:
- Involving team members in decision-making processes: Empowering team members to participate in project-related decisions can increase their sense of ownership and commitment, leading to better performance [9]
- . Providing regular feedback and recognition: Offering constructive feedback and acknowledging team members' accomplishments can boost their motivation and productivity[9].
- . Offering opportunities for growth and development: Encouraging team members to acquire new skills and advance their careers can enhance their engagement and commitment to the project[9]..
By engaging employees and making them feel valued, project managers can harness the knowledge of the Hawthorne Studies to improve overall performance and achieve better project outcomes.
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].
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 Generalisability: The Hawthorne studies were conducted in a specific organisational setting and time period, which raises questions about the generalisability 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 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 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 8.5 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.
- ↑ 9.0 9.1 9.2 Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and the Standard for Project Management. Newtown Square, PA. Project Management Institute
