Hawthorne Effect

The first time I heard about the Hawthorne effect was during my engineering studies. Although it is an effect that we encounter on a daily basis, it is not well known by name, although I have read a couple of articles lately naming it. It is an effect on human behavior due to supervision.

During the 1920s and 1930s, at Western Electric’s Hawthorne plant in Cicero, Illinois, a number of studies were conducted related to worker productivity.
These studies consisted mainly of manipulating working conditions such as lighting, breaks, or incentives, and seeing how their variation impacted productivity.

Initially, it was found that positive changes (such as increasing lighting) resulted in increased productivity. What was surprising was that making negative changes (such as decreasing lighting) also increased productivity. Thus, the results suggested that productivity improved whenever any change was made to these variables, including negative changes. However, any change in productivity disappeared when the experiments were stopped. Finally, it was concluded that productivity improved because workers responded to increased attention from supervisors. In this sense, workers responded to feeling that they were being watched rather than to changes in working conditions. This phenomenon is known as the Hawthorne effect.

The term “Hawthorne Effect” was coined in the 1950s by researcher Henry A. Landsberger during his analysis of experiments previously conducted at the plant. Landsberger refers to the “Hawthorne Effect” to indicate the alteration of the behavior of subjects in a study due to their awareness of being observed. The Hawthorne effect is a fascinating phenomenon that has left a significant impact on a variety of fields, including psychology, social relations and of course business.

This effect can be observed in many other cases that can easily come to mind, such as:

Employees who work harder when their boss is watching them: Employees may increase their productivity when they know that their performance is being monitored by their superiors.

Patients who claim to have improved after receiving a treatment: Patients may claim to feel better after a treatment, not necessarily because of the effectiveness of the treatment, but because they know they are being watched.

Students who give a speech despite feeling unwell: Students may make an effort despite discomfort or illness to give a good presentation if they know they are being observed.

Hawthorne effect in organizations.

We have already noted that the Hawthorne effect has been widely applied and discussed in various fields, such as psychology, sociology, management, education and health care. Indeed, it has implications for both research design and organizational behavior. For example, some researchers suggest that the Hawthorne effect can be used to improve employee performance and satisfaction by providing feedback, recognition and involvement. Others, on the other hand, argue that the Hawthorne effect may pose a threat to the validity and generalizability of research results, as it may introduce biases and confounding factors that are not controlled for.

In the corporate setting, workers often face high demands, complex tasks, and constant changes in their work environment. They may also be subject to various forms of monitoring and evaluation, such as performance reviews, surveys, audits and metrics. These factors can influence their behavior and performance in different ways, depending on how they perceive and react to them. Thus, we will have some workers who may experience the Hawthorne effect as a positive motivator that enhances their creativity, productivity and quality of work.. This type of worker may feel more engaged and committed to their work when they know that their managers, colleagues or customers are watching and appreciating them. They may also seek to learn new skills and improve their performance to meet or exceed the expectations of others. On the other hand, other workers may experience the Hawthorne effect as a negative stressor that impairs their well-being, autonomy and innovation. They may feel more anxious and pressured when they know that others are watching and judging them. They may also develop defensive or conformist behaviors to avoid criticism or conflict. They may resist change or hide their mistakes to maintain their image or status quo.

We can say then that the Hawthorne effect is not a simple or universal phenomenon that can be easily measured or manipulated. It is a complex and dynamic phenomenon that depends on several factors, such as the nature of the work, the characteristics of the workers, the type and frequency of observation, the feedback and rewards provided, and the organizational culture and climate. As professional leaders, it is important to be aware of the potential benefits and challenges of the Hawthorne Effect in the work environment. We must strive to create a work culture that fosters trust, collaboration, learning and innovation among our employees.

We must also design and conduct research that minimizes bias and maximizes the validity and generalizability of our findings. Nor should we forget to watch out for harmful effects due to this effect, and counteract them as soon as they arise.

If we focus on the IT world, we can see that the Hawthorne effect can have significant implications. For example, software developers may change their coding practices when they know their work is going to be reviewed. This could result in higher quality code and fewer bugs. However, it could also result in developers spending more time on certain tasks to ensure that they meet the perceived expectations of reviewers.

In addition, the Hawthorne effect can influence user behavior during usability testing of software applications. Users may not interact with the application naturally if they know they are being observed, which could bias test results.

Leverage the effect

By paying attention to employees, listening to their ideas and making them feel valued, organizations can increase morale and productivity, i.e., they can leverage the Hawthorne Effect to improve employee engagement.
However, it is important to keep in mind that the Hawthorne Effect can also result in short-term productivity gains that may not be sustainable in the long term. Therefore, while the Hawthorne Effect can be a useful tool for improving productivity, it must be part of a broader strategy that includes long-term solutions for employee engagement and satisfaction.

The Hawthorne Effect is a curious and powerful phenomenon that continues to influence human behavior in a variety of contexts. By understanding and leveraging this effect, companies and organizations can create more engaging and productive work environments.