HAWTHORNE EFFECT Meaning and
Definition
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The Hawthorne Effect refers to a phenomenon observed in social sciences, particularly in research studies and workplace contexts, where individuals modify their behavior or performance simply because they are aware they are being observed. This effect is named after a series of studies conducted at the Western Electric Hawthorne Works in Chicago during the 1920s and 1930s.
The Hawthorne studies initially aimed to investigate the relationship between lighting conditions and worker productivity. However, researchers observed that regardless of changes made to the lighting, worker productivity consistently improved. This unexpected finding led researchers to conclude that the improvements were not solely due to changes in physical conditions but were also influenced by the workers' awareness of being studied. This led to the identification of the Hawthorne Effect.
The Hawthorne Effect can take various forms, including employees exhibiting higher levels of productivity, engagement, or cooperation. This effect is primarily attributed to the heightened attention and interest individuals experience when they know they are being observed. It is believed that the combination of increased visibility and the desire to conform to perceived expectations or norms creates changes in behavior or performance.
The Hawthorne Effect is relevant in both research and workplace settings. Researchers must be aware of this phenomenon when conducting studies to ensure that observed changes are not solely due to the awareness of being monitored. In organizational contexts, managers can leverage the Hawthorne Effect by implementing performance monitoring strategies, as it may motivate employees to consistently perform at higher levels.
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Etymology of HAWTHORNE EFFECT
The term "Hawthorne Effect" originated from a series of research studies conducted at the Western Electric Hawthorne Works in Chicago, Illinois, in the 1920s and 1930s. These studies were initiated by a group of researchers from the Western Electric Company under the direction of Elton Mayo, a sociologist and industrial psychologist. The original purpose of the experiments was to examine the relationship between lighting conditions and worker productivity.
However, during the course of the studies, the researchers made an unexpected discovery. They found that the mere act of being observed or participating in a study had a positive effect on the workers' productivity, regardless of the specific changes in lighting conditions. This led to the recognition that the presence of researchers or supervisors, as well as the attention given to the workers, played a significant role in influencing their behavior and performance.
