The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned

1. The Hawthorne Experiments:
Elton Mayo and his group conducted studies at
Hawthorne Plant of Western Electric Co. (1924
- 32). Their aim was to study the relationship
between physical factors and production. But
they ended up proving the relationship
between human social factors and production.
Their findings are relevant even today. These
studies are considered to be the most
important event in the history of O.B.

2. Illumination Experiment:
• Relationship between lighting and productivity was
studied. A group of workmen were taken away from
the dept. and asked to work in the experimental room.
The rest of the dept. worked under standard lighting.
• In the experimental room the lighting was changed
constantly. The production in the experiment room
suffered only when the lighting became so low that a
normal eye cannot see. But under all other lighting
conditions, the production went on increasing. The
production in the standard lighting room also was
increasing.
• The researchers could not establish any relationship
between lighting and productivity (The recognition and
the attention given to the groups made them produce
more and more).

3. Relay Assembly Test Room Experiments:
• This experiment was conducted in Relay Assembly
Dept. The work involved assembling many parts and
making a relay. Output depended on speed and
continuity.
• A test room was set up. Two girl employees were
chosen. They were asked to take four more girls. The
supervisor of this team happened to be very efficient
and pleasant person. The following changes were
made:
• incentive based on these six girls’ work (earlier it was a
larger group of 100)
• Many variations were done in working hours and rest
pauses.

4. • During all these the production went on
increasing.
• Then the researchers went back to the earlier
stage (cancel all changes) and still production
was high.
• The researchers could not establish co-relation
between working hours., incentive, etc. with
production (the production increased
because of the freedom, recognition, good
supervisor, good incentive scheme and good
team spirit).

5. Bank Wiring Observation Room Experiments:
• An observation room was set up to observe 14 workmen
which included some weak workmen. The job is attaching
wires to switches. A minimum time rate was assured and
further incentive based on the group output. The
researchers expected that the group will compensate for
the weak workmen. But the group reduced the output
because
• the factory is not punishing poor performance – a min. time
rate is assured
• the group reduced its output to the level of the weak
workmen in order to protect them
• the workmen knew this was the last experiment. They
feared that the management will ask them to maintain high
level even after the researchers are gone. Therefore they
produced less.

6. Mass Interviewing Program:
• During these experiments the team conducted
thousands of interviews with workmen and officers.
They formed the following important conclusions
about behaviour at work place.
• A complaint is not an objective statement. A complaint
at best voices the feelings of the individual.
• Objects and events have social meanings.
• Group and social pressures have considerable
influence on individuals.
• We assign values and meanings to a person’s words
and actions based on his status in the organization.

7. Psychological Testing and Counselling
During this period the researchers realised the
importance of the above subject and made
important recommendations.

8. Implications of Hawthorne Studies
• Not only physical factors, social factors are also important.
• An Organization is not only structures but also people.
• Social factors, Cliques ( Groups) and status systems are
important in organizations.
• A group may act differently than the individuals comprising
the group.
• Recognition and attention are strong motivators
(Illumination test)
• Supervisor and Communication are very important (Relay
Assembly Experiment.)
• Group pressures and group dynamics exist in organizations
(Bank Wiring)
• Groups can create conflicting interests (Bank Wiring)

9. • Work is influenced by formal and informal
aspects of management.
• Team spirit, reasonable degree of freedom can
influence work substantially (Relay Assembly).
• Physical factors alone, (like lighting,
incentives) cannot operate to the exclusion of
human factors (like team spirit and
leadership).

10. Are the findings of Hawthorne relevant today?
• In the modern world greater importance is given to
technology. The importance of human aspects are being
forgotten very often. Therefore, the Hawthorne
experiments are more relevant today and the important
findings of these experiments will continue to be relevant.
• The importance of social/group factors.
• Informal leadership.
• Supervision and communication
• Recognition & Freedom
• Team spirit.
• Importance of Psychological testing
• Counselling, Resolving grievances, etc.