The Hawthorne effect

6. September 2008 | From Tino Kressner | Category: Communications

Researchers at the Harvard Business School in the Hawthorne works (Illinois, USA) of the then telecom Gigangen Western Electric (now Alcatel-Lucent) in the'20s as part of their observational studies, employees invited to attend new working conditions. It should find out whether changes in working conditions, such as working hours, lighting and leadership style on work productivity of employees impact. Striking result was that all types of changes which the participants were tested in an increase in labor productivity. The research team led by Elton Maya came to the conclusion that the fewer changes than the mere facts of conducting such tests, the increase in production convey. By chance, in a small exclusive group of such tests to be allowed to participate, they felt the staff upgraded and as something special. This boosted her ego and read them to "VIP" workers, to which was heard. With the ability to change things, they created a positive emotional attachment to what they tested. Conclusion of this study is that no matter what test participants, purely the fact in a development or marketing process involved in becoming a subscriber turns on the proponents.

This system has already proven itself in practice. Semco is a Brazilian engineers, led by Ricardo Semler, until the takeover by Semler almost stood before the bankruptcy. The employees get real Mitbestimmungsreche and 23 percent of the profits. For example, they describe their work to choose or decide how and where they stay for business trips. A limitation of the charges does not exist, just as control accounts. Some companies employ entire departments in order to control ihrere employees. Semco relies on self-regulation and an open information policy. Each employee can look at the financial figures are rising. Decision-making processes are democratic and transparent. The production quotas they decide independently. Semco proves that the principle of "enthusiasm by participating" in the long term works. The net profit was within 20 years from 4 million to 212 million U.S. dollars increased. The number of employees from 90 to 3,000. The Wall Street Journal Kührt Semler to the Latin American businessman of the year 1990 and 1992.