Work-group norms affect productivity. More Recent Research on the Hawthorne Effect Later research into the Hawthorne effect has suggested that the original results may have been overstated. Lloyd Warner between and on a group of fourteen men who put together telephone switching equipment.
The results were surprising: productivity increased, but for reasons unrelated to economics. Some of the variables were: Giving two 5-minute breaks after a discussion with them on the best length of timeand then changing to two minute breaks not their preference.
Productivity increased, but when they received six 5-minute rests, they disliked it and reduced output. And not all of the studies agreed with the Hawthorne effect. These results show that workers were more responsive to the social force of their peer groups than to the control and incentives of management.
Shortening the day by 30 minutes output went up ; shortening it more output per hour went up, but overall output decreased ; returning to the first condition where output peaked.
He does say that this experiment is about testing overall effect, not testing factors separately. It was suggested that the productivity gain occurred as a result of the motivational effect on the workers of the interest being shown in them.
Interpretation and criticism[ edit ] Richard Nisbett has described the Hawthorne effect as "a glorified anecdote", saying that "once you have got the anecdote, you can throw away the data. Detailed observation of the men revealed the existence of informal groups or "cliques" within the formal groups.
In the experiment room they had a supervisor who discussed changes with their productivity.