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The Hawthorne Effect refers to the phenomenon where individuals modify their behavior or performance in response to being observed or studied. It was first identified during the Hawthorne studies conducted in the 1920s and 1930s at the Western Electric Company's Hawthorne Works plant near Chicago. Researchers initially intended to study the effects of lighting levels on worker productivity but found that productivity increased regardless of whether lighting was improved or reduced.
The researchers realized that the mere act of being observed or receiving attention from management led to improved performance among workers. This led to the conclusion that social and psychological factors, such as feeling valued or being part of a study, could significantly influence behavior and productivity in the workplace. The Hawthorne Effect highlights the importance of considering social and motivational factors when interpreting research findings and implementing organizational interventions.