Within the psychological context, the term Hawthorne effect is defined as a way of internal reactivity, through which people who undergo experimental tests go through, this effect begins to manifest itself once the individuals subjected to studies present changes in their behavior. These modifications in their behavior arise from the fact that they are aware that they are being observed.
The work environment is the scene where people function daily and represents a determining factor of satisfaction and productivity. The psychologist Elton Mayo found important elements that allowed us to understand the needs of each human being, thus obtaining the achievement of new ideas, which defined organizations, as social units, where each person who works in it exercises an important job, being for man one of the most significant tasks of his life.
According to this theory, it was considered that people could become motivated by different factors: economic, psychological and social; assuming that a happy worker is a worker who produces. With this deducing that if the workers are given adequate attention, it is almost certain that this will influence the productivity of the company.
This psychologist, a specialist in organizational theory and human relations, receives an invitation from the factory Hawthorne Works to be integrated into an investigation that the factory was going to run, in order to check if the status of the system Ambient lighting influenced the increase or decrease of work performance, the interesting thing about it is that once the changes started, productivity increased and not only in those moments where the lighting levels were high, but also when they decreased. After the investigation is complete, the levelproductivity of the labor mass, returned to its normal values. These results could be interpreted, stating that the improvement in performance is not due to the corrections made to the lighting in the workplace, but to the motivation that employees felt when they knew they were the object of study.
