Perception of Control and Efficiency: From Hawthorne to the Present

There are moments when we suddenly find ourselves behaving in a “more polished” way. For instance, when someone is watching us… or even when we simply feel that we are being observed. We take our hands out of our pockets, sit up straight, perhaps even smile. But is this truly our own behavior, or merely a consequence of the thought that “I am being watched”?

It is in seeking answers to these questions that we encounter the Hawthorne Effect. This concept, which has profound implications in both psychology and the business world, means that our behavior changes simply because we believe we are being observed.

Even when we are not doing anything particularly special, the presence of a camera, a manager, or another person nearby triggers in us a reflex to “pull ourselves together.” This is a direct manifestation of the Hawthorne Effect.

But when did this reflex begin?

In the late 1920s, a series of studies conducted at the Hawthorne Works of the Western Electric Company in Chicago. The goal was to understand which factors influenced worker productivity: lighting? Breaks? Salary adjustments?

The researchers noticed that regardless of what changes were made, worker productivity increased. The real factor driving this improvement was not any physical condition, but the fact that workers knew they were part of an experiment—that they felt observed.

Yes, they do. Because all of us are, to some extent, social beings. When we feel others are watching us, we exhibit more careful, attentive, and socially acceptable behaviors. This phenomenon has been observed not only among factory workers, but also among students, civil servants, patients, and even laboratory rats. Research shows that even the mere symbol of a security camera can encourage people to act more ethically and in accordance with rules. In this sense, the Hawthorne Effect has become not just an individual behavior, but a social pattern shaped by the weight of being watched.

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Why wouldn’t we? Isn’t social media built precisely on this principle? Every post, story, or comment we share is a kind of performance—we are all actors.

But here lies a critical turning point: a growing distinction is emerging between our authentic self and our social self. The Hawthorne Effect forces us to confront this duality. Sometimes we act not as ourselves, but as we believe we are expected to act. Over time, this can lead to psychological fatigue.

In the workplace, the answer to this question is both “yes” and “no.”

Yes, because when a worker feels valued and noticed, their motivation increases. A manager’s attention or peer observation can stimulate productivity.

But at the same time, no, because the constant feeling of being monitored can erode creativity and intrinsic motivation. Excessive control can generate stress and burnout. Secret cameras or continuous performance evaluations make workers tense, not more productive. What matters is not merely “watching,” but “valuing, supporting, and communicating.”

Today, the Hawthorne Effect is even more widespread because “being observed” is no longer physical—it is digital. Applications, algorithms, smartwatches, cameras… At every moment, some trace of our behavior is being recorded. Yet despite all these observations, the most fundamental human need remains unchanged: to be understood and to feel valued.

Perhaps the true message of the Hawthorne Effect is this: Human beings want to be noticed. They want to be seen, heard, and mattered to.

And when we fulfill this need in a healthy, natural, and sincere way—there is no need for cameras. People will naturally bring forth their best selves.