Have you ever held a position with a company where the pay and/or benefits were less than optimal but you stayed because of a great organizational chemistry? Your manager would always be flexible when you had to leave work early to pick-up sick kids from school? The sincere public praise and recognition for your hardwork? If so, you experienced what we call in the academic community; the Halo Effect of Management.
The Halo Effect theory resulted from the impromptu Hawthorne Experiments conducted by Elton May and F.J. Roethlisberger, both Harvard professors. The experiment began as a way to measure productivity when the work environment is more conducive towards efficiency (Gordon, 2009). It was a simple testing of how increased lighting could improve worker efficiency in a manufacturing setting; however the researchers discovered a supplementary advantage. The tested workers not only increased production with the addition of better lighting, but their overall morale and sense of duty was increased because the additional lighting was viewed as a thoughtful and caring gesture by management.
The experiment consensus was that when workers feel valued, their productivity increases. The discovery of the Halo Effect lead to the discussion of human behavior as it pertains to administrative and productivity tasks in the workplace. Halo Effect can also improve the psyche of workers and intangible emotions that correlate with production.
Competent and genuine leaders within an organization understand that perhaps they cannot compensate employees for their true market value, but by putting people before profit…..they validate your worth.
Gordon, V. (2009). Early Twentieth Century Management Theories and Models that shaped Twenty-First Century School Leadership. Journal of Philosophy & History of Education, 5967-70. Retrieved from Education Research Complete database.
Prof. DJ Ware, MBA