The Hawthorne experiments conducted between 1924-1932 at the Hawthorne plant of GE found that worker productivity was more related to emotional factors and informal relationships between employees than actual work conditions. A series of experiments varying lighting and work arrangements showed that increased production and worker satisfaction were mutually dependent, not simply a function of better working conditions. The experiments demonstrated the importance of non-economic rewards, democratic leadership, and involving workers in decision-making for increased efficiency and viewing the factory as a social organization rather than just a place of work.