In an attempt to improve the overall performance of
clerical workers, many companies have introduced com-
puterized performance monitoring and control systems
(CPMCS) that record and report a worker’s computer-
(5) driven activities. However, at least one study has shown
that such monitoring may not be having the desired effect.
In the study, researchers asked monitored clerical workers
and their supervisors how assessments of productivity
affected supervisors’ ratings of workers’ performancE.In
(10)contrast to unmonitored workers doing the same work,
who without exception identified the most important element
in their jobs as customer service, the monitored workers and
their supervisors all responded that productivity was the
critical factor in assigning ratings. This finding suggested
(15) that there should have been a strong correlation between a
monitored worker’s productivity and the overall rating the
worker receiveD.However, measures of the relationship
between overall rating and individual elements of perfor-
mance clearly supported the conclusion that supervisors
(20) gave considerable weight to criteria such as
attendance .accuracy, and indications of customer
satisfaction.
It is possible that productivity may be a “hygiene
factor.” that is, if it is too low, it will hurt the overall
rating. But the evidence suggests that beyond the point at
(25) which productivity becomes “good enough.” higher
productivity per se is unlikely to improve a rating.
According to the passage, before the final results of the study were known, which of the following seemed likely?
A.That workers with the highest productivity would also be the most accurate
B.That workers who initially achieved high productivity ratings would continue to do so consistently
C.That the highest performance ratings would be achieved by workers with the highest productivity
D.That the most productive workers would be those whose supervisors claimed to value productivity
E.That supervisors who claimed to value productivity would place equal value on customer satisfaction