In an attempt to improve the overall performance ofclerical 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 shownthat such monitoring may not be having the desired effect.In the study, researchers asked monitored clerical workersand their supervisors how assessments of productivityaffected supervisors’ ratings of workers’ performancE.In(10)contrast to unmonitored workers doing the same work,who without exception identified the most important elementin their jobs as customer service, the monitored workers andtheir supervisors all responded that productivity was thecritical factor in assigning ratings. This finding suggested(15) that there should have been a strong correlation between amonitored worker’s productivity and the overall rating theworker receiveD.However, measures of the relationshipbetween overall rating and individual elements of perfor-mance clearly supported the conclusion that supervisors(20) gave considerable weight to criteria such asattendance .accuracy, and indications of customersatisfaction.It is possible that productivity may be a “hygienefactor.” that is, if it is too low, it will hurt the overallrating. But the evidence suggests that beyond the point at(25) which productivity becomes “good enough.” higherproductivity 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 accurateB.That workers who initially achieved high productivity ratings would continue to do so consistentlyC.That the highest performance ratings would be achieved by workers with the highest productivityD.That the most productive workers would be those whose supervisors claimed to value productivityE.That supervisors who claimed to value productivity would place equal value on customer satisfaction
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