EPM introduction

EPM Introduction This special issue contains seven papers dealing with the important problems of Electronic Performance Monitoring (EPM). The Editor for these papers is Dr Lawrence Schleifer of the Center for Disease Control of the US National Institute for Occupational Safety and Health, who has also contributed the Preface to this issue of the Journal. The problems of EPM are of growing concern, and not just in the USA. The use of paced working conditions on the shop floor of manufacturing industry has seen some major human problems occur, as well as the productivity gains which accrued. The last two or three decades have seen a greater understanding of the factors contributing to healthy and efficient work, from which the creation of forms of work organisation other than 'Taylorization' have been shown to be more healthy and acceptable as well as more productive and economic. The trends in EPM can lead to the 'Taylorization' of the office, a possibility discussed in several of these papers. The value of Predetermined Time Systems to predict capacity requirements is widely recognized, but whether they are appropriate for the definition of human performance standards is open to question, particularly by ergonomists. We ask whether the route which has been followed on the shop floor must be repeated in the office. In the office environment the contribution of job design to effective performance has been well discussed. Is it not time to accept that organization design for computer-using personnel requires some measure of autonomy, responsibility and other aspects of job involvement, and that these power-

Vol 23 No 1 February 1992

ful motivators lead to high-quality performance? Does the technological feasibility of monitoring blind us to the realities of the requirements for good human performance? There is another important reason why EPM and its applications are matters of immediate concern. Much computer work does not need to be done in geographical proximity to the activities it supports. Many companies now use data processing facilities, sometimes on-line, from other parts of the world. Some parts of the world are less scrupulous than others in how they employ people, and the costs experienced by the employers are multiplied many times in the costs charged to the customer. In such an environment the exploitive potential in EPM can be used extensively. If some control is to be exercised on such potential abuses, a sound understanding of work requirements and stress effects is necessary, to set criteria for work conditions. If cut-price subcontracting is to be replaced by in-company facilities, the use of the available people to their full effectiveness to contribute to the company's progress is essential. Whilst the Scientific Editors do not necessarily agree with all views that authors present in Applied Ergonomics, we believe it important to offer a spectrum of views and approaches. We will not extend our coverage in directions which we believe run counter to good ergonomics theory and practice, but at least to recognise the existence of different approaches and philosophies is a necessary contribution to future developments in ergonomics.

E. N. Corlett

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