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(Over-)Measuring the Working Man
HughPickens.com writes: Tyler Cowen writes in MIT Technology Review that the improved measurement of worker performance through information technology is beginning to allow employers to measure value fairly precisely and as we get better at measuring who produces what, the pay gap between those who make more and those who make less grows. Insofar as workers type at a computer, everything they do is logged, recorded, and measured. Surveillance of workers continues to increase, and statistical analysis of large data sets makes it increasingly easy to evaluate individual productivity, even if the employer has a fairly noisy data set about what is going on in the workplace. Consider journalism. In the "good old days," no one knew how many people were reading an article, or an individual columnist. Today a digital media company knows exactly how many people are reading which articles for how long, and also whether they click through to other links. The result is that many journalists turn out to be not so valuable at all. Their wages fall or they lose their jobs, while the superstar journalists attract more Web traffic and become their own global brands.
According to Cowen, the upside is that measuring value tends to boost productivity, as has been the case since the very beginning of management science. We're simply able to do it much better now, and so employers can assign the most productive workers to the most suitable tasks. The downsides are several. Individuals don't in fact enjoy being evaluated all the time, especially when the results are not always stellar: for most people, one piece of negative feedback outweighs five pieces of positive feedback.