99-022
ON THE FEASIBILITY OF MONITORING COMPLEX WORK: THE CASE OF SOFTWARE METRICS
Robert D. Austin
Designers of management systems often assume that the performance of
individuals or groups can be measured well enough to support incentives
that contribute to organizational effectiveness and efficiency. Whether
this assumption holds generally has often been disputed, however.
Differences of opinion typically center on whether it is generally feasible
to create measurement systems that do not induce dysfunctional behavior in
those being measured. Some have argued that comprehensive
measurement--which precludes dysfunction by measuring all dimensions of
performance that are critical to value creation--is generally feasible but
that realization depends on the effective design and implementation of
measurement technology. Others maintain that comprehensive measurement is
not generally feasible, and that infeasibility can be inherent in
organizational situations in ways that cannot be overcome by measurement
technology. This paper examines and compares these two positions in the
context of work that is complex and intangible (e.g., "knowledge work").
An agency model is proposed to specify the organizational conditions under
which dysfunction will arise. Interviews with eight practical experts on
measurement in software development are analyzed to determine whether their
beliefs about measurement and dysfunction are consistent with the
conclusions of the model. The analysis and interviews cast doubt on the
general feasibility of comprehensive measurement in software development,
and, by extension, other complex work.
TOM
43 pages
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