Grant and Higgins provide a framework for research into the use of information systems to support office and service work. An increasing number of companies are introducing computer technology into more aspects of work. This technology includes computerized performance monitoring and control systems (CPMCSs). The paper suggests that previous study of CPMCSs has focused only on single dimensions of their effects; has not suggested how to design better CPMCSs; and is full of controversies regarding the results and effectiveness of CPMCSs. This paper’s suggested framework for future research is derived from literature on control systems, organizational behavior, and management information systems.

The paper provides a theoretical basis for computerized performance monitoring. It suggests several alternatives and discusses the directions of past study, then chooses control theory, using a model consisting of sensor, discriminator, feedback, activity, performance, and effector in a cycle.

Next, a multidimensional view of CPMCSs is derived in which to view these cycles for future research and design. The dimensions include the object of measurements, tasks measured, recipient of data, reporting period, and message content, with the continuum of pervasiveness within each dimension. Generally, the paper defines pervasiveness for each dimension individually. For instance, pervasiveness in the object dimension goes from low to moderate to high as the performance of the object is focused at the business unit, work group, or individual level. The paper provides an example of the application of these ideas in a system studied earlier by the senior author. It also presents a link between the dimension view and the control theory model.

The paper finishes with some suggested applications of its research framework. These include the use of causal models to explain the impact of monitoring on the productivity and interaction roles of service workers. Another suggested use of the framework is in the design of experiments, multiple case studies, or large-sample surveys, using the five-dimension model to test propositions and theory. A third suggested application for this model of CPMCSs is in the relationship between monitoring and job stress.

The paper is a good, expository effort to direct and motivate the future study of CPMCSs.