|Unlike large data processing systems whose values lie in their capacity to substitute computer power for routine labor, “office automation is a complementary technology” (Sassone and Schwartz 1986: 83).
- Ucomp = hedonic value of IT
Office automation tools embody two kinds of benefits: (1) increased efficiency and (2) increased effectiveness. Increased efficiency is referred to shorter time needed to accomplish a given task, or allow more of a given task to be done in the same amount of time. Increased effectiveness results from increased efficiency, which allows restructuring of work. Managers and professionals can spend more time performing activities reflected in their titles and time rather that to support, clerical and non-productive (lower-productive) activities.
Quantifying this shift in working profiles uses a two-part procedure. First, a method called the Work Profile Analysis identifies the working profiles of the employees affected by the introduction of a new technology. The results thereof are then build into a computer simulation called the Hedonic Wage Model, which is basically a set of multiple linear equations.
The whole model is based on the assumption, that jobs are not monolithic but have identifiable components with different implicit values.
Sassone, P.G. & Schwartz, A.P. 1986, “Cost Justifying OA: A straightforward Method for Quantifying the Benefits of Automated Office Systems”, Datamation, pp. 83-88 (February 1986).
Unlike a large data processing system whose value lies in its capacity to substitute computer power for routine labor, office automation technology is a complementary technology. Its value lies in its power to complement, or enhance, a professional’s performance.
Office automation tools embody two kinds of benefits: the first is that they shorten the time needed to accomplish a given task, or allow more of a given task to be done in the same amount of time. This is usually referred to as increased efficiency. The second benefit is that they allow restructuring of work.
In other words, managers and professionals can spend more time performing activities reflected in their titles and less time on support, clerical, and nonproductive activites. This is referred to as increased effectiveness.
We use a two-part procedure that involves a method of measuring activity called Work Profile Analysis. We then build the results of this into a computer simulation called the He-
donic Wage Model, which captures what you need to know in dollars and cents.
Similarly, we recognize that jobs are not monolithic, but have identifiable components with different implicit values.