Passage 2

Until the last few years, giant IBM was most workers’ ideal of a company with great human relations. Getting a job there meant you were set for life at one of the most enlightened firms in the world. Company benefits sounded like a "who’s who" of worker-friendly programs. There was job security for life. You could leave work two hours early if you arrived two hours early. You could put children and elderly parents in IBM-paid care programs. You could go to graduate school full-time while still being paid. And there were no hourly workers. Everyone was considered important and mature, so everyone was paid a salary and didn’t have to punch a time clock. The firm was one of the first to institute job enrichment programs; way before the term was even invented. Everything it did was aimed at employees feel important. And for years IBM had a highly motivated work force. But things have changed. IBM chairman John Akers told a startled group of management trainees that employees are "too ed comfortable at a time when the business is in cr". He also said there are "too many people standing around the water cooler waiting to be told what to do". Obviously, Akers thought shock therapy was in order, Between an economic recession and competition, IBM suffered a major drop m revenue in 1991. "What we need around here is a higher tension level," Akers said. So they’re some changes at IBM. The firm slashed about 17 000 jobs. And suddenly IBM wants its managers to encourage certain workers to leave the firm. The whole situation is a dilemma for IBM. Policies such as no layoffs have done a lot to motivate workers and make them loyal. Yet in a highly competitive world it may be unwise to let employees feel too secure.

Time clock punch was not used in IBM because ______.