One of my theories is that "morning people" have a tendency to get promoted in managerial tracks, while most IT workers tend to be "evening people". Thus to the mismanagers, it appears that their staff comes in late all the time - so to the "morning people", the "cure" for lateness is to make folks come in earlier and stay longer.

It seems to me that mismanagers never get the point that longer hours "in the seat" do not correlate to more positive work acomplished. In our profession, we've been aware that "crunch mode" is counter productive, but the lessons don't seem to get uphill to the people that dictate such things.

http://www.igda.org/why-crunch-modes-doesnt-work-six-lessons

That truth seems to stop flowing upwards in organizations is something that appears far more often than I'd like to happen. In the worst companies I've worked for, truth stops moving upwards at my direct superior's level. In the better ones, it is a few levels uphill. The most bureaucratic and hidebound company I worked for - GM - had 15 levels of people between myself (and I was salaried) and the CEO; which was more than enough for multiple thermoclines of truth to occur.

http://brucefwebster.com/2008/04/15/the-wetware-crisis-the-t...

http://www.cio.com.au/article/250886/thermocline_truth/