An examination of the effect of computerized performance monitoring feedback on monitoring fairness, performance, and satisfaction

The impact of the perceived purpose of electronic performance monitoring on an array of attitudinal variables

“…Managerial Implications. Our study suggests that how human resource development professionals and supervisors frame the purpose of the electronic monitoring system is important in how employees will respond to it (Alder & Ambrose, 2005a;Holladay et al, 2003). Consistent with the group value model of procedural justice (Tyler & Lind, 1988) depicted in Figure 1, if managers are able to persuade employees that the electronic monitoring system is there to aid in their development, employees may be more likely to perceive it as fair and may feel generally more satisfied in their jobs, more committed to the organization, and have greater intentions to respond positively toward the organization.…”

“…Much additional research has focused specifically on how various aspects of monitoring affect fairness perceptions, satisfaction, and employee performance (Alder & Ambrose, 2005a, 2005bDouthitt & Aiello, 2001;Stanton, 2000;Zweig & Webster, 2002). In this study, we examine the effects of the perceived purpose of the monitoring system by including as dependent variables an array of job attitudes representing a range of specific to more general evaluations.…”

“…Stanton' s heuristic (2000) for organizing monitoring-related constructs suggests that, broadly speaking, perceivable monitoring characteristics influence employees' thoughts, beliefs, and evaluations regarding monitoring and then go on to affect cognitions such as satisfaction, fairness, and trust. Recent research and model building have expanded on Stanton' s framework (Alder & Ambrose, 2005a, 2005bZweig & Webster, 2002). Perceived fairness, as a system characteristic, is an important construct.…”

“…Constructively framed feedback, especially that coming from a supervisor, was perceived as fairer than destructive feedback by employees (Alder & Ambrose, 2000, 2005a. The interaction between the positive and negative nature of performance feedback and negative affect as a stable personality trait was found to be related to perceived justice (Lam et al, 2002).…”

Big Brother or big bother? E‐monitoring the salesforce

“…When e-monitoring is perceived to be informational, it provides actionable methods to achieve customer-oriented competence (Alder and Ambrose, 2005;Shalley and Perry-Smith, 2001). Meta-analytical studies of SDT research confirm informational attributions have a strong and pronounced effect on feelings of competency and autonomy (Deci, Koestner and Ryan 2001;Haggar and Chatzisarantis 2009).…”