Electronic workplace monitoring: What employees think

Oz, Effy; Glass, Richard S.; Behling, Robert

doi:10.1016/s0305-0483(98)00037-1

Cited by 38 publications

(39 citation statements)

References 9 publications

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“…A large scale questionnaire-based cross-sectional study looking into people's attitudes towards electronic monitoring was done by Oz et al (1999). The responses of 823 part time students who were in full time employment were analysed, mainly looking for differences between the attitudes of supervisor and their subordinates, but also for any gender differences.…”

Section: Introductionmentioning

confidence: 99%

“…This study concerns working people's general attitudes to surveillance at work. Oz, Glass, & Behling (1999) have listed eight methods of computer assisted electronic monitoring: video cameras (such as CCTV) computer sampling, e-mail interception, access codes, expert systems, transaction audits, phone taps and hidden microphones. Of these the most technologically advances are expert systems, which are more commonly referred to as EPM-"electronic performance monitoring".…”

Section: Introductionmentioning

confidence: 99%

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An Investigation of Attitudes toward Surveillance at Work and Its Correlates

Furnham¹,

Swami²

2015

PSYCH

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A large British sample completed measures of job autonomy and satisfaction as well as work discrimination and attitudes to authority measures along with a new surveillance at work measure. The new 16 item surveillance at work measure factored into two clear factors which reflected positive and negative attitudes to surveillance. Higher scores on Negative Aspects of Surveillance were significantly associated with lower job satisfaction, lower job autonomy, greater perceived discrimination at work, more negative attitudes to authority, and greater left-wing orientation while higher scores on Positive Aspects of Surveillance were significantly associated with greater job satisfaction and more positive attitudes toward authority.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

An Investigation of Attitudes toward Surveillance at Work and Its Correlates

Furnham¹,

Swami²

2015

PSYCH

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“…Indeed, recent scholarly work has begun to question the value of high levels of employee monitoring in organizations, with evidence that increases in employee monitoring can actually reduce effectiveness, as costs rise and cooperative signals from management are perceived by employees to decrease (Gnyawali & Madhavan, 2001). Employee monitoring also appears to be significantly associated with fear of job loss (Oz, Glass, & Behling, 1999), work dissatisfaction (Schleifer, Galinsky & Pan, 1995), and even chronic health disorders (Smith, Carayon, Sanders, Lim & LeGrande, 1992).…”

Section: Practical Implicationsmentioning

confidence: 99%

Determining the importance of self-evaluation on the goal-performance effect in goal setting: Primary findings.

Martin¹,

McNally²,

Taggar³

2016

Canadian Journal of Behavioural Science / Revue canadienne des

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Although goal-setting theory is among the most studied theories in organizational behavior and work motivation, the underlying motivations that drive the goal-performance effect have received less attention. We examined the role of self-evaluation in generating the goal-performance effect via blind testing in a laboratory experiment, in which participants (N = 405) performed an idea generation task under conditions eliminating the potential for external-evaluation. Designed to replicate and extend the work of Harkins, White, and Utman (2000), our results indicate that selfevaluation plays a role in generating the goal-performance effect, and that the pursuit of selfknowledge as well as self-validation plays a role in motivating self-evaluation. These findings support hypotheses that are consistent with goal setting theory and social comparison theory, and are contrary to . Implications for theory boundaries and work motivation are discussed.

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“…Positive outcomes include improved supervision (Komaki, 1986), increased work productivity (Adler, 2001), better security (Oz, Glass & Behling, 1999), improved health and safety (Kierkegaard, 2005) and cost reduction (Adler, 2001). Negative outcomes associated with monitoring include: decreased employee satisfaction (Greengard, 1996;Piturro, 1989;Schleifer, Galinsky & Pan, 1995), higher stress levels (Aiello & Kolb, 1995;Carayon, 1993Carayon, , 1994, increased fatigue (Henderson, Mahar, Saliba, Deane & Napier, 1998), emotional exhaustion (Wilk & Moynihan, 2005) and increased chronic health problems (Smith, Carayon, Sanders, Lim, & LeGrande, 1992).…”

Section: Monitoring Proceduresmentioning

confidence: 99%

A Diagnostic Method for Procedural Justice

Flint¹,

Haley²,

McNally³

2013

AJBM

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Procedural justice has shown significant linkages to organizational outcomes such as organizational commitment and turnover. For this reason, we propose that measures of procedural justice can serve a diagnostic function to signal potential problems with important organizational-level outcomes. However, if used alone, it does not tell us which specific procedures require change in order to resolve potential problems. This study proposes, and tests, a methodology which combines general measures of procedural justice with measures of perceptions of specific procedures in order to diagnose problems with organizational outcomes. This is tested in two call centers. The research design employs a survey of randomly selected employees from the call centers. The effects of a general measure of procedural justice on the organizational outcomes of turnover intentions and organizational commitment are examined. Further, we examine the effects of attitudes towards specific monitoring procedures on a general measure of procedural justice. Baron and Kenny's statistical methodology is employed to test these relationships; to show that procedural justice mediates the effect of employee perceptions of monitoring on turnover intentions and organizational commitment. Our findings support complete mediation effects. The implications of these findings are that general perceptions of procedural justice can be used to screen for potential problems with organizational outcomes. If general effects are found, organizations can employ more specific measures of organizational procedures to target procedural problems. The methodology proposed here has the potential to identify specific procedures that organizations can focus on in order to improve organizational outcomes.

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Electronic workplace monitoring: What employees think

Cited by 38 publications

References 9 publications

An Investigation of Attitudes toward Surveillance at Work and Its Correlates

An Investigation of Attitudes toward Surveillance at Work and Its Correlates

Determining the importance of self-evaluation on the goal-performance effect in goal setting: Primary findings.

A Diagnostic Method for Procedural Justice

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