Interaction of information and control systems: How the perception of behavior control affects the motivational effect of relative performance information

Shirking from home?: the effects of remote work on overstatement of working hours

“…However, it also suggests that, due to the lack of significance, participants were affected by the company's information on their peers' behavior and not by the peer behavior per se 10 . My results are somewhat comparable to Schedlinsky, Schmidt, & Wöhrmann (2020) results that show that surveillance negatively affects the motivational aspects of relative performance information (RPI). The authors actively manipulate surveillance on their experimental design with detrimental effects on RPI's social comparison benefits.…”

“…Nevertheless, due to the results, participants might perceive the company's information as a display of surveillance. Yet, compared to Schedlinsky et al (2020), the control was not pernicious to remote workers' behavior since it decreased their overstatement of working hours.…”

“…At the same time, project management apps such as Trello and Asana can also convey information to remote workers about peers. Research shows that individuals can even understand social norms by observing or being informed of others` behavior (Cardinaels & Yin, 2015;Schedlinsky, Schmidt, & Wöhrmann, 2020).…”

Artificial Intelligence, Surveillance, and Big Data

“…25 During the last 30 years, the Chinese bureaucratic system has proven that it can very efficiently incentivize state officials to exert effort to reach pre-determined performance criteria, such as economic growth (Li and Zhou 2005;Rochlitz et al 2015;Jia et al 2015;Yao and Zhang 2015;Libman and Rochlitz 2019). Schedlinsky et al (2020) however show experimentally that even for relatively simple tasks, surveillance can reduce the motivation and hence the effort exerted. Hence, more research is needed to better understand how surveillance can affect performance with respect to complex and less complex tasks in authoritarian environments, and if -for example -a difference exists between performance in academic and scientific environments, and performance in bureaucratic settings.…”