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

Wells, Deborah L.; Moorman, Robert H.; Werner, Jon M.

doi:10.1002/hrdq.1194

Cited by 79 publications

(77 citation statements)

References 40 publications

(53 reference statements)

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“…Affective commitment was likewise lower among those whose data input was recorded, including AIM/chat response times. These findings corroborates past research with full‐time employees that demonstrated a link between how employees are monitored and how this negatively affects their job attitudes and sense of control at work (Smith et al ., ; Wells et al ., ). As job satisfaction has been shown to have a modest, but relatively consistent, positive influence on work performance (Iaffaldano and Muchinsky, ; Judge et al ., ), it is worth considering the potential direct influence of monitoring on job satisfaction and indirect effect on performance for all employee groups.…”

Section: Discussionmentioning

confidence: 97%

“…Ideally, employers, managers and employees are involved in the decision processes regarding which employee behaviours are indicative of performance and should be monitored electronically to support performance appraisals and ensure performance standards are being met. Past research evidence suggests that covert and continuous monitoring results in more negative attitudes on the job and towards the organisation (Wells et al, 2007). In addition, if EPM involves close monitoring, employees report higher job demand and workload as well as less control over how they work and organise their work activities (Smith et al, 1981).…”

Section: Psychological and Work Design Effects Of Epmmentioning

confidence: 99%

“…These negative reactions to EPM are attenuated if employees are given a say in how they are being monitored in order to ensure procedural and informational justice (Stanton, 2000) and are aware of which aspects of their job and behaviours are monitored (Whiting et al, 2008). Similarly, if employees believe that the EPM system is being used to help them develop their skills (Wells et al, 2007), they are more accepting of the system, satisfied and even committed. Furthermore, we expect that some monitoring techniques and uses will affect OCBs and perceived control over work tasks.…”

Section: Psychological and Work Design Effects Of Epmmentioning

confidence: 99%

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Monitoring what and how: psychological implications of electronic performance monitoring

Jeske

Santuzzi

2015

New Technol Work Employ

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Implementing electronic performance monitoring in the workplace might improve the efficiency and quality of employee data that are collected. These intended benefits might be discounted or even eliminated if employees have a negative reaction to the monitoring process. The goal of this exploratory study was therefore to investigate which electronic performance monitoring techniques and monitoring characteristics are associated with negative employee reactions using survey responses from 190 student workers. Results showed that close performance monitoring (via cameras, data entry, chat and phone recording) had significant negative effects on job attitudes such as job satisfaction and affective commitment. Similar effects were observed for employee self-efficacy and perceived control. Attitudes were furthermore negatively impacted when the monitoring was focused on individuals and unpredictable, which also reduced organisational citizenship behaviour while continuous monitoring reduced self-efficacy. These findings suggest that the benefits of close monitoring may be overshadowed by negative employee reactions.Keywords: performance management, electronic performance monitoring, job attitudes, employee development, organisational citizenship behaviour, computer monitoring.Electronic performance monitoring (EPM) is now commonplace in the modern workplace. Using EPM enables managers to assess employee behaviours that directly or indirectly relate to job performance. Nebeker and Tatum (1993) described EPM as the use of electronic instruments or devices to collect, store, analyse and report individual (or group) actions or performance (see Rafnsdóttir and Gudmundsdottir, 2011). EPM information is used to draw inferences about how effective and productive individuals, teams or larger departments perform their work (Stanton and Julian, 2002). It therefore represents a very important tool for how managers collect data about employee performance.Debora Jeske is a Research Associate in the Psychology and Communication Technology (PaCT) Lab at Northumbria University in Newcastle upon Tyne. Her research interests include e-learning, virtual work, employee security behaviors, and technology at work. Alecia M. Santuzzi is an Associate Professor in the Social-Industrial/Organizational Area of the Department of Psychology at Northern Illinois University in the United States. Her research expertise includes social perceptions in face-to-face and technology-mediated contexts and the role of demographic differences in those contexts. She also specializes in quantitative methods for psychology and management research. She assisted with conceptualization and writing the manuscript for this project.New Technology, Work and Employment 30:1

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Section: Discussionmentioning

confidence: 97%

Section: Psychological and Work Design Effects Of Epmmentioning

confidence: 99%

Section: Psychological and Work Design Effects Of Epmmentioning

confidence: 99%

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Monitoring what and how: psychological implications of electronic performance monitoring

Jeske

Santuzzi

2015

New Technol Work Employ

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“…First, classroom trainees typically know what is being measured and when. Online surveillance is less obtrusive, and e‐learners are not always privy to the status of monitoring activities (Alge, Ballinger, & Green, 2004; Stanton & Barnes‐Farrell, 1996; Wells, Moorman, & Werner, 2007). Second, the amount of information collected in the classroom pales in comparison to the range and volume of data that can be gathered online.…”

Section: Electronic Monitoring Of E‐learnersmentioning

confidence: 99%

“…Thus, employers who choose to monitor training activities potentially have more information at their disposal when the monitoring occurs online, rather than in person. Third, whereas classroom data‐collection activities are usually discrete events, online monitoring can be constant and ongoing (Wells et al., 2007). For instance, some electronic monitoring systems are designed to provide continuous and real‐time views of employees' onscreen activities (Alge et al., 2004).…”

Section: Electronic Monitoring Of E‐learnersmentioning

confidence: 99%

Monitoring Online Training Behaviors: Awareness of Electronic Surveillance Hinders E‐Learners¹

Thompson¹,

Sebastianelli²,

Murray³

2009

J Applied Social Pyschol

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Web‐based training programs commonly capture data reflecting e‐learners' activities, yet little is known about the effects of this practice. Social facilitation theory suggests that it may adversely affect people by heightening distraction and arousal. This experiment examined the issue by asking volunteers to complete a Web‐based training program designed to teach online search skills. Half of participants were told their training activities would be tracked; the others received no information about monitoring. Results supported the hypothesized effects on satisfaction, performance, and mental workload (measured via heart rate variability). Explicit awareness of monitoring appeared to tax e‐learners mentally during training, thereby hindering performance on a later skills test. Additionally, e‐learners reported less satisfaction with the training when monitoring was made salient.

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Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being

Edwards,

Zubielevitch,

Okimoto

et al. 2024

Human Resource Management

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Algorithmic HR systems are becoming a more prevalent interface between organizations and employees. Yet little research has examined how automated HR processes impact employee motivation. In a three‐wave study (NTime1 = 401; NTime2 = 379; NTime3 = 303), we investigated the motivational effects of HR systems that automatically capture—and make decisions based on—employee performance, and whether these effects depend on employee attributions regarding the organization's intended use of its automated HR metric system. Additionally, we test whether these motivational states affect employee task prioritization and emotional exhaustion. Results show that employees whose organizations use algorithmic HR systems, and who also attribute managerial control as intent to that system, experience higher levels of extrinsic motivation at work. This, in turn, predicts greater prioritization of metricized tasks and de‐prioritization of non‐metricized tasks. Conversely, employees who believe the purpose of algorithmic HR systems is to provide them with constructive feedback are more likely to experience intrinsic motivation, leading to reduced feelings of emotional exhaustion, greater prioritization of metricized tasks, but reduced non‐metricized behavior de‐prioritization. These results illustrate the critical importance of employee sensemaking around algorithmic HR systems as a precursor to the impact of such systems on employee motivation, behavior, and well‐being.

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

Cited by 79 publications

References 40 publications

Monitoring what and how: psychological implications of electronic performance monitoring

Monitoring what and how: psychological implications of electronic performance monitoring

Monitoring Online Training Behaviors: Awareness of Electronic Surveillance Hinders E‐Learners¹

Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being

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

Cited by 79 publications

References 40 publications

Monitoring what and how: psychological implications of electronic performance monitoring

Monitoring what and how: psychological implications of electronic performance monitoring

Monitoring Online Training Behaviors: Awareness of Electronic Surveillance Hinders E‐Learners1

Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being

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Monitoring Online Training Behaviors: Awareness of Electronic Surveillance Hinders E‐Learners¹