Monitoring what and how
Psychological implications of electronic performance monitoring
Bibliographic Data
| ID | 11489482 |
|---|---|
| Authors | Debora Jeske (0000-0002-4779-9345, Northumbria University), Alecia M Santuzzi (0000-0002-9384-4223, Northern Illinois University) |
| Year | 2015 |
| Volume | 30 |
| Issue | 1 |
| Pages | 62-78 |
| Publication date | 2015-03-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | New Technology Work and Employment (JOURNAL) |
| Journal identifiers | ISSN: 0268-1072 • E-ISSN: 1468-005X |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/ntwe.12039 |
| OpenAlex | W1904314384 |
| Language | EN |
| Citations received | 33 |
| References cited | 40 |
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
Business · Employee engagement · Job satisfaction · Monitoring and control · Phone · Political science · Public relations · Self-monitoring · Applied Psychology · Computer Science · Customer Service Quality and Loyalty · Engineering · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Technology Adoption and User Behaviour
The Implications of Digital Employee Monitoring and People Analytics for Power Relations in the Workplace
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Acceptance-discrepancy paradox
Measuring Digital Work in (German) Employee Surveys
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AI, monitoring, and the public workplace
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The 'knowledge-based economy' and the relationship between the economy and society in contemporary capitalism
Beyond Algorithmic Control
Employee acceptance of digital monitoring systems while working from home
Ethics of care and co‐worker relationships in UK banks
Performance management technologies and trade union responses
The Social Structuring of Digital Monitoring
How to do HRM with numbers? A performative lens on HR metrics, HR analytics and HR algorithms
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The role of the capability, opportunity, and motivation of firms for using human resource analytics to monitor employee performance
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The Emotional Labor of Surveillance
Watched but Not Seen
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Work stress and risk of cardiovascular mortality
Commitment to organizations and occupations
Coping with job stress
Development of the Job Diagnostic Survey.
The theory of planned behavior
Individual differences and electronic monitoring at work
‘An assembly line in the head’
The job satisfaction–job performance relationship
Part‐time versus full‐time employment status differences
Making it P ersonal in a call centre
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Information technology change, work complexity and service jobs
Electronic monitoring and surveillance in call centres
EPM technology and the psychosocial work environment
The false promise of technological determinism
Job satisfaction and job performance
Work Organization, Control and the Experience of Work in Call Centres
| Unique citing works | 33 |
|---|---|
| Citations per year | 3,3 |
| Citation span | 2016 - 2026 (11) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 32 |