Reactions to electronic performance monitoring: Antecedents and consequences of interpersonal and informational justice

The primary goal of this study was to develop and test a model of employee reactions to electronic performance monitoring (EPM) from an organizational justice perspective. In particular, this study examined potential antecedents and consequences of two relatively new justice constructs in the context of EPM: interpersonal and informational justice. In a sample of 257 call center representatives, the results showed that the purpose for using EPM was associated with interpersonal justice perceptions, but EPM-based feedback characteristics were not. On the other hand, the presence of an explanation for EPM was positively related to perceptions of informational justice.; This study also investigated potential consequences of interpersonal and informational justice. In particular, interpersonal justice perceptions were positively related to trust in the manager but not to EPM satisfaction, whereas informational justice was positively associated with both trust in the manager and EPM satisfaction. In addition, trust in the manager was positively related to job performance and job satisfaction. EPM satisfaction was also associated with job satisfaction, which in turn was positively related to employees' intentions to return to the organization.; This study also explored the mediating role of interpersonal and informational justice. Interpersonal justice partially mediated the relationship between EPM purpose and trust in the manager, but not EPM satisfaction. In addition, interpersonal justice did not partially mediate the relationship between EPM-based feedback characteristics with trust in the manager or EPM satisfaction. On the other hand, informational justice did partially mediate the relationship between EPM explanation with trust in the manager and EPM satisfaction.; In summary, this study used an organizational justice framework to consider employee reactions to EPM and found that both interpersonal and informational justice perceptions are clearly important for evaluating EPM systems. Implications for practitioners involved in the design and implementation of EPM systems are considered, and suggestions for future research are offered.