Electronic performance monitoring: Employee perceptions and reactions

The research explored the role of electronic performance monitoring characteristics as direct antecedents to attitudes, norms, and behaviors and indirect predictors of intentions and behaviors using the theory of planned behavior as the theoretical framework. Four dimensions of monitoring were investigated: employee awareness of monitoring, the nature of monitoring, the use of monitoring data, and the perceived orientation of the monitoring system on either quantity versus both quantity and quality of performance. Two sets of attitudes (job satisfaction and affective commitment) and perceived control (perceived control and self-efficacy) were considered. In addition, three sets of outcome variables were incorporated into the model: norms, intentions, and behaviors related to turnover, organizational citizenship behaviors, and use of performance feedback. Participants were primarily student workers as well as corporate employees. The results of two sequential survey data collection rounds were examined using path analysis and revealed the following patterns: Employers can expect more positive employee reactions and perceptions when: (1) employees are less cognizant that they are being monitored at work, (2) they are able to control when they are being monitored, (3) the monitoring is comprehensive and the resulting EPM information is used for developmental and other purposes (but not in the actual performance feedback), and (4) the EPM system is thought to emphasize quantity, specifically in the customer-oriented sample. Negative outcomes in terms of intentions and behaviors arise when the EPM system results in the following employee perceptions that make: (1) employees highly cognizant that they are being monitored at work, (2) unable to control when they are being monitored, (3) unable to influence or benefit from EPM data (e.g., information is solely used to assess participants without providing them with developmental feedback or benefitting them in financially via incentive schemes); and (4) the EPM system is perceived as emphasizing both quantity and quality of performance on the job. Practical and theoretical implications are discussed.