| Technological advances, which include electronic performance monitoring in its many various forms, have had profound effects on organizational work processes, and on the ways organizational members are held accountable for their performance. However, the innovations that are implemented often have unforeseen implications that may not have been considered during the procurement and implementation stages. These implications often include effects on the way in which time is allocated, and the resultant changes are often at odds with the strategic direction of the organization. The current study addressed the issue of time allocation and satisfaction with an automation initiative after it was implemented in a division of a large property-and-casualty insurance provider. Factors believed to influence these outcomes included contextual variables such as ambiguity, conflict, prior experience with innovation, and leader-member exchange, among others.; Survey, focus group, and interview data were collected from 87 technical professionals, middle managers, and senior managers. Results suggest that innovation effects and their determinants vary by employee level. Satisfaction with innovation was found to be influenced by the extent to which the innovation competed with other job responsibilities, and the extent to which the managerial relationship and overall work performance of an individual were positive and satisfactory. The results are interpreted from a behavior analytic (BA) framework, which suggests that the environment, including antecedent conditions, such as role clarification and expectations, and consequences, play a pivotal role in innovation implementation. The BA framework is used in the discussion of possible interventions after innovation is in place, and in the discussion of suggestions for future basic and applied research. This study's findings are considered and discussed in light of the changing world of work, and the role of organizational psychology in it. |
