Electronic performance monitoring: A risk factor for workplace stress.

1995 ◽  
pp. 163-179 ◽  
Author(s):  
John R. Aiello ◽  
Kathryn J. Kolb
Keyword(s):  
Risk Factor ◽  
Performance Monitoring ◽  
Workplace Stress ◽  
Electronic Performance Monitoring ◽  
Electronic Performance

Electronic Performance Monitoring, Job Design and Psychological Stress

2011 ◽  
pp. 98-103
Author(s):  
Katherine J.S. Rogers ◽  
Michael J. Smith ◽  
Pascale C. Sainfort
Keyword(s):  
Psychological Stress ◽  
Discriminant Function ◽  
Discriminant Function Analysis ◽  
Performance Monitoring ◽  
Function Analysis ◽  
Job Design ◽  
Electronic Performance Monitoring ◽  
Design Variables ◽  
High Workload ◽  
Electronic Performance

This study helps establish how electronic performance monitoring may influence employee physical strain levels through job design. It identifies job design variables which differ between monitored and non-monitored employees in the telecommunications industry (using discriminant function analysis). These variables’ relationships to psychological stress outcomes were examined using multiple regression analysis. A group of 704 employees in three job categories (telephone operator {n=228}, customer service representative {n=230}, and clerk {n=246}) responded to a questionnaire survey mailed to their residence. Four hundred thirty-four of the respondents were monitored and 264 were not. The results indicated that the monitored employees had significantly higher levels of reported psychological stress than the non-monitored employees. The discriminant function analysis of job design variables showed that a variety of job design factors discriminated between monitored and non-monitored employees. High levels of workload, few lulls between periods of high workload, high levels of career/future ambiguity, poor relationships with supervisors, as well as low levels of task meaningfulness and completeness were significant predictors of psychological stress outcomes (tension, anxiety, depression and fatigue).

EPM 20/20: A Review, Framework, and Research Agenda for Electronic Performance Monitoring

2019 ◽  
Vol 46 (1) ◽  
pp. 100-126 ◽  
Author(s):  
Daniel M. Ravid ◽  
David L. Tomczak ◽  
Jerod C. White ◽  
Tara S. Behrend
Keyword(s):  
Job Performance ◽  
Information Technologies ◽  
Performance Monitoring ◽  
Individual Performance ◽  
Future Research ◽  
Psychological Variables ◽  
Electronic Performance Monitoring ◽  
Considerable Research ◽  
Electronic Performance ◽  
Technological Means

Electronic performance monitoring (EPM) refers to the use of technological means to observe, record, and analyze information that directly or indirectly relates to job performance. The last comprehensive review of the EPM literature was published in 2000. Since 2000, dramatic advances in information technologies have created an environment in which organizations are able to monitor employees to a greater extent and with greater intensity than was previously possible. Moreover, since that time, considerable research has been devoted to understanding the effects of EPM on individual performance and attitudes. Contradictory findings in the EPM literature exist, suggesting that EPM is a multidimensional phenomenon and one for which contextual and psychological variables are pertinent. Thus, we propose a theory-based typology of EPM characteristics and use this typology as a framework to review the EPM literature and identify an agenda for future research and practice.

scholarly journals The Mediating Role of Electronic Performance Monitoring in the relationship between Personality Traits and Work Passion

2021 ◽  
Vol 11 (2) ◽  
Author(s):  
Fizza Hussain ◽  
◽  
Mumtaz Ali Memon ◽  
Hadia Naeem ◽  
Shumaila Hafeez ◽  
...  
Keyword(s):  
Human Resources ◽  
Personality Traits ◽  
Performance Monitoring ◽  
Equation Modeling ◽  
Electronic Performance Monitoring ◽  
Mediating Role ◽  
Electronic Performance ◽  
The Relationship ◽  
Work Passion

This study aims to study the relationship between personality traits (conscientiousness and extraversion), electronic performance monitoring (EPM) and work passion. In addition, it investigates the mediating role of EPM between personality traits and work passion. Data was collected from 105 employees working in call centers throughout Pakistan. Partial least squares structural equation modeling (PLS-SEM), using SmartPLS 3.0, was performed to test the hypothesized model. The results showed that consciousness and extraversion have a positive impact on EPM and work passion. In addition, EPM acts significantly as a mediator between personality traits and work passion among call center employees. This is the first study that examines the mediating role of EPM in the relation between personality differences and work passion. The results of the study would help Asian human resources professionals effectively perform human resources functions, such as employee staffing, training, and performance management. Implications for managers and recommendations for future studies are proposed.

Beyond Privacy and Fairness Concerns

2011 ◽  
pp. 101-122 ◽  
Author(s):  
David Zweig
Keyword(s):  
Performance Monitoring ◽  
Employee Performance ◽  
Future Research ◽  
Negative Consequences ◽  
Electronic Performance Monitoring ◽  
Fairness Concerns ◽  
Electronic Performance

This chapter explores the possibility that electronic performance monitoring violates the basic psychological boundary between the employer and employee. Once this boundary has been violated, a host of negative implications are likely, ranging from dissatisfaction and stress to resistance and deviance. This chapter outlines research investigating the implications of electronic performance monitoring and discusses the potential consequences if organizations continue to opt for electronic methods of monitoring to maximize employee performance. Furthermore, it offers suggestions for future research and the practice of electronic performance monitoring in an effort to define the boundaries around its use and limit the negative consequences experienced by electronically monitored employees in organizations.

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