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Evidence-based recommendations for employee performance monitoring

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  • Tomczak, David L.
  • Lanzo, Lauren A.
  • Aguinis, Herman

Abstract

From security cameras to GPS tracking systems, nearly 80% of organizations use some type of electronic performance monitoring (EPM). EPM uses technology to gather, store, analyze, and report employee behavior (e.g., productivity, use of company time, incivility). The objective, real-time data that EPM systems collect can be used for performance appraisal, training and development, logistical tracking, wellness programs, employee safety, and more. Despite the organizational benefits of EPM, these systems can have adverse effects on employee satisfaction, organizational commitment, fairness perceptions, and employee behavior. Research provides evidence, however, that these downfalls can be mitigated by implementing these systems with employee attitudes and privacy perceptions in mind. Using theory and empirical research evidence, we offer five recommendations for maximizing the positive effects and minimizing the negative effects of EPM: (1) Be transparent with employees about EPM use, (2) be aware of all potential employee reactions to being monitored, (3) use EPM for learning and development rather than deterrence, (4) restrict EPM to only work-related behaviors, and (5) consider organizational makeup when implementing an EPM system.

Suggested Citation

  • Tomczak, David L. & Lanzo, Lauren A. & Aguinis, Herman, 2018. "Evidence-based recommendations for employee performance monitoring," Business Horizons, Elsevier, vol. 61(2), pages 251-259.
    • Handle: RePEc:eee:bushor:v:61:y:2018:i:2:p:251-259
    DOI: 10.1016/j.bushor.2017.11.006
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    References listed on IDEAS

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    1. Cohen-Charash, Yochi & Spector, Paul E., 2001. "The Role of Justice in Organizations: A Meta-Analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 86(2), pages 278-321, November.
    2. Kidwell, Roland E., 2010. "Loafing in the 21st century: Enhanced opportunities--and remedies--for withholding job effort in the new workplace," Business Horizons, Elsevier, vol. 53(6), pages 543-552, November.
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    2. Mengzhe Liu & Yuanyuan Lan & Zhen Liu & Mingyue Liu & Yuhuan Xia, 2024. "Navigating the maze: the effects of algorithmic management on employee performance," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-10, December.
    3. Marwah Badr Zaya Yousif & Taicir Moalla Loukil, 2022. "Determining the Effect of Narcissistic Leadership on Employee Performance: An applied Study in a Private College in Iraq," Academic Journal of Interdisciplinary Studies, Richtmann Publishing Ltd, vol. 11, September.
    4. Bruning, Patrick F. & Alge, Bradley J. & Lin, Hsin-Chen, 2020. "Social networks and social media: Understanding and managing influence vulnerability in a connected society," Business Horizons, Elsevier, vol. 63(6), pages 749-761.
    5. Di Wu & Zhongming Wang, 2020. "Be Careful How You Do It: The Distinct Effects of Observational Monitoring and Interactional Monitoring on Employee Trust," Sustainability, MDPI, vol. 12(15), pages 1-10, July.
    6. Manh-Tung Ho & Peter Mantello & Hong-Kong T. Nguyen & Quan-Hoang Vuong, 2021. "Affective computing scholarship and the rise of China: a view from 25 years of bibliometric data," Palgrave Communications, Palgrave Macmillan, vol. 8(1), pages 1-14, December.

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