Reactions to Employee Performance Monitoring: Framework, Review, and Research Directions

By Jeffrey M. Stanton. 2000

277 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/462fb8859dd387db94934cb866fc0a1e9ab737df

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Linking rewards to commitment: an empirical investigation of four UK call centres (2007, background): “Effective feedback reduces stress as it helps frontline employees to cope with the pressures of call centre work (Stanton, 2000 ), and thus, is likely to enhance their commitment, as increased stress has been found to be one of the main causes of lower commitment and employee turnover in call centr”
Performance appraisal and management: The developing research agenda (2001, background): “The rst is in relation to the electronic monitoring of performance, which aVords the ability to record a huge amount of data on multiple dimensions of work performance (Stanton, 2000).”
The Challenges of Algorithm-Based HR Decision-Making for Personal Integrity (2019, methodology): “Electronic performance monitoring includes, for example, automated tracking of work times as well as internet, video, audio-and GPS-based observation of employees on the job (Stanton 2000).”
The Effects of Performance Monitoring on Emotional Labor and Well-Being in Call Centers (2002, methodology): “It has also been suggested that well-being is improved by, for example, deriving satisfaction from the knowledge of one’s improved performance and from being better able to cope with work demands (Aiello & Shao, 1993; Bandura, 1997; Hackman and Oldham, 1976; Stanton, 2000 ).”
How Does the Use of Information Communication Technology Affect Individuals? A Work Design Perspective (2020, background): “organizational identification also matter as potential moderators (Spitzmüller & Stanton, 2006; Stanton, 2000).”
Electronic monitoring in their own words: an exploratory study of employees' experiences with new types of surveillance (2000, background): “Stanton (2000a) suggested that existing electronic performance monitoring research might not inform these newer scenarios.”
Does Role Clarity Explain Employee-Perceived Service Quality? A Study of Antecedents and Consequences in Call Centres (2006, unknown): “Through the call management system, supervisors can obtain information on frontline employees’ activities like an individual’s average call time, time spent on taking calls, and the type of call taken, and can listen to a frontline employee’s call remotely, with or without his/her knowledge (Stanton”
Phoning in sick? An overview of employee stress in call centres (2003, background): “Arguments in favour of monitoring propose that employees benefit as the feedback provided enables employees to develop new skills (Grant and Higgins, 1989), which in turn helps the CSR to cope better with job demands (Aiello and Shao, 1993; Stanton, 2000).”
Police Body-Worn Cameras: Effects on Officers’ Burnout and Perceived Organizational Support (2018, background): “measure employee behavior and production and affects employee well-being, workplace culture, productivity, and employee motivation (Ball, 2010; Butler, 2012; Stanton, 2000).”