The managerial decision to implement electronic surveillance at work: A research framework

JengChung Victor Chen, William H. Ross

Research output: Contribution to journalReview article

8 Citations (Scopus)

Abstract

In recent years, electronic performance monitoring (EPM) has increased dramatically. The managerial decision to implement an EPM system is important for it has significant implications for an organization. Even so, little attention has been paid by researchers to this decision. The present paper reviews the published research on EPM and identifies factors that probably impact this decision. A model is offered to help researchers identify relevant psychological and organizational variables that may impact the decision to implement an EPM system. Psychologically, issues of trust, privacy, social facilitation, justice beliefs and stress reactions must be considered. Organizationally, a firm's Human Resource strategy, organizational culture, and anticipated consequences of EPM (i.e., increasing performance, reducing theft) are also discussed.

Original languageEnglish
Pages (from-to)244-268
Number of pages25
JournalInternational Journal of Organizational Analysis
Volume13
Issue number3
DOIs
Publication statusPublished - 2005 Mar 1

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Organizational Behavior and Human Resource Management

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