Computerized performance monitoring systems: use and abuse

An exploratory study of computerized performance monitoring and control systems reveals both positive and negative effects, with results indicating that computerized monitoring is associated with perceived increases in office productivity, more accurate and complete assessment of workers' performance, and higher levels of organizational control.

Abstract

An exploratory study of computerized performance monitoring and control systems reveals both positive and negative effects. Responses of 50 clerical workers from 2 organizations with computerized monitoring were compared to 94 individuals from 3 organizations in similar jobs without computerized monitoring. The results indicate that computerized monitoring is associated with perceived increases in office productivity, more accurate and complete assessment of workers' performance, and higher levels of organizational control. Respondents indicate that managers overemphasize the importance of quantity and underemphasize the importance of quality in evaluating employee performance. Workers perceive increased stress, lower levels of satisfaction, and a decrease in the quality of their relationships with peers and management as a consequence of computerized monitoring. The relevance of existing models of performance monitoring is examined in light of these findings.