Psychological antecedents of institution-based consumer trust in e-retailing
Information and Management
Privacy and Rationality in Individual Decision Making
IEEE Security and Privacy
Punishment and ethics deterrents: A study of insider security contravention
Journal of the American Society for Information Science and Technology
Computers in Human Behavior
Gaining Access with Social Engineering: An Empirical Study of the Threat
Information Systems Security
Fear Commerce: Inflationary Effects of Global Security Initiatives
Information Security Journal: A Global Perspective
Does your boss know where you are?: predicting adoption of LBS in the workplace
BCS-HCI '11 Proceedings of the 25th BCS Conference on Human-Computer Interaction
| Hi-index | 0.00 |
Managers are responsible for creating and enforcing company policies governing organizational practices, and one practice that is on the rise in organizations involves monitoring of employees for security purposes. The research literature on security behaviors has focused almost exclusively on compliance with or obedience to such policies; however, compliance with prescribed behaviors is not complete in terms of organizational performance. People may comply with policies with which they disagree, but harbor resentments and exhibit counterproductive and even destructive behaviors in protest. We conducted a field study of organizational monitoring policies and practices using factors from the threat control model and found that perceptions of threat, self-efficacy, and trust in the organization were key factors in attitudes about monitoring, and that these factors interacted with employee perceptions of organizational procedural justice such that high perceptions of organizational procedural justice moderated negative attitudes toward corporate monitoring, and better attitudes about monitoring was found to associate with reduced employee absences from the job.