Power, politics, and MIS implementation
Communications of the ACM
The impact of office automation on the organization: some implications for research and practice
Communications of the ACM
Social Issues in Computing
Computer technology and jobs: an impact assessment model
Communications of the ACM
Computers' impact on productivity and work life
COCS '88 Proceedings of the ACM SIGOIS and IEEECS TC-OA 1988 conference on Office information systems
Electronic monitoring and the redundancy of control systems: The role of the supervisor
SIGCPR '88 Proceedings of the ACM SIGCPR conference on Management of information systems personnel
Computerization, productivity, and quality of work-life
Communications of the ACM
Issues in conducting a field study of computerized work monitoring
SIGCPR '91 Proceedings of the 1991 conference on SIGCPR
New human resources infrastructures: computer mediated performance appraisals
SIGCPR '91 Proceedings of the 1991 conference on SIGCPR
Issues in conducting a field study of computerized work monitoring
ACM SIGCPR Computer Personnel
Computerized performance monitors as multidimensional systems: derivation and application
ACM Transactions on Information Systems (TOIS)
SEEP '96 Proceedings of the 1996 International Conference on Software Engineering: Education and Practice (SE:EP '96)
COMPUTERIZED PERFORMANCE MONITORING AND PERFORMANCE APPRAISAL
ACM SIGCHI Bulletin
Understanding organizational dynamics of IT-enabled change: a multimedia simulation approach
Journal of Management Information Systems
IT-security and privacy: design and use of privacy-enhancing security mechanisms
IT-security and privacy: design and use of privacy-enhancing security mechanisms
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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.