Remote Control: Predictors of Electronic Monitoring Intensity and Secrecy

Get BibTex-formatted data

Download

PDF

Author

Bradley Alge

Tech report number

CERIAS TR 2004-89

Entry type

article

Abstract

Electronic monitoring research has focused predominantly on the reactions of monitored employees and less attention has been paid to the processes that trigger managers' decisions to electronically monitor subordinates. Employing a distributed virtual team simulation, this study examined the effects of dependence, future performance expectations, and propensity to trust on team leaders' decisions to electronically monitor their subordinates. Results indicate that team leaders electronically monitor subordinates more intensely when dependence on subordinates is high or future performance expectations are low. Moreover, team leaders are more likely to monitor in secret when dependence is high or propensity to trust is low. Although team leaders increased their level of electronic monitoring over time, this tendency was stronger when the leader had consistently low performance expectations. Reprinted by permission of the publisher.

Download

PDF

Date

2004

URL

http://www.mgmt.purdue.edu/fac ... Ballinger-Green_PPsyc.pdf

Journal

Personnel Psychology

Key alpha

Alge

Number

Pages

377-410

Volume

Publication Date

2004-01-01

Language

English

BibTex-formatted data

To refer to this entry, you may select and copy the text below and paste it into your BibTex document. Note that the text may not contain all macros that BibTex supports.

@Article{ Alge,
	title = "Remote Control: Predictors of Electronic Monitoring Intensity and Secrecy",
	author = "Bradley Alge",
	year = "2004",
	journal = "Personnel Psychology",
	number = "2",
	pages = "377-410",
	volume = "57",
	abstract = "Electronic monitoring research has focused predominantly on the reactions of monitored employees and less attention has been paid to the processes that trigger managers' decisions to electronically monitor subordinates. Employing a distributed virtual team simulation, this study examined the effects of dependence, future performance expectations, and propensity to trust on team leaders' decisions to electronically monitor their subordinates. Results indicate that team leaders electronically monitor subordinates more intensely when dependence on subordinates is high or future performance expectations are low. Moreover, team leaders are more likely to monitor in secret when dependence is high or propensity to trust is low. Although team leaders increased their level of electronic monitoring over time, this tendency was stronger when the leader had consistently low performance expectations. Reprinted by permission of the publisher.",
	language = "English",
	url = "http://www.mgmt.purdue.edu/faculty/alge/Publications/2004-Alge-Ballinger-Green_PPsyc.pdf",
}