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This study examines the characteristics ofworker identification with two targets at the same time: the workers'se~-managing team and the larger organization that created the teams. We administered the Organizational Ident9cation Questionnaire in such a way as to tap levels of identgcation with each target and used the results of an ethnographic study of the subjects to enhance our analysis. Our data suggest that workers identijed more strongly with their team than with their company, particularly in terms of loyalty. In addition, long-term workers reported more identification with both their team and company than did short-term v k e r s . The results support the assertion that a concertive (or team-based) system of control is more p o w M l , even if less obtrusive, than its bureaucratic predecessor.

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An estimated 26 million workers are electronically monitored by organizations. Contradictory evidence indicates that such monitoring may lead to either positive or negative outcomes for both organizations and their members. This article applies theories of organizational justice and concertive control to account for these contradictions. It is argued that, when organizations involve employees in the design and implementation of monitoring systems, restrict monitoring to performance-related activities, and use data obtained through electronic means in a concertive manner by emphasizing two-way communication and supportive feedback, they are likely to reap positive results. However, when employees are not involved in the introduction of monitoring, when data gathered through electronic performance monitoring are used to provide coercive, obtrusive feedback, or when monitoring includes nonwork activities, the organization may experience negative results.