Dissent, Protest and Transformative Action

Duane, Aidan; Finnegan, Patrick

doi:10.4018/irmj.2007010101

Cited by 3 publications

(1 citation statement)

References 19 publications

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“…In situations where employees react negatively to tracking technologies, research shows there is a greater probability of deviant behavior and attempts to circumvent electronic monitoring, substantially reducing the efficacy of such technology implementations (Duane & Finnegan, 2007). Moreover, with driver pay typically linked to miles traveled, exerting greater rigidity with respect to driver HOS compliance creates incentives for drivers to find alternate means to drive further in a set period of time, such as increasing speeds and/or operating in riskier conditions (Trucker, 2017).…”

Section: Electronic Performance Monitoringmentioning

confidence: 99%

Efficacy of Electronic Monitoring

Elking

2022

International Journal of Business Analytics

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The use of electronic performance monitoring is becoming increasingly widespread in conjunction with the digitalization of today's supply chains, yet the efficacy of these systems to improve desired performance outcomes is still highly uncertain. This study examines the effect of a federal regulation mandating the adoption of electronic data logging devices for commercial truck drivers in late 2017 and the efficacy of this regulatory effort in improving safety through an analysis of motor vehicle fatalities pre- and post-mandate. Results of a difference in difference estimation show the ELD mandate failed to reduce motor vehicle fatalities, and, in fact, may have increased overall fatality rates. These findings suggest that the expected benefits of electronic monitoring are likely to be highly contingent on proper design and implementation and a failure to consider the broader effects may lead to negative outcomes.

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Section: Electronic Performance Monitoringmentioning

confidence: 99%

Efficacy of Electronic Monitoring

Elking

2022

International Journal of Business Analytics

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Electronic monitoring at work: The role of attitudes, functions, and perceived control for the acceptance of tracking technologies

Abraham¹,

Niessen

Schnabel³

et al. 2019

Human Res Mgmt Journal

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Organisations increasingly adopt tracking technologies that allow managers to continuously collect highly detailed records of employee, performance, and health. On the basis of the theory of planned behaviour, we aim to identify attitudes, functions of monitoring, and control perceptions that should strengthen or lower employees' acceptance of these technologies. Our experimental vignette study among 800 respondents in Germany reveals that acceptance is more likely if employees have positive attitudes towards surveillance in general and towards monitoring in private life and if the technologies enhance labour productivity. The tendency to reject the technology increases if it is to be used for monitoring health and performance. The results indicate that these new technologies will not be accepted unconditionally and may be subject to bargaining and conflicts. In the implementation process, human resources departments will have to take account of employee interests and well‐being, which in turn may improve acceptance and performance.

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Electronic Monitoring in the Workplace

Panina

2009

Encyclopedia of Human Resources Information Systems

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Recent advances in technology have led to the rapid development of electronic monitoring in the workplace (Chen & Ross, 2007). Electronic monitoring is widely used in many industries, and there is no doubt that the size of the workforce subjected to it continues to grow (American Management Association, 2005; D’Urso, 2006). It is used by organizations due to its potential to optimize supervision and control processes, protect company assets, safeguard property information, and avoid costly litigation (Case & Young, 2002; Friedman & Reed, 2007). Electronic monitoring can become a central organizational tool for human resource management as well. It can have a profound impact on several HR functions. For example, an electronic monitoring system may be used as a source of data for performance management and performance evaluation and provide the basis for promotion, training, and development decisions (Wells, Moornan, & Werner, 2007). Due to these capabilities, electronic monitoring affects an array of work-related attitudes and behaviors of employees and management (Stanton, 2000b). Existing research is focusing on identifying the ways to make electronic monitoring acceptable to all stakeholders, by elucidating electronic monitoring designs that help maintain the motivation and well-being of individuals. However, we are only beginning to address the issue of the effects of organizational culture and human resource strategy on the role of electronic monitoring and its effectiveness within specific organizational contexts (Chen & Ross, 2005). These contextual factors may determine the role that electronic monitoring plays in managing human resources, from being one of the technology-enhanced human resource management practices devolved to line managers, to being a central part of the overall human resource strategy that supports various HR functions within an organization. The purpose of this article is to present a model of electronic monitoring effectiveness that combines the major electronic monitoring characteristics, their individual and organizational outcomes, and contextual variables that affect electronic monitoring acceptance and use.

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Dissent, Protest and Transformative Action

Cited by 3 publications

References 19 publications

Efficacy of Electronic Monitoring

Efficacy of Electronic Monitoring

Electronic monitoring at work: The role of attitudes, functions, and perceived control for the acceptance of tracking technologies

Electronic Monitoring in the Workplace

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