Date of Award

2022

Document Type

Dissertation

Degree Name

Ph.D.

Organizational Unit

Daniels College of Business

First Advisor

Daniel Baack

Second Advisor

Dennis Wittmer

Third Advisor

Andrew Schnackenberg

Fourth Advisor

Jayson Richardson

Keywords

Corporate policy, Electronic performance monitoring, Organizational hierarchy, Organizational justice

Abstract

Organizations are rapidly adopting emerging technologies, popularly known in the media as “bossware,” that track the behaviors of employees. The use of these technologies to monitor worker performance is known as electronic performance monitoring (EPM) in the academic literature. EPM systems increasingly utilize advanced algorithms, equipping companies with the capabilities to expose employees' actions, thoughts, and feelings. Prior research on EPM has focused mainly on the reactions of front-line workers, ignoring the perceptions of employees who work at different hierarchical levels within their organizations. An organizational justice perspective is used to examine how a company’s decision to grant employees the ability to turn off EPM or “go backstage” is likely to be viewed differently by those who are at higher levels of a hierarchy in comparison to those at lower levels. Utilizing experimental vignette methodology (EVM), I find evidence that managers and front-line employees are likely to react differently towards having increased control of EPM. These findings may not be limited to EPM and could prove helpful in understanding employee reactions towards corporate policy implementations in a broader context.

Publication Statement

Copyright is held by the author. User is responsible for all copyright compliance.

Rights Holder

Maurice Harris

Provenance

Received from ProQuest

File Format

application/pdf

Language

en

File Size

94 pgs

Discipline

Management, Ethics, Organizational behavior

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Available for download on Monday, January 06, 2025



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