Skip to main content
SpringerLink
Log in

The effects of computerized performance monitoring: An ethical perspective

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Considerable controversy has surrounded the use of computerized performance monitoring (CPM) by employers. Critics of this technology contend that CPM usage raises serious ethical concerns. Beliefs that the use of computerized performance monitors results in unfair performance evaluation, stress and health problems underlie much of the current concern over this technology. A field study was undertaken to provide empirical evidence that could be used to guide the design and use of computerized performance monitors to minimize these problems. One hundred forty three members of the Communication Workers of America participated in a cross sectional field study. The study examined the relationship between various monitoring system characteristics and employees' health problems, stress and satisfaction with the performance evaluation process. The ethical implications of the results are discussed.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Anderson, R. E., D. G. Johnson, D. Gotterbar, and J. Perrolle: 1993, ‘Using the New ACM Code of Ethics in Decision Making’,Communications of the ACM 36, 98–107.

    Google Scholar 

  • Beauchamp, T. L. and N. E. Bowie: 1993,Ethical Theory and Business — Fourth Edition (Prentice-Hall, Inc., Englewood Cliffs, NJ).

    Google Scholar 

  • Chalykoff, J. and T. A. Kochan: 1989, ‘Computer-Aided Monitoring: Its Influence on Employee Job Satisfaction and Turnover’,Personnel Psychology 42, 808–834.

    Google Scholar 

  • Cohen, J. and P. Cohen: 1975,Applied Multiple Regression/Correlational Analysis for the Behavioral Sciences (Lawrence Erlbaum Associates, Hillsdale, NJ).

    Google Scholar 

  • Cook, M. F.: 1988, ‘What's Ahead in Human Resources?’,Management Review 77, 41–44.

    Google Scholar 

  • Cooper, C. L. and J. Marshall: 1976, ‘Occupational Sources of Stress: A Review of the Literature Relating to Coronary Heart Disease and Mental Ill Health’,Journal of Occupational Psychology 49, 11–28.

    Google Scholar 

  • Dipboye, R. L and R. Pontbriand: 1981, ‘Correlates of Employee Reactions to Performance Appraisals and Appraisal Systems’,Journal of Applied Psychology 66, 248–251.

    Google Scholar 

  • Earley, P. C.: 1988, ‘Computer-Generated Performance Feedback in the Magazine-Subscription Industry’,Organizational Behavior and Human Decision Processes 41, 50–64.

    Google Scholar 

  • Folger, R. and M. A. Konovsky: 1989, ‘Effects of Procedural and Distributive Justice on Reactions to Pay Raise Decisions’,Academy of Management Journal 32, 115–130.

    Google Scholar 

  • Fritz, N.: 1988, ‘Big Electronic Brother Is Watching’,Personnel 65, 4.

    Google Scholar 

  • Gardner, E. P., S. R. Ruth, and B. Render: 1988, ‘Job Stress and the VDT Clerical Worker’,Human Systems Management 7, 359–365.

    Google Scholar 

  • Grant, R., C. A. Higgins, and R. H. Irving: 1988, ‘Computerized Performance Monitors, Are They Costing You Customers?’,Sloan Management Review, 39–45.

  • Grant, R. and C. A. Higgins: 1991, ‘The Impact of Computerized Performance Monitoring on Service Work: Testing a Causal Model’,Information Systems Research 2, 116–142.

    Google Scholar 

  • Greenberg, J.: 1986, ‘Determinants of Perceived Fairness of Performance Evaluations’,Journal of Applied Psychology 71, 340–342.

    Google Scholar 

  • Henriques, V. E.: 1987, ‘Positive Monitoring: How Employees Benefit from Computer Measurement’,Management World 16, 40.

    Google Scholar 

  • Hershman, B., M. Rozen: 1984, ‘Corporate Big Brother Is Watching You’,Dun's Business Month 6, 36–39.

    Google Scholar 

  • Hoerr, J., Hafner, G. DeGeorge, A. R. Field, and L. Zinn: 1988, ‘Privacy’,Business Week (March 28), 61–68.

  • Hoffman, P. J.: 1960, ‘The Paramorphic Representation of Clinical Judgement’,Psychological Bulletin 57, 116–131.

    Google Scholar 

  • Howard, R.: 1985,Brave New Work-Place (Viking-Penguin Inc., New York).

    Google Scholar 

  • Irving, R. H., C. A. Higgins, and F. R. Safayeri: 1986, ‘Computerized Performance Monitoring Systems: Use and Abuse’,Communications of the ACM 29, 794–801.

    Google Scholar 

  • Landy, F. J., J. L. Barnes, and K. R. Murphy: 1978, ‘Correlates of Perceived Fairness and Accuracy of Performance Evaluation’,Journal of Applied Psychology 63, 751–754.

    Google Scholar 

  • Lawler, E. E.: 1976, ‘Control systems in Organizations’, in M. D. Dunnette (ed.),Handbook of Industrial and Organizational Psychology (Rand McNally College Publishing Co., New York), pp. 1247–1291.

    Google Scholar 

  • Marx, G. T. and S. Sherizen: 1986, ‘Monitoring on the Job: How to Protect Privacy as Well as Property’,Technology Review 89, 62–72.

    Google Scholar 

  • Nussbaum, K. and V. duRivage: 1986, ‘Computer Monitoring: Mismanagement by Remote Control’,Business and Society Review 56, 16–20.

    Google Scholar 

  • Office of Technology Assessment (OTA): 1987,The Electronic Supervisor: New Technology, New Tensions (U.S. Government Printing Office, Washington, DC).

    Google Scholar 

  • Ottensmeyer, E. J. and M. A. Heroux: 1991, ‘Ethics, Public Policy, and Managing Advanced Technologies: The Case of Electronic Surveillance’,Journal of Business Ethics 10, 519–526.

    Google Scholar 

  • Rule J. and P. Brantley: 1992, ‘Computerized Surveillance in the Workplace: Forms and Distributions’,Sociological Forum 7, 405–423.

    Google Scholar 

  • Smith, M. J., B. G. Cohen, and L. W. Stammerjohn: 1981, ‘An Investigation of Health Complaints and Job Stress in Video Display Operations’,Human Factors 23, 387–400.

    Google Scholar 

  • Stead, W. E.: 1990, ‘An Integrative Model for Understanding and Managing Ethical Behavior in Business Organizations’,Journal of Business Ethics 9, 233–242.

    Google Scholar 

  • Susser, P. A.: 1988, ‘Electronic Monitoring in the Private Sector: How Closely Should Employers Supervise Their Workers?’,Employee Relations Law Journal 13, 575–598.

    Google Scholar 

  • Westin, A. F.: 1986,Privacy and Quality of Worklife Issues in Employee Monitoring (Contractor Report for Office Technology Assessment).

  • Whithey, M., R. Draft, and W. Cooper: 1983, ‘Measures of Perrow's Work Unit Technology: An Empirical Assessment and a New Scale’,Academy of Management Journal 26, 45–63.

    Google Scholar 

  • Zuboff, S.: 1982, ‘New Worlds of Computer-Mediated Work’,Harvard Business Review 60 (Sept.–Oct.), 142–152.

    Google Scholar 

  • Zuboff, S.: 1988,In the Age of the Smart Machine: The Future of Work and Power (Basic Books, New York).

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. School of Business, University of Wisconsin-Parkside, 53141, Kenosha, WI, USA

    Stephen R. Hawk

Authors
  1. Stephen R. Hawk
    View author publications

    You can also search for this author in PubMed Google Scholar

Additional information

Stephen R. Hawk is Associate Professor of Information Systems at the University of Wisconsin-Parkside's School of Business. His research interests include decision support systems, computerized performance monitoring and information system implementation. His articles have appeared inDecision Sciences, IEEE Transactions on Engineering Management, andInternational Journal of Man-Machine Studies.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Hawk, S.R. The effects of computerized performance monitoring: An ethical perspective. J Bus Ethics 13, 949–957 (1994). https://doi.org/10.1007/BF00881664

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF00881664

Keywords

Search

Navigation