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REMOTE CONTROL: PREDICTORS OF ELECTRONIC MONITORING INTENSITY AND SECRECY
Author(s) -
ALGE BRADLEY J.,
BALLINGER GARY A.,
GREEN STEPHEN G.
Publication year - 2004
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.2004.tb02495.x
Subject(s) - secrecy , psychology , control (management) , electronic surveillance , propensity score matching , social psychology , internet privacy , computer security , computer science , artificial intelligence , statistics , mathematics
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.