The Influence Mechanism of Electronic Performance Monitoring on Employee Innovative Behavior

Yao Yang

doi:10.54691/d780d107

Authors

Yao Yang

DOI:

https://doi.org/10.54691/d780d107

Keywords:

Electronic Performance Monitoring; Innovative Behavior; Obsessive Work Passion; Self-monitoring Personality; Self-determination Theory.

Abstract

Purpose-The purpose of this research is to examine the effect of electronic performance monitoring (EPM) on employees’ innovative behavior. Drawing on self-determination theory (SDT), we investigate the mediating effect of employees’ obsessive work passion and the moderating effect of self-monitoring personality in an attempt to answer the question of why, how, and when EPM can affect employees’ innovative behavior. Design/methodology/approach-Data was collected from 418 employees working in technology and manufacturing companies located in Southwest and East China. For analytical purposes, this study conducted multilevel path analysis. Findings-Results suggest that EPM has a significant positive impact on employees’ obsessive work passion, which is negatively related to employees’ innovative behavior. Additionally, employees’ self-monitoring personnality moderates the effect of EPM on employees’ obsessive work passion and the indirect effect of EPM on employees’ innovative behavior via employees’ obsessive work passion. Practical implications-Organizations need to use EPM appropriately in order to avoid developing obsessive work passions that can lead to a decrease in employees’ innovative behavior. Leaders are sugguested to pay attention to employees’ self-monitoring personality and nurture employees to develop a high self-monitoring personality to adapt to the using of EPM. Originality/value-This study examines the association between EPM and employees’ innovative behavior. Based on SDT, this research uncovers the mediating role of employees’ obsessive work passion in the impact of EPM on employees’ innovative behavior and identifies employees’ self-monitoring personality as a boundary condition in which EPM works.

Downloads

Download data is not yet available.

References

[1] Abraham, M., Niessen, C., Schnabel, C., Lorek, K., Grimm, V., Möslein, K., and Wrede, M. (2019), “Electronic monitoring at work: the role of attitudes, functions, and perceived control for the acceptance of tracking technologies”, Human Resource Management Journal, Vol. 29 No.4, pp. 657-675.

[2] Aiken, L. S. and West, S. G. (1991), Multiple regression: Testing and interpreting interactions, Sage, Newbury Park, CA.

[3] Amick, B.C. and Smith, M.J. (1992), “Stress, computer-based work monitoring and measurement systems: a conceptual overview”, Applied Ergonomics, Vol. 23 No. 1, pp. 6-16 .

[4] Bhave, D.P. (2014), “The invisible eye? Electronic performance monitoring and employee job performance”, Personnel psychology, Vol. 67 No. 3, pp. 605-635.

[5] Brislin, R.W. (1980), “Translation and Content Analysis of Oral and Written Material”, in Triandis, H.C. and Berry, J.W. (Eds), Handbook of Cross-Cultural Psychology: Methodology, Allyn and Bacon, Boston, MA, pp. 389-444.

[6] Charbonneau, É. and Doberstein, C. (2020), “An empirical assessment of the intrusiveness and reasonableness of emerging work surveillance technologies in the public sector”, Public Administration Review, Vol. 80 No.5, pp. 780-791.

[7] Cheng, P. and Liu, Z. (2024), “Predicting frontline employees’ emotional labor after suffering customer incivility: a job passion perspective”, Acta Psychologica, Vol. 244, 104178.

[8] Curran, T., Hill, A.P., Appleton, P.R., Vallerand, R.J., and Standage, M. (2015), “The psychology of passion: a meta-analytical review of a decade of research on intrapersonal outcomes”, Motivation and Emotion, Vol. 39 No.5, pp. 631-655.

[9] Dai, Y., Qin, S., Tang, Y.M. and Hou, J. (2024), “Fostering employees’ innovative behavior: the importance of proactive personality and work-related flow”, Acta psychologica, Vol. 246, 104278 .

[10] Deci, E.L., Olafsen, A.H., and Ryan, R.M. (2017), “Self-determination theory in work organizations: the state of a science”, Annual Review of Organizational Psychology and Organizational Behavior, Vol. 4 No. 1, pp. 19-43.

[11] Deci, E.L. and Ryan, R.M. (2002), “Self-determination research: reflections and future directions”, Circulation Arrhythmia & Electrophysiology, Vol. 6 No.1, pp. 431-441.

[12] Douglas, C. and Gardner, W.L. (2004), “Transition to self-directed work teams: implications of transition time and self-monitoring for managers’ use of influence tactics”, Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, Vol. 25 No. 1, pp. 47-65.

[13] Fusi, F., and Feeney, M.K. (2018), “Electronic monitoring in public organizations: evidence from US local governments”, Public Management Review, Vol. 20 No. 10, pp. 1465-1489.

[14] Gagné, M. and Deci, E.L. (2005), “Self-determination theory and work motivation”, Journal of Organizational Behavior, Vol. 26 No. 4, pp. 331-362.

[15] Gangestad, S.W. and Snyder, M. (2000), “Self-monitoring: appraisal and reappraisal”, Psychological Bulletin, Vol. 126 No. 4, pp. 530-555.

[16] Hamid, P.N. (1994), “Self-monitoring, locus of control, and social encounters of Chinese and New Zealand students”, Journal of Cross-Cultural Psychology, Vol. 25 No. 3, pp. 353-368.

[17] Han, Z., Ni, M., Hou, C. and Zhang, Y. (2023), “Effects of superior-subordinate guanxi on employee innovative behavior: the role of follower dependency and work passion”, Behavioral Sciences, Vol. 13 No. 8, pp. 645.

[18] Hao, P., He, W. and Long, L.R. (2018), “Why and when empowering leadership has different effects on employee work performance: the pivotal roles of passion for work and role breadth self-efficacy”, Journal of Leadership & Organizational Studies, Vol. 25 No.1, pp. 85-100.

[19] Hon, A.H. (2011), “Enhancing employee creativity in the Chinese context: the mediating role of employee self-concordance”, International Journal of Hospitality Management, Vol. 30 No.2, pp. 375-384.

[20] Jensen, J.M., and Raver, J.L. (2012), “When self-management and surveillance collide: Consequences for employees’ organizational citizenship and counterproductive work behaviors”, Group & Organization Management, Vol. 37 No. 3, pp. 308-346.

[21] Jeske, D. and Santuzzi A.M. (2015), “Monitoring what and how: psychological implications of electronic performance monitoring”, New Technology, Work and Employment, Vol. 30 No.1, pp. 62-78.

[22] Kalischko, T. and Riedl, R. (2021), “Electronic performance monitoring in the digital workplace: conceptualization, review of effects and moderators, and future research opportunities”, Frontiers in Psychology, Vol. 12, 633031.

[23] Kalischko, T. and Riedl, R. (2022), “Electronic performance monitoring: review of theories, conceptual framework, and study proposal”, Fui-Hoon Nah, F. and Siau, K. (Eds), HCI in Business, Government and Organizations, Springer International Publishing, Cham, pp. 388-406.

[24] Kalischko, T. and Riedl, R. (2024), “On the consequences of electronic performance monitoring in organizations: theory and evidence”, Digital Transformation and Society, Vol. 3 No.1, pp. 50-79.

[25] Kilduff, M. and Day, D.V. (1994), “Do chameleons get ahead? The effects of self-monitoring on managerial careers”, Academy of Management Journal, Vol. 37 No.4, pp. 1047-1060.

[26] Kong, H., Yin, Z., Chon, K., Yuan, Y., and Yu, J. (2024), “How does artificial intelligence (AI) enhance hospitality employee innovation? The roles of exploration, AI trust, and proactive personality”, Journal of Hospitality Marketing & Management, Vol. 33 No.3, pp. 261-287.

[27] Lennox, R.D., and Wolfe, R.N. (1984), “Revision of the self-monitoring scale”, Journal of Personality and Social Psychology, Vol. 46 No. 6, pp. 1349-1364.

[28] Li, M. and Xiao, W. (2023), “Research on the effect of e-Leadership on employee innovation behavior in the context of “self” and “Relationship” ”, Journal of Organizational and End User Computing , Vol. 35 No. 1, pp. 1-20.

[29] Luu, T.T. (2019), “Can diversity climate shape service innovative behavior in Vietnamese and Brazilian tour companies? The role of work passion”, Tourism Management, Vol. 72 No.3, pp. 326-339.

[30] Martin, A.J., Wellen, J.M., and Grimmer, M.R. (2016), “An eye on your work: how empowerment affects the relationship between electronic surveillance and counterproductive work behaviours”, The International Journal of Human Resource Management, Vol. 27 No. 21, pp. 2635-2651.

[31] McNall, L.A. and Roch, S.G. (2009), “A social exchange model of employee reactions to electronic performance monitoring”, Human Performance, Vol. 22 No. 3, pp. 204-224.

[32] Moorman, R.H. and Wells, D.L. (2003), “Can electronic performance monitoring be fair? Exploring relationships among monitoring characteristics, perceived fairness, and job performance”, Journal of Leadership Organizational Studies, Vol. 10 No. 2, pp. 2-16.

[33] Oh, I.S., Charlier, S.D., Mount, M.K., and Berry, C.M. (2014), “The two faces of high self‐monitors: chameleonic moderating effects of self-monitoring on the relationships between personality traits and counterproductive work behaviors”, Journal of Organizational Behavior, Vol. 35 No.1, pp. 92-111.

[34] Peyton, T. and Zigarmi, D. (2024), “Employee perceptions of their work environment, work passion, and work intentions: a replication study using three samples”, Business Research Quarterly, Vol. 27 No. 2, pp. 121-143.

[35] Podsakoff, P. M., MacKenzie, S. B., Lee, J.Y. and Podsakoff, N.P. (2003), “Common method biases in behavioral research: a critical review of the literature and recommended remedies”, Journal of Applied Psychology, Vol. 88 No. 5, pp. 879-903.

[36] Preacher, K. J., and Selig, J.P. (2012), “Advantages of Monte Carlo confidence intervals for indirect effects”, Communication Methods and Measures, Vol. 6 No. 2, pp. 77-98.

[37] Rafnsdóttir, G.L., and Gudmundsdottir, M.L. (2011), “EPM technology and the psychosocial work environment”, New Technology, Work and Employment, Vol. 26 No. 3, pp. 210-221.

[38] Ravid, D.M., Tomczak, D.L., White, J.C., and Behrend, T.S. (2020), “EPM 20/20: a review, framework, and research agenda for electronic performance monitoring”, Journal of Management, Vol. 46 No.1, pp. 100-126.

[39] Ravid, D.M., White, J.C., Tomczak, D.L., Miles, A.F. and Behrend, T. S. (2023), “A meta-analysis of the effects of electronic performance monitoring on work outcomes”, Personnel Psychology, Vol. 76 No.1, pp. 5-40.

[40] Scott, S.G., and Bruce, R.A. (1994), “Determinants of innovative behavior: a path model of individual innovation in the workplace”, Academy of management journal, Vol. 37 No.3, pp. 580-607.

[41] Siegel, R., König, C.J. and Lazar, V. (2022), “The impact of electronic monitoring on employees’ job satisfaction, stress, performance, and counterproductive work behavior: a meta-analysis”, Computers in Human Behavior Reports, Vol.8, 100227.

[42] Snyder, M. (1974), “Self-monitoring of Expressive Behavior”, Journal of Personality and Social Psychology, Vol. 30 No.4, pp. 526-537.

[43] Stanton, J.M. (2000), “Reactions to employee performance monitoring: framework, review, and research directions”, Human Performance, Vol. 13 No. 1, pp. 85-113.

[44] Tomczak, D.L., Lanzo, L.A., and Aguinis, H. (2018), “Evidence-based recommendations for employee performance monitoring”, Business Horizons, Vol. 61 No.2, pp. 251-259.

[45] Vallerand R J.(2010), “On passion for life activities: the dualistic model of passion”, Advances in Experimental Social Psychology, Vol. 42 No. 10, pp. 97-193.

[46] Vallerand, R.J., Blanchard, C., Mageau, G.A., Koestner, R., Ratelle, C., Léonard, M., Gagné, M. and Marsolais, J. (2003), “Les passions de l'ame: on obsessive and harmonious passion”, Journal of personality and social psychology, Vol. 85 No.4, pp. 756-767.

[47] Vallerand, R.J., Paquet, Y., Philippe, F.L. and Charest, J. (2010), “On the role of passion for work in burnout: a process model”, Journal of Personality, Vol.78 No. 1, pp. 289-312.

[48] Van Tonder, E. and Petzer, D.J. (2022), “Factors promoting customer citizenship behaviours and the moderating role of self-monitoring: a study of ride-hailing services”, European Business Review, Vol. 34 No.6, pp. 876-896.

[49] Wan, M.M., Carlson, D.S., Quade, M.J. and Kacmar, K.M. (2021), “Does work passion influence prosocial behaviors at work and home? Examining the underlying work-family mechanisms”, Journal of Organizational Behavior, Vol. 43 No. 9, pp. 1516-1534.

[50] Wu, C.H., Kwan, H.K., Liu, J., and Lee, C. (2021), “When and how favour rendering ameliorates workplace ostracism over time: moderating effect of self-monitoring and mediating effect of popularity enhancement”, Journal of Occupational and Organizational Psychology, Vol. 94 No.1, pp. 107-131.

[51] Xie, J.Y., Wen, Z.L., Ma, Y.M., Cai, B.Z., and Liu, X.Q. (2024), “Associations among challenge stress, hindrance stress, and employees’ innovative work behavior: mediation effects of thriving at work and emotional exhaustion. The Journal of Creative Behavior, Vol. 58 No. 1, pp. 66-81.

[52] Ye, P., Liu, L., and Tan, J. (2022), “Influence of leadership empowering behavior on employee innovation behavior: the moderating effect of personal development support”, Frontiers in Psychology, Vol. 13, 1022377.

[53] Yin, N. (2018), “The influencing outcomes of job engagement: an interpretation from the social exchange theory”, International Journal of Productivity and Performance Management, Vol. 67 No. 5, pp. 873-889.

[54] Yost, A.B., Behrend, T.S., Howardson, G., Badger Darrow, J. and Jensen, J.M. (2019), “Reactance to electronic surveillance: a test of antecedents and outcomes”, Journal of Business and Psychology, Vol. 34 No.1, pp. 71-86.

[55] Zhang, Q., Zhou, K., Shu, P., Liu, W., Ouyang, X., and Sun, A. (2024), “Everything is in hand: when and why electronic performance monitoring leads to supervisor undermining”, Journal of Managerial Psychology, Vol. 39, No. 8, pp. 949-963.

[56] Zhou, Y. (2023), “How supportive and controlling supervision influence employees’ innovative behavior”, Social Behavior and Personality, Vol. 51 No.10, pp. 1-18.

[57] Zigarmi, D., Nimon, K., Houson, D., Witt, D., and Diehl, J. (2009). “Beyond engagement: toward a framework and operational definition for employee work passion”, Human Resource Development Review, Vol. 8 No. 3, pp. 300-326.