The Influence of Electronic Employee Monitoring on Organizational Culture

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Electronic Employee Monitoring Alder, G. (2001) is a study conducted on electronic performance monitoring using prior research. (Alder, 2001) It suggests that the influence of EPM is strongly based on organizational culture. Organizations use EPM to increase productivity, improve quality and service, reduce costs, avoid legal liability and negative publicity, and guard against security breaches. Critics argue that EPM invades consumer and employee privacy, decreases job satisfaction, increases stress and health issues, diminishes trust, and develops negative work relationships. (Greengard, 1996) (Lewis, 1999, May) (Piturro, 1989) Research indicates that organizational culture is powerful in determining employee attitude, behavior, and reactions to specific events and practices. This study suggests that culture does have a direct influence on how fairness is perceived and moderates the relationship in participation, object, amount, and the fairness of the monitoring system. Organizational culture type is defined into three categories; bureaucratic, innovative, and supportive. Bureaucratic and innovative cultures have both been associated with high levels of worker stress and burnout. The bureaucratic is a hierarchical, structured, regulated, and procedural culture. Innovative is a results oriented, risk taking, challenge, and creativity type of culture. The supportive culture promotes "family values," such as harmony, openness, friendship, collaboration, and trust. The

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