Mauren S. Wolff , Jerod C. White , Martin Abraham , Claus Schnabel , Luisa Wieser , Cornelia Niessen
{"title":"电子绩效监控的威胁:探索领导者与成员之间的交流对侵犯员工隐私的影响","authors":"Mauren S. Wolff , Jerod C. White , Martin Abraham , Claus Schnabel , Luisa Wieser , Cornelia Niessen","doi":"10.1016/j.jvb.2024.104031","DOIUrl":null,"url":null,"abstract":"<div><p>Advances in digitalization have led employers to increasingly adopt electronic performance monitoring technologies that allow supervisors to observe, analyze and evaluate not only employees' work activities, but also their cognitive and behavioral data. This has significant implications for employees' perceptions of privacy, and, in turn, for their basic needs, intrinsic motivation, and turnover intentions. However, the extent of perceiving privacy invasion may also depend on the relationship with those individuals for whom information is shared. This relationship should play a pivotal role in defining and negotiating boundaries and establishing comfort levels in information sharing. Building on communication privacy management theory and self-determination theory, we examined in three studies (two experiments and one field study) how the relationship with the supervisor (LMX) shapes the associations between (a) supervisor's use of EPM, its perceived invasiveness, and privacy invasion (Study 1, 2, 3), and (b) privacy invasion and needs, intrinsic motivation, and turnover intentions (Study 3). Specifically, we theorized that a high LMX that builds on trust should mitigate privacy invasion from invasive electronic performance monitoring. In addition, we hypothesized that high LMX can help employees cope with privacy invasion and consequently reduce need thwarting, decreased intrinsic motivation, and turnover intention. While we found some support for the role of LMX in the emergence of privacy invasion from invasive EPM, our data did not reveal that a high LMX reduces need thwarting and related outcomes due to perceived privacy invasion. This research provides timely insights with a multimethod approach into if and how the social context shapes unintended consequences from using electronic monitoring.</p></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":"154 ","pages":"Article 104031"},"PeriodicalIF":5.2000,"publicationDate":"2024-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0001879124000721/pdfft?md5=43994d6a1924e8ea3752426eee03b7bb&pid=1-s2.0-S0001879124000721-main.pdf","citationCount":"0","resultStr":"{\"title\":\"The threat of electronic performance monitoring: Exploring the role of leader-member exchange on employee privacy invasion\",\"authors\":\"Mauren S. Wolff , Jerod C. White , Martin Abraham , Claus Schnabel , Luisa Wieser , Cornelia Niessen\",\"doi\":\"10.1016/j.jvb.2024.104031\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p>Advances in digitalization have led employers to increasingly adopt electronic performance monitoring technologies that allow supervisors to observe, analyze and evaluate not only employees' work activities, but also their cognitive and behavioral data. This has significant implications for employees' perceptions of privacy, and, in turn, for their basic needs, intrinsic motivation, and turnover intentions. However, the extent of perceiving privacy invasion may also depend on the relationship with those individuals for whom information is shared. This relationship should play a pivotal role in defining and negotiating boundaries and establishing comfort levels in information sharing. Building on communication privacy management theory and self-determination theory, we examined in three studies (two experiments and one field study) how the relationship with the supervisor (LMX) shapes the associations between (a) supervisor's use of EPM, its perceived invasiveness, and privacy invasion (Study 1, 2, 3), and (b) privacy invasion and needs, intrinsic motivation, and turnover intentions (Study 3). Specifically, we theorized that a high LMX that builds on trust should mitigate privacy invasion from invasive electronic performance monitoring. In addition, we hypothesized that high LMX can help employees cope with privacy invasion and consequently reduce need thwarting, decreased intrinsic motivation, and turnover intention. While we found some support for the role of LMX in the emergence of privacy invasion from invasive EPM, our data did not reveal that a high LMX reduces need thwarting and related outcomes due to perceived privacy invasion. This research provides timely insights with a multimethod approach into if and how the social context shapes unintended consequences from using electronic monitoring.</p></div>\",\"PeriodicalId\":51344,\"journal\":{\"name\":\"Journal of Vocational Behavior\",\"volume\":\"154 \",\"pages\":\"Article 104031\"},\"PeriodicalIF\":5.2000,\"publicationDate\":\"2024-08-17\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://www.sciencedirect.com/science/article/pii/S0001879124000721/pdfft?md5=43994d6a1924e8ea3752426eee03b7bb&pid=1-s2.0-S0001879124000721-main.pdf\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Vocational Behavior\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S0001879124000721\",\"RegionNum\":1,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"PSYCHOLOGY, APPLIED\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Vocational Behavior","FirstCategoryId":"102","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0001879124000721","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"PSYCHOLOGY, APPLIED","Score":null,"Total":0}
The threat of electronic performance monitoring: Exploring the role of leader-member exchange on employee privacy invasion
Advances in digitalization have led employers to increasingly adopt electronic performance monitoring technologies that allow supervisors to observe, analyze and evaluate not only employees' work activities, but also their cognitive and behavioral data. This has significant implications for employees' perceptions of privacy, and, in turn, for their basic needs, intrinsic motivation, and turnover intentions. However, the extent of perceiving privacy invasion may also depend on the relationship with those individuals for whom information is shared. This relationship should play a pivotal role in defining and negotiating boundaries and establishing comfort levels in information sharing. Building on communication privacy management theory and self-determination theory, we examined in three studies (two experiments and one field study) how the relationship with the supervisor (LMX) shapes the associations between (a) supervisor's use of EPM, its perceived invasiveness, and privacy invasion (Study 1, 2, 3), and (b) privacy invasion and needs, intrinsic motivation, and turnover intentions (Study 3). Specifically, we theorized that a high LMX that builds on trust should mitigate privacy invasion from invasive electronic performance monitoring. In addition, we hypothesized that high LMX can help employees cope with privacy invasion and consequently reduce need thwarting, decreased intrinsic motivation, and turnover intention. While we found some support for the role of LMX in the emergence of privacy invasion from invasive EPM, our data did not reveal that a high LMX reduces need thwarting and related outcomes due to perceived privacy invasion. This research provides timely insights with a multimethod approach into if and how the social context shapes unintended consequences from using electronic monitoring.
期刊介绍:
The Journal of Vocational Behavior publishes original empirical and theoretical articles offering unique insights into the realms of career choice, career development, and work adjustment across the lifespan. These contributions are not only valuable for academic exploration but also find applications in counseling and career development programs across diverse sectors such as colleges, universities, business, industry, government, and the military.
The primary focus of the journal centers on individual decision-making regarding work and careers, prioritizing investigations into personal career choices rather than organizational or employer-level variables. Example topics encompass a broad range, from initial career choices (e.g., choice of major, initial work or organization selection, organizational attraction) to the development of a career, work transitions, work-family management, and attitudes within the workplace (such as work commitment, multiple role management, and turnover).