Effects of Electronic Performance Monitoring on Employee Work Engagement: A Multilevel Investigation

Abstract

This study investigates the effects of electronic performance monitoring (EPM) on individual work engagement. It draws on a data set consisting of 277 employees from 11 higher education institutions in Pakistan. Multilevel analyses demonstrate that EPM is positively related to employee work engagement, not only directly, but also indirectly through a sequential mediating mechanism of perceived organizational justice and organizational identification. We argue that when employees' performance is monitored electronically, they will be more likely to perceive the performance monitoring process as fair and just. As a result, they will be more likely to identify themselves with their organizations, ultimately enhancing their work engagement. Our study extends the knowledge on EPM, perceived organizational justice, organizational identification, and work engagement.