Abstract
The increasing use of electronic monitoring has resulted in considerable debate among the public, labor groups, business groups, and increasingly among academicians. However, electronic monitoring research to date has been lacking and contradictory. This paper applies organizational behavior modification theories to argue that, when properly implemented, electronic monitoring can be an effective motivational tool. Organizational decisions regarding purpose and disclosure of monitoring, feedback source and monitoring related standards are theorized to affect the relationship between monitoring and employee motivation.
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