1994/04/01 by Pascale Carayon, Pascale Carayon · 1 citation
Business, Management and Accounting · Health Professions · Psychology · #Job Satisfaction and Organizational Behavior #Stress and Burnout Research #Workplace Health and Well-being
paper · doi:10.1080/10447319409526089
openalex publication_date 1994/04/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/30
This article discusses empirical evidence regarding the effect of electronic performance monitoring on job design and stress. It was assumed that electronic performance monitoring would have both direct and indirect effects on worker stress (Carayon, 1993). Electronic performance monitoring could indirectly affect worker stress because of its influence on job design. Data from two studies show that electronic performance monitoring seems to affect job design and worker stress. In the first study, monitored employees reported different levels of job design, but not of worker stress, as compared to nonmonitored employees. In the second study, monitored employees reported more negative perceptions of their working conditions and more stress than nonmonitored employees. Specific characteristics of electronic performance monitoring, such as completeness and comparison of ratings among coworkers, were found to be related to job design and worker stress. The results tend to confirm that EPM has an indirect effect on worker stress via job design.