000			01712 2200229 4500
001			408134
090			_a408134
100			_a20231124d kkky0pory50 ba
101			_aeng
102			_aUS
200			_aCan electronic performance monitoring be fair? _eexploring relationships among monitoring characteristics, perceived fairness, and job performance _fRobert H. Moorman, Deborah L. Wells
330			_aWith the increased use of technology in all areas of human resource management, many organizations are using electronic and computerized means for monitoring and assessing employee performance. We tested three path models that explored whether the perception of certain characteristics of an electronic performance monitoring (EPM) system might relate to 1) the perceived fairness of that system and 2) employee performance. Results suggest that perceptions of three of the characteristics – opportunity to challenge, feedback tone, and amount of monitoring were related to the perceived fairness of the performance monitoring system. In turn, perceived fairness of the system fully mediated the relationship between the monitoring system characteristics and dimensions of contextual performance. However, the bestfitting path model did not support any linkages to task performance.
461			_d2003 _pp. 2-16 _tJournal of Leadership and Organizational Studies _vV.10, nº 2 _cOmaha
606			_9103037 _aVIGILÂNCIA ELETRÓNICA
606			_9402740 _aMONITORIZAÇÃO ELETRÓNICA
675			_9402766 _a343.26
700			_9422191 _a Moorman _bRobert H.
701			_9422193 _aWells _bDeborah L.
801			_aPT _gRPC
852			_jVE81