Computer‐aided monitoring is a phenomenon that is likely to become more prevalent in the workplace and, thus, central to understanding contemporary employee responses to work. This study develops a model for examining the impact of monitoring on employee‐level job satisfaction and turnover propensity. The results show that for some employees the negative effects of monitoring are inherent, but for others its negative impact can be mitigated by attention to feedback/performance appraisal processes. While organizational‐level rules pertaining to monitoring are important, managerial efforts aimed at minimizing negative consequences for the organization and individuals need to pay close attention to the feedback/performance appraisal processes.
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