Disentangling the impact of perceived electronic performance monitoring on employee burnout in the public sector

Abstract

Despite prior research, the consequences of electronically monitoring public employees remain unclear. Based on psychological contract theory, this study examines why employees react differently to being monitored and whether perceived electronic performance monitoring (EPM) leads to employee burnout. Using three-part data from 3,744 remote-working public health doctors, we demonstrate that EPM perceived as controlling shapes employees’ psychological contracts with their organization and leads to higher employee burnout. Instead, EPM perceived as developmental influences the psychological contract so that employees experience less burnout. Moreover, employees with high levels of public service motivation are more tolerant of EPM used for developmental purposes.

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