Effect of Electronic Performance Monitoring on Employees’ Job Performance: A Social Information Processing Perspective

Abstract

In the digital era, to enhance performance and achieve high-quality development, an increasing number of enterprises have begun to implement electronic performance monitoring. However, existing studies have yielded inconsistent conclusions regarding the impact of electronic performance monitoring on employees' job performance. To clarify the overall relationship between these variables and explore the underlying causes of the discrepancies, this study, grounded in social information processing theory, examines the effects of two kinds of electronic performance monitoring (e.g., developmental and preventive) on employees' job performance, as well as the mediating role of self-efficacy. On the basis of data collected at two time points from 223 employees in China, we test the mediation models. The findings indicate that both developmental and preventive electronic performance monitoring positively affect employees' job performance, with self-efficacy serving as a partial mediator in this relationship. This study offers practical management strategies and establishes a foundation for the effective implementation of electronic performance monitoring in enterprises aimed at enhancing employees' self-efficacy and job performance.

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