Towards understanding fairness judgments associated with computer performance monitoring: An integration of the feedback, justice, and monitoring research

We integrate and extend research and theory on organizational justice, performance feedback, and performance monitoring to develop a model of individuals' reactions to computer monitoring. The model proposes that the perceived interpersonal and procedural fairness of monitoring-related feedback are key to understanding individuals' attitudinal and performance reactions to monitoring. Based on the feedback, justice, and monitoring literatures, the model further suggests that feedback constructiveness, feedback source (whether monitored employees receive feedback from the computer monitoring system or from their supervisors), and control over the feedback are three key feedback dimensions expected to drive fairness judgments. Implications for management and research on feedback, justice, and computer monitoring are described.