A watched pot never boils: how appraisals of supervisor remote monitoring influence remote workers' voice and silence.
A significant percentage of the global workforce is now working remotely, thus prompting managers and organisations to adopt practices geared towards monitoring a remote workforce. Although remote monitoring practices provide managers with information regarding employee work progress and productivit...
| Publicado en: | Work & Stress Vol. 39; no. 3; pp. 293 - 329 |
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| Autores principales: | , , , |
| Formato: | research tables/charts Journal Article |
| Publicado: |
Taylor & Francis Ltd
Jul-Sep2025
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=187408197&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 187408197 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 02678373 BE8 jtl: Work & Stress issn: 02678373 maglogo: Y pubinfo: dt: Jul-Sep2025 vid: 39 iid: 3 pid: 377 pub: Taylor & Francis Ltd place: Philadelphia, Pennsylvania artinfo: ui: 187408197 180028652 187408197 187408197 10.1080/02678373.2024.2410171 187408197 ppf: 293 ppct: 36 formats: fmt: – @attributes: type: T – @attributes: type: P tig: atl: A watched pot never boils: how appraisals of supervisor remote monitoring influence remote workers' voice and silence. aug: au: Hamrick, Alexander B. Zafar, Sana LePine, Jeffery Wesson, Michael affil: Department of Management, University of Richmond Robins School of Business, Richmond, VA, USA sug: subj: Telecommuting Supervisors and Supervision Work Environment Employee Attitudes Group Dynamics Employee Performance Appraisal Stress, Psychological Human Male Female Adult Middle Age Psychological Well-Being Burnout, Professional Job Satisfaction Personnel Turnover Productivity Professional Autonomy Adult: 19-44 years Middle Aged: 45-64 years Male Female ab: A significant percentage of the global workforce is now working remotely, thus prompting managers and organisations to adopt practices geared towards monitoring a remote workforce. Although remote monitoring practices provide managers with information regarding employee work progress and productivity, our understanding of how, why, and under what conditions such practices impact employees' willingness to engage in voluntary extra-role behaviour intended to improve organisational functioning is limited. Drawing from the challenge-hindrance stress framework, our research provides insight into this issue. Specifically, we propose that the two types of remote monitoring (interactional and observational) will be appraised as stressful work demands that will differentially influence employees' voice and silence. More precisely, we predict that interactional remote monitoring engenders voice because this form of monitoring tends to be appraised as a challenge, and that observational remote monitoring encourages silence because this form of monitoring tends to be appraised as a hindrance. Additionally, we argue that the complexity of one's job will intensify the predicted indirect effects of interactional monitoring and observational monitoring paths on voice and silence, respectively. Results from two studies of remote workers largely support our predictions. We discuss implications to theory, research, and practice. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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