Buradasınız

Anasayfa » Content

ELEKTRONİK PERFORMANS İZLEME SİSTEMLERİNİN ÇALIŞANLAR VE İŞLETMELER ÜZERİNDEKİ ETKİLERİ

EFFECTS OF ELECTRONIC PERFORMANCE MONITORING SYSTEMS ON EMPLOYEES AND ORGANIZATIONS

Journal Name:

  • İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi

Publication Year:

  • 2005

Key Words:

Keywords (Original Language):

Author NameUniversity of AuthorFaculty of Author
Abstract (2. Language): 
As a customer, as a television viewer or as a employee, we all subject to some kind of electronic surveillance which is enabled by advanced information technology. With the intense usage of technology by organizations, deployment of electronic performance monitoring systems become a usual practice in organizations. For now, electronic performance monitoring seems to be limited to routine basic tasks which involve an interaction with computers. However it begins to pervade slowly to more complex jobs. Electronic performance monitoring systems cause reduction in costs, and an increase in customer satisfaction. It also intensifies the control of management over employees. For employees, electronic performance monitoring system means more objective performance ratings and advancement in performance feedback. Besides these, it also causes more stress, less privacy and loss of control over job. In addition to these psychological effects, it also has some physiological effects like neck and elbow pain. This study aims to present a theoritical framework for understanding electronic performance monitoring systems. First it presents a definition, then the components of the system are explained. The benefitsand harms of the systems indicated.
Bookmark/Search this post with
Abstract (Original Language): 
Müşteri, televizyon izleyicisi ve çalışan olarak hepimiz gelişkin bilgi teknolojilerinin mümkün kıldığı bir tür elektronik izlemeye maruz kalmaktayız. Teknolojinin işyerlerinde yoğun kullanımı işletmeler için elektronik performans izleme sistemlerinin kullanımını olağan bir uygulama haline getirmektedir. Her ne kadar, elektronik performans izleme şimdilik bilgisayar üzerinden yapılan tekrarlı, basit işler için geçerli gibi gözükse de, kullanımı daha kompleks görevlerinyerine getirildiği işlere de yavaşca yayılmaktadır. Elektronik performans izleme sistemleri işletmelerde verimlilik artışına, maliyetlerin azalmasına ve müşteri memnuniyetinin yükselmesine yol açar. İşletme yönetiminin çalışanlar üzerindeki kontrolünü de arttırır. Elektronik performans izleme sistemleri, çalışanlar içinse daha objektif performans ölçümü ve performans geribildiriminin iyileştirilmesi anlamına gelebileceği gibi, gerilimde artış, mahremiyette azalışve işüzerindeki kontrol duygusunda düşüşe de neden olabilir. Bu olumsuz psikolojik etkilerinin yanı sıra boyun ve bileklerde ağrı gibi fizyolojik etkileri olması da mümkündür. Bu çalışma, elektronik performans izleme sistemlerini anlamak için teorik bir çerçeve sunmaya çalışmaktadır. Elektronik performans izleme sistemlerinin tanımı yapıldıktan sonra sistemin bileşenlerinin neler olduğu açıklanmış, işletmeler ve çalışanlar için yararları ve zararlarının neler olduğu belirtilmiştir
FULL TEXT (PDF): 
PDF icon arastirmax-elektronik-performans-izleme-sistemlerinin-calisanlar-isletmeler-uzerindeki-etkileri.pdf
  • 7
1-19
  • Turkish

REFERENCES

References: 

Aiello, J.R.(1993),“Computer-Based Work Monitoring:Electronic Surveillance and
Its Effects”, Journal of Applied Social Psychology,23(7), ss.499-507.
Aiello, J.R. ve Shao, Y.(1993), “Electronic Performance Monitoring and Stress: The
Role of Feedback and Goal Setting”, in Smith, M. J.ve Salvendy, G. (edt.), Human-Computer Interaction: Applications and Case Studies, Amsterdam: Elsevier
Science Publishers, ss.1011-1016.
Alder, G.S. ve Tompkins, P.K.(1997), “Electronic Performance Monitoring: An
Organizational Justice and Concertive Control Perspective, Management
Communication Quarterly, 10(3), ss.259-288.
Ariss, S. S.(2002), “Computer Monitoring: Benefits and Pitfalls Facing
Management”, Information and Management,39(7), ss.553-558.
Botan, C./a, “Panoptic Effects: Unintented Cost of Electronic Surveillance”,
(Ağustos 2002).
Botan, C./b(1996), “Communication Work and Electronic Surveillance:A Model for
Predicting Panoptic Effects”, Communication Monographs, 63(4), ss.293-313.
Botan, C. ve Vorvoreanu,M.(June 2002), “What Are You Really Saying To Me?
Electronic Surveillance in the Workplace”, Paper Presented to the Conference of the
International Communication Association Acapulco, Mexico.
Gözde Yılmaz
18
Bryant, S.(1995), “Electronic Surveillance in The Workplace”, Canadian Journal
of Communication,20(4), ss.505-521.
Bylinski, G.(1991), “How Companies Spy on Employees”,Fortune, ss. 131-140.
Carayon, P.(1994), “Effects of Electronic Monitoring on Job Design and Worker
Stress: Results of Two Studies”, International Journal of Human-Computer
Interaction, 6(2), ss.177-190.
George, J. F.(1996), “Computer-Based Monitoring: Common Perceptions and
Emprical Results”, MIS Quarterly, 20(4).
Grant, R.A. vd.(1988), “Computerized Performance Monitors: Are They Costing
You Customers”, Sloan Management Review,29, ss.39-45.
Grant, R.A. ve Higgins C. A.(1989), "Monitoring Service Workers via Computer:
The Effect on Employees, Productivity, and Service", National Productivity Review
,8(2).
Mason, David vd., “On The Poverty of Priorism: Technology, Surveillance in The
Workplace and Employee Responses”, pre-publication draft.
Mishra, J. M. ve Crampton, S.M.(Summer 1998), “Employee Monitoring: Privacy in
the Workplace?”, SAM Advanced Management Journal,63(3), ss.4-14.
Moorman, R. H. ve Wells, D.L. (2003), “Can Electronic Performance Monitoring
Be Fair? Exploring Relationships Among Monitoring Characteristics, Perceived
Fairness, and Job Performance”, Journal of Leadership and Organizational
Studies,10(2).
Laabs, J. J. (1992), “Surveillance: Tool or Trap”, Personnel Journal, 71, ss. 96-104.
Lyon, D.(1994), “From Big Brother to Electronic Panoptican”, The Electronic Eye:
The Rise of Surveillance Society, Minneapolis: University of Minnesota Press.
Sewell, G.(1998),“The Discipline of Teams: The Control of Team-Based Industrial
Work Through Electronic and Peer Surveillance”, Administrative Science
Quarterly, 43(2), ss. 406-469.
Stanton, J.M. ve Julian, A.L. (2002), “The Impact of Monitoring on Quality and
Quantity of Performance”, Computers in Human Behavior,18.
Bahar 2005/1
19
Taylor, S. M. vd. (1995), “Due Process in Performance Appraisal: A Quasi-experiment in Procedural Justice”, Administrative Science Quarterly,40, ss.495-523.
Uyargil, C.(1994), İşletmelerde Performans Yönetimi Sistemi, İstanbul: Şahinkaya
Matbaacılık.

Thank you for copying data from http://www.arastirmax.com