Posted: January 24th, 2023

business communication

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Topic- Contemporary business issue

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Lecturer Name: Dess Pearson

Submission Date: 09/11/2019

Jeske, D., & Santuzzi, A. M. (2015). Monitoring what and how: psychological implications of electronic performance monitoring. New Technology, Work and Employment, 30(1), 62-78.
Debora Jeske and Alecia M. Santuzzi have written the article named “Monitoring what and how: psychological implications of electronic performance monitoring.” This article aims to assess the application of electronic performance checking and analyse whether this monitoring system can improve the employee’s performance and efficiency or not. An employee has an adverse reaction to staff performance monitoring. Data from one hundred ninety student workers are used to complete a survey, which helped to conclude the decision. According to the survey result, close monitoring of employee performance creates an adverse impact on the employee. These initiatives of the authority curtail the employee engagement and job satisfaction and efficiency of the staff. This survey suggests that though there is a benefit of close monitoring of employees, yet the benefits are overshadowed by the adverse reaction of the employee (Jeske & Santuzzi, 2015).
Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction. The International Journal of Human Resource Management, 24(2), 352-371.
This article, which discusses the effect of staff performance management, is written by Adelien Decramer, Carine Smolders and Alex Vanderstraeten. This article evaluates satisfaction related to staff performance management in higher education institutions. Five hundred eighty-nine staff of a Flemish University participated in a survey, which was conducted to complete the analysis. This analysis suggests that an internal staff performance management procedure on a regular basis through communication and enhanced control can increase employee satisfaction. The staff performance management procedure can increase the employee’s job satisfaction, which rests on the tenure type. In the higher education centre, the authority has to take a diverse staff performance management procedure to maximise the job satisfaction of the employee (Decramer, Smolders & Vanderstraeten, 2013).
Audenaert, M., Decramer, A., George, B., Verschuere, B., & Van Waeyenberg, T. (2019). When employee performance management affects individual innovation in public organisations: The role of consistency and LMX. The International Journal of Human Resource Management, 30(5), 815-834.
This article, which is written by Mike Audenaert, Adelien Decramer, Bert George, Bram Verschuere and Thomas Van Waeyenberg, discusses the impact of staff performance management on the innovation ability of the employee. Individual innovation is needed to survive in the public sector job. Leader-Member Exchange (LMX) and constant focus on the staff performance management procedure helped the author to complete this analysis. Multilevel data from 1095 care providers of Flanders and sixty-eight elderly homes are used to complete the analysis. This study suggests that individual innovation is connected with the constant staff performance management procedure. To enhance the innovation of the employee, LMX plays as a moderator. This study will help the researcher to understand the impact of staff performance management procedure in the individual innovation of the employee of the public sector (Audenaert et al., 2019).

Yerby, J. (2013). Legal and ethical issues of employee monitoring. Online Journal of Applied Knowledge Management, 1(2), 44-55.
This journal, developed by Johnathan Yerby, discusses the lawful and moral aspects of staff monitoring. In this journal, answers to several important questions are provided. The definition of employee monitoring, the significance of staff monitoring, and the reason why employers are interested in implying this system are discussed in this journal. This paper discusses the employee performance procedure, its necessity in the workplace, and legal and ethical issues related to the staff performance management procedure. Monitoring the employee has some legal and ethical issues which are addressed in this journal. Does the authority has the right to monitor the employee, or what is the reason they are monitoring the employee is the critical legal problem of staff monitoring. The strategy, which should be followed by the authority of the organisation, will help the authority to monitor the employee performance without being affected by the ethical and legal issues (Yerby, 2013).
Mtshali, R. M. (2013). Evaluation of employee performance management development systems policy as implemented amongst social service professionals within department of Social Development (Doctoral dissertation, University of Zululand).
This paper, completed by Rosemary Makhosazane Mtshali, discusses the valuation of staff performance management procedure as policy and implication of the policy on the social service professionals. The exact process to imply the staff performance procedure as a policy in the department of social improvement and approach of the employee and employer towards the staff performance monitoring is discussed in this paper. To evaluate the performance of the social service professionals, the employee performance monitoring procedure can be applied. However, the drawbacks of the policy and identifying the best tool to improve the policy is done by this study. This study identifies the complication of implementing the proposed procedure to monitor the social service providers and the effect of new monitoring policy on the staff’s performance (Mtshali, 2013).
Sserwadda, M., Nuwagaba, D., Kakooza, W., & Sseruyange, O. (2018). Daily performance and task monitoring system.
This report, which is developed by Mathias Sserwadda, Derrick Nuwagaba, Williams Kakooza, and Oscar Sseruyange, discusses the task monitoring system for the employee of a small business organisation. The development of a system named ‘Daily performance and task monitoring procedure’ is presented in this report. Quantitative method collection, information from the interviews, and questionnaire techniques are used to collect data to complete the report. This system is tested in three different ways to identify its error and fault. Three different ways of testing for the new system are unit testing, which scrutinises the proper operation of the system, Integration testing, which is used to recheck the system whether the system can operate appropriately, and system testing, which is a complete and integrated process to check this new system. The objective of this paper is to evaluate the effectiveness of the new system named daily performance and task monitoring procedure (Sserwadda et al., 2018).
Bhave, D. P. (2014). The invisible eye? Electronic performance monitoring and employee job performance. Personnel psychology, 67(3), 605-635.
This article, developed by Devasheesh P. Bhave, discusses the electronic performance monitoring (EPM) and the performance of the employee. Many business organisations are implying the EPM procedure to enhance staff performance (Chang, Liu & Lin, 2015). The impact of electronic monitoring performance on the staff is discussed in this article. Two field studies are evaluated to complete the report. In the first case study, specific longitudinal information sets are used which identify that small time lag between two back to back staff performance evaluation are helpful to improve the performance of the worker. The second case study investigates the use of EPM by the supervisor and other criteria like ‘Counterproductive work behaviours’ and ‘Organisational citizenship behaviours,’ This analysis refers that through the implication of EPM, a business organisation can help the employee to provide better performance (Bhave, 2014).
Kaare, K. K., & Otto, T. (2015). Smart health care monitoring technologies to improve employee performance in manufacturing. Procedia Engineering, 100, 826-833.
This article, written by Kati KõrbeKaare and Tauno Otto, discusses the importance of monitoring technologies to develop staff performance in the area of manufacturing. In the manufacturing sector, to gain a competitive advantage, the business organisation has to focus on the productivity of the employee. There are specific factors like comfort, employee satisfaction, safety, welfare, and health, which affect the performance of the employee. This article evaluates the human factors and the impact of human factors in productivity. By using the collected data, a human-oriented staff performance assessment procedure is developed. This measurement procedure will help the authority to evaluate the performance of the employee and identify the disputes. To gain competitive advantages, the authority will prioritise the human factors, which will help the company to support the employees (Kaare & Otto, 2015).
Balch, C. (2014). Correlation of employee performance and electronic employee monitoring. In Proceedings of the International Conference on e-Learning, e-Business, Enterprise Information Systems, and e-Government (EEE) (p. 1). The Steering Committee of The World Congress in Computer Science, Computer Engineering and Applied Computing (WorldComp).
This paper, developed by C. Balch, discusses the relation between electronic staff monitoring and the performance of the employee. With the use of technology, many surveys related to employee surveillance is easily accessible to the business organisation. The authority of a business organisation can imply the electronic monitoring of employee performance to evaluate staff performance (Holland, Cooper & Hecker, 2015). These initiatives of the authority can create an adverse impact on the workers. The performance of the employee can be affected by this action of the authority. For the employee, performance monitoring by the authority is administrative involvement. The involvement of the administration in the work procedure can create an adverse impact on the productivity of the staff (Balch, 2014).
Choudhary, G. B., & Puranik, S. (2014). A study on employee performance appraisal in health care. Asian J Manag Sci, 2(3), 59-64.
This paper, developed by Ganesh B. Choudhary and Shankar Puranik, discusses the staff performance assessment in health care. In the health sector, performance appraisals are essential. The performance appraisal is conducted to assess the staff’s performance. This action by the hospital authority motivates the employees to improve the work. Appraisal approaches by the senior expertise may vary as it contains behavioural approaches (Choudhary & Puranik, 2014). Health care professionals must receive and provide feedback on a time basis to evaluate the quality of the work. The ability of the employee to provide the best health care service will be reviewed by the specific departmental manager. The necessity of the performance assessments and criteria for the appraisals to assess the performance of the health care centre’s employee.

References:
Audenaert, M., Decramer, A., George, B., Verschuere, B., & Van Waeyenberg, T. (2019). When employee performance management affects individual innovation in public organisations: The role of consistency and LMX. The International Journal of Human Resource Management, 30(5), 815-834.
Balch, C. (2014). Correlation sof employee performance and electronic employee monitoring. In Proceedings of the International Conference on e-Learning, e-Business, Enterprise Information Systems, and e-Government (EEE) (p. 1). The Steering Committee of The World Congress in Computer Science, Computer Engineering and Applied Computing (WorldComp).
Bhave, D. P. (2014). The invisible eye? Electronic performance monitoring and employee job performance. Personnel psychology, 67(3), 605-635.
Chang, S. E., Liu, A. Y., & Lin, S. (2015). Exploring privacy and trust for employee monitoring. Industrial Management & Data Systems, 115(1), 88-106.
Choudhary, G. B., & Puranik, S. (2014). A study on employee performance appraisal in health care. Asian J Manag Sci, 2(3), 59-64.
Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction. The International Journal of Human Resource Management, 24(2), 352-371.
Holland, P. J., Cooper, B., & Hecker, R. (2015). Electronic monitoring and surveillance in the workplace: The effects on trust in management, and the moderating role of occupational type. Personnel Review, 44(1), 161-175.
Jeske, D., & Santuzzi, A. M. (2015). Monitoring what and how: psychological implications of electronic performance monitoring. New Technology, Work and Employment, 30(1), 62-78.
Kaare, K. K., & Otto, T. (2015). Smart health care monitoring technologies to improve employee performance in manufacturing. Procedia Engineering, 100, 826-833.
Mtshali, R. M. (2013). Evaluation of employee performance management development systems policy as implemented amongst social service professionals within department of Social Development (Doctoral dissertation, University of Zululand).
Sserwadda, M., Nuwagaba, D., Kakooza, W., & Sseruyange, O. (2018). Daily performance and task monitoring system.
Yerby, J. (2013). Legal and ethical issues of employee monitoring. Online Journal of Applied Knowledge Management, 1(2), 44-55.

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