Monitoring and Performance: A Comparison of Computer and Supervisor Monitoring1

This research addresses how computer monitoring affects the way individual workers perform on their jobs. The study tests the effects of a supervisor's physical versus electronic presence on individual worker performance. Forty-two women were hired to perform a simple data entry task. The women worked in one of three conditions: (a) alone, (b) in the physical presence of the supervisor who monitored their work, or (c) computer-monitored (electronic presence) by the data entry system without the physical presence of the supervisor. It was hypothesized that social facilitation effects would result from either the physical or electronic presence conditions. Electronic presence does seem to result in social facilitation, though the mean differences are not statistically significant. The results for physical presence are mixed. Profile analysis indicates that there are significant differences in the patterns of performance. When subjects work alone or with electronic presence, performance follows a steady pattern. When subjects work with physical presence, performance is somewhat lower than in the alone condition, except when the supervisor is actively monitoring, then individual performance is significantly increased. There are no satisfaction differences between the three conditions. The results of this research suggest that “Big Brother” is not lurking inside every computer-monitoring system.     

The Effects of Monitoring Individual and Group Performance on the Distribution of Effort Across Tasks1

This study was concerned with the mechanism(s) via which performance monitoring affects task performance. To investigate whether an individual's concerns over the evaluation of his or her performance underlie the effects of performance monitoring (independent of contingent consequences) on the distribution of effort across tasks, the study examined whether the way in which individuals performed two tasks was differentially affected by the way in which supervisors monitored performance on those tasks. Subjects working in a group setting performed two different tasks for 90 minutes, their instructions being to perform as well as possible on each task. When supervisors periodically monitored the work output of each individual within the group on one of the two tasks, subjects perceived that the supervisor was evaluating and comparing individual performance, and produced more on the monitored task at the expense of the unmonitored task. When, however, the supervisor's monitoring focused on group rather than individual products, subjects perceived that the supervisor was less likely to be able to evaluate and to compare individual performance, and their performance on the two tasks was the same, regardless of which task was monitored. Path analysis supported the interpretation that the effects of monitoring on performance were mediated by evaluation concerns associated with performance on each task.     

The role of participation and control in the effects of computer monitoring on fairness perceptions, task satisfaction, and performance

Procedural justice and social facilitation theories were used to investigate effects of 2 kinds of process control on fairness perceptions, task satisfaction and performance of complex, computer-monitored tasks. A laboratory study manipulated participation (high or low voice) and monitoring approach (monitoring, control over monitoring, or no monitoring). High-voice participants perceived higher justice. Monitored participants reported higher satisfaction with high voice and lower satisfaction with low voice. Task performance was poorer for monitored participants unless they had control over monitoring. Among those with control, performance was not impaired for higher baseline performers. The 2 kinds of process control had different effects on the outcome variables. Results suggest the value of considering variations in the kinds of control provided and the justice principles that may apply in predicting effects of monitoring procedures.     

Social Facilitation and Inhibition During Maximum Versus Typical Performance Situations

The distinction between maximum performance (“what people can do”) and typical performance (“what people will do”) has received considerable theoretical yet relatively little empirical attention. Findings from social facilitation and inhibition suggest that the relationship between performers' typical and maximum performance may not always be as straightforward as had originally been assumed. Ninety-four psychology students underwent a manipulation of their self-efficacy before doing an explaining task both under typical and maximum performance conditions. Results revealed a social inhibition effect in the maximum performance condition for participants of the low self-efficacy conditions. Implications and directions for future research are discussed.     

The effect of social observation on children's inhibitory control

This study examined the effects of social observation on young children's performance during an inhibitory control task. In Experiment 1, children were randomly assigned to either a neutral, facilitation, or interference condition. In the neutral condition, children were presented with a standard black/white task. In the facilitation and interference conditions, children were asked to observe the task performance of another person, who gave either correct (facilitation) or incorrect (interference) responses, and then complete the task themselves. The results revealed that the performance of children in the interference condition was worse than in the other two conditions, but the difference between the two other conditions was not significant. The results of Experiment 2 show that social observation did not facilitate inhibitory control in children. These results suggest that social observation interferes with but does not facilitate inhibitory control in children. Therefore, social observation may interfere with certain aspects of executive function.     

Electronic Performance Monitoring: A Laboratory Investigation of the Influence of Monitoring and Difficulty on Task Performance, Mood State, and Self-Reported Stress Levels

Increases in the sophistication of workplace computerization has provided modern-day managers with superior tools, such as electronic performance monitoring (EPM), with which to supervise their employees. Expanding on studies by Aiello (e. g., Aiello, 1993), the present study aimed to examine EPM in a social facilitation framework, exploring not only the relationship with task performance and stress, but also with an individual's subjective mood state. Thirty-three female and 15 male university students were required to solve a series of anagrams via a purpose-built computer program. Both the difficulty of the anagrams (easy or difficult) and the presence of monitoring (present or absent) were varied for each participant. Results indicated that the visual presence of EPM resulted in an easy task being performed with greater proficiency and a difficult task being performed with less proficiency. When participants were attempting to solve an easy task, the presence of EPM resulted in a participant's mood state becoming significantly more positive; whereas when solving a difficult task, EPM caused a more negative mood state. Similarly, it was found that a higher level of subjective stress was experienced when EPM was present, as opposed to absent. when individuals were performing a difficult task. The implications for the workplace applications produced by this study are discussed.     

Distraction and social comparison as mediators of social facilitation effects

Sanders and Baron (Journal of Personality and Social Psychology, 1975, 32, 956–963) suggested that increases in drive produced by the presence of others (social facilitation) are due to the tendency for others to distract task performers as they worked on a task. This Distraction-Conflict theory proposes that socially mediated drive induction will occur whenever there is some reason to shift attention from the task to the social stimuli. In the case of humans, one such reason may be the opportunity to obtain social comparison information from an audience or coactors. The present research demonstrated that social facilitation effects (improved simple task performance and impaired complex task performance produced by the presence of others) occurred only when subjects were motivated to obtain comparison information (Experiment I) and when comparison information was available (Experiment II). The availability of comparison information also led to increased accuracy in estimating the coactor's performance. This indicated that in conditions manifesting social facilitation, subjects were spending some time monitoring the coactor's work, which is an inherently distracting activity. Several supplementary measures of distraction were generally consistent in indicating greater distraction under conditions manifesting social facilitation. The present results offer no support for the explanations of social facilitation suggested by Zajonc and by Cottrell.     

The Role of Self-Perceptions in Reactions to Preferential and Merit-Based Hiring1

This research attempts to assess the role of preexisting self-perceptions as moderators of individuals' reactions to preferential and merit-based selection. A laboratory experiment was conducted in which female participants were recruited to work on a temporary “job.” Participants were randomly “hired” for the job either because they passed a preemployment qualifying test or because of their gender. Results supported hypothesized self-consistent reactions to the hiring conditions among individuals differing in preexisting self-efficacy. Compared to high self-efficacy participants, lower self-efficacy individuals responded to preferential hiring with lower eventual task performance. Low self-efficacy individuals were also less apt to attribute performance during selection to ability when hired under a merit-based procedure, compared to high self-efficacy participants.     

DEGREE OF CONSTRUCTED-RESPONSE INTERACTION IN COMPUTER-BASED PROGRAMMED INSTRUCTION

This investigation evaluated the importance of frequent responding in computer-based programmed instruction. Instructional computer programs that taught the use of an authoring language were administered to 155 undergraduate college students. One group experienced frequent (dense) situations requiring them to supply key components of the subject taught. A second group experienced half as many response requirements, and a third “passive” group simply tapped any key to progress. To control for time in contact with presentations, individuals in a fourth group were yoked to the members of the high-density requirement group. Statistically significant differences on both posttest and application performances indicated that students who experienced the high density of overt response contingencies scored the best and the passive group score the worst. The yoked control revealed that time on task alone could not account for the superior performance of students in the high-density group. Results suggest that inclusion of a high rate of constructed-response contingencies within instructional computer programs increases performance.     

Developing agency through good work: Longitudinal effects of job autonomy and skill utilization on locus of control

An internal locus of control has benefits for individuals across multiple life domains. Nevertheless, whether it is possible to enhance an individual's internal locus of control has rarely been considered. The authors propose that the presence of job autonomy and skill utilization in work can enhance internal locus of control, both directly and indirectly via job satisfaction. Three waves of data over a four-year period from the Household, Income and Labour Dynamics in Australia Survey (N = 3045) were analyzed. Results showed that job autonomy directly shaped internal locus of control over time, as did job satisfaction. Skill utilization did not play a role in terms of affecting locus of control, and the indirect effects of both job autonomy and skill utilization via job satisfaction were weak. This study suggests the importance of job autonomy in promoting the development of an employee's internal locus of control.     

Face-induced expectancies influence neural mechanisms of performance monitoring

In many daily situations, the consequences of our actions are predicted by cues that are often social in nature. For instance, seeing the face of an evaluator (e.g., a supervisor at work) may activate certain evaluative expectancies, depending on the history of prior encounters with that particular person. We investigated how such face-induced expectancies influence neurocognitive functions of performance monitoring. We recorded an electroencephalogram while participants completed a time-estimation task, during which they received performance feedback from a strict and a lenient evaluator. During each trial, participants first saw the evaluator’s face before performing the task and, finally, receiving feedback. Therefore, faces could be used as predictive cues for the upcoming evaluation. We analyzed electrocortical signatures of performance monitoring at the stages of cue processing, task performance, and feedback reception. Our results indicate that, at the cue stage, seeing the strict evaluator’s face results in an anticipatory preparation of fronto-medial monitoring mechanisms, as reflected by a sustained negative-going amplitude shift (i.e., the contingent negative variation). At the performance stage, face-induced expectancies of a strict evaluation rule led to increases of early performance monitoring signals (i.e., frontal-midline theta power). At the final stage of feedback reception, violations of outcome expectancies differentially affected the feedback-related negativity and frontal-midline theta power, pointing to a functional dissociation between these signatures. Altogether, our results indicate that evaluative expectancies induced by face-cues lead to adjustments of internal performance monitoring mechanisms at various stages of task processing.     

Are People Polite to Computers? Responses to Computer-Based Interviewing Systems1

The present studies were designed to test whether people are “polite” to computers. Among people, an interviewer who directly asks about him- or herself will receive more positive and less varied responses than if the same question is posed by a third party. Two studies were designed to determine if the same phenomenon occurs in human–computer interaction. In the first study (N= 30), participants performed a task with a text-based computer and were then interviewed about the performance of that computer on 1 of 3 loci: (a) the same computer, (b) a paper-and-pencil questionnaire, or (c) a different (but identical) text-based computer. Consistent with the politeness prediction, same-computer participants evaluated the computer more positively and more homogeneously than did either paper-and-pencil or different-computer participants. Study 2 (N= 30) replicated the results with voice-based computers. Implications for computer-based interviewing are discussed.     

Don't ask,don't tell? Does disclosure of gay identity affect partner performance?

Supporters of policies that force gay and lesbian individuals to conceal their sexual orientation in the workplace argue that working with openly gay individuals undermines performance. We examine this claim in two studies and find the opposite effect. Specifically, participants working with openly gay partners performed better on a cognitive task (i.e., a math test) and a sensory-motor task (i.e., a Wii shooting game) than individuals left to wonder about the sexual orientation of their partners. These results suggest that policies, such as “Don't Ask, Don't Tell,” that introduce uncertainty into social interactions harm rather than protect performance.     

Bias in Performance Ratings: Clarifying the Role of Positive Versus Negative Escalation

This study replicated and refined research on the effects of escalation of commitment in performance ratings. We utilized experimental manipulations in a laboratory setting to determine whether positive escalation or negative escalation (or both) could be responsible for the effect. In one session, participants (N = 210) were assigned to the perspective of the potential employee's supervisor and chose 1 of 2 candidates for a sales position. In a second session, participants rated the performance of (a) the individual they selected; (b) the individual they rejected; or (c) a third individual, whose preselection information they never viewed. Results replicated previous findings, such that ratings were biased upward when participants rated the performance of the salesperson they had originally selected. Results were not biased downward when individuals rated the performance of the salesperson they had rejected, however. Thus, our results suggest that positive escalation, and not negative escalation, was the cause of the bias.     

The Enhancing Effect of Overconfidence on Subsequent Learning Performance: Potential Mediation Effects of Dissatisfaction and Effort

Three studies were conducted to investigate whether individuals whose performance on a learning task fell short of their previous overconfident self‐assessment would apply more effort on a subsequent task to resolve their dissatisfaction and thereby achieve better subsequent performance than individuals who made accurate or underconfident self‐assessments. Specifically, Study 1 and Study 2 used overestimation, and Study 3 used overplacement to predict subsequent performance by measuring students' self‐assessments before the first task, their level of dissatisfaction with their actual performance on that task, the effort they applied in learning, and their performance on the subsequent task. Furthermore, Study 3 divided the participants randomly into a false feedback group (the control group) and a real feedback group (the experimental group). The results showed that when controlling for prior performance, participants who were more overconfident tended to express greater dissatisfaction and increase more effort to achieve their desired outcomes when they perceived a gap between their desired performance and their actual performance. Notably, they achieved better subsequent performance, whereas those in the control group who were overconfident neither applied more effort in subsequent learning nor increased their subsequent performance when they received “unbiased feedback.” The implications of these findings for education are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

Control and Anticipation of Social Interruptions: Reduced Stress and Improved Task Performance1

Social interruptions are frequent occurrences that often have distressing consequences for employees, yet little research has gauged their effect on individuals. Participants were exposed to 2 social interruptions as they engaged in a computer task with an accepted performance goal. Participants who were able to anticipate social interruptions performed significantly better than did those who could not anticipate them. Participants who had the opportunity to prevent interruptions reported significantly less stress than those who did not have this opportunity. This reduction in stress resulted even when participants did not take advantage of this opportunity. Implications for job performance and job satisfaction are discussed. Organizational strategies for how leaders can help employees manage social interruptions are suggested.     

The Effects of Computer Monitoring,Standards, and Rewards on Work Performance,Job Satisfaction,and Stress1

The effects of automated computer monitoring under different conditions of performance standards and reward were examined in two studies conducted in a simulated organization. In the first study, 37 computer operators were divided into six groups who worked for a 2-week period under different levels of performance standards. Individual keystrokes per hour and productive time was monitored by the computers for all of the groups (one group was a control group which was monitored but was unaware of the monitoring). Four of the six groups were assigned work standards, and performance against standards was also monitored for these four groups. Feedback reports on the monitored performance were available on demand at the individual consoles for those groups which were informed of the monitoring. The results showed that computer monitoring and feedback led to increased key rate compared to the control group which was not aware of monitoring. There was little effect of monitoring on work quality, satisfaction, and stress. In the second study, 24 operators worked for a 9-week period under various performance standards and rewards. Individual keystrokes per hour, productive time, and performance against standards were monitored by the computers for all workers. Feedback reports on performance against standards and rewards earned were available on demand at the individual consoles. The results revealed that the feedback from different combinations of standards and rewards had varying effects on performance, satisfaction, and stress. These effects, and the results from the first study, are discussed in terms of goal setting and expectancy theory.     

Spatial reasoning with external visualizations: what matters is what you see, not whether you interact

Three experiments examined the effects of interactive visualizations and spatial abilities on a task requiring participants to infer and draw cross sections of a three-dimensional (3D) object. The experiments manipulated whether participants could interactively control a virtual 3D visualization of the object while performing the task, and compared participants who were allowed interactive control of the visualization to those who were not allowed control. In Experiment 1, interactivity produced better performance than passive viewing, but the advantage of interactivity disappeared in Experiment 2 when visual input for the two conditions in a yoked design was equalized. In Experiments 2 and 3, differences in how interactive participants manipulated the visualization were large and related to performance. In Experiment 3, non-interactive participants who watched optimal movements of the display performed as well as interactive participants who manipulated the visualization effectively and better than interactive participants who manipulated the visualization ineffectively. Spatial ability made an independent contribution to performance on the spatial reasoning task, but did not predict patterns of interactive behavior. These experiments indicate that providing participants with active control of a computer visualization does not necessarily enhance task performance, whereas seeing the most task-relevant information does, and this is true regardless of whether the task-relevant information is obtained actively or passively.     

Aptitude and Trait Predictors of Manned and Unmanned Aircraft Pilot Job Performance

Sixty-seven United States Navy maintainers (55 men and 12 women) representing both the aviation and surface communities participated in an experiment examining the efficacy of a simulation to assist technicians in rapidly understanding a system's state. Participants were assigned to one of three groups based on the technicians' experience and one of two experimental conditions: simulation (SIM) or technical manual (TM). The experimental task consisted of a series of eight questions regarding the condition of the S-3 aircraft's nose wheel steering (NWS) system given a set of initial aircraft conditions. To aid in performance of the experimental task, participants assigned to the TM condition were given a paper copy of the S-3 aircraft's organizational maintenance manual for the NWS system, and participants assigned to the SIM condition were given a laptop computer running a computer-based interactive model of the S-3 NWS system. Results showed that regardless of level of expertise, participants assigned to the SIM condition answered questions significantly faster than participants assigned to the TM condition. Further, technicians experienced in nonaviation maintenance assigned to the SIM condition answered questions significantly more accurately than experienced nonaviation technicians assigned to the TM condition.