Digital transformation and electronic performance: exploring the relationship between fairness perception, organizational identification, and individual performance

Shuaib Ahmed Soomro (), Faisal Qamar (), Slim Hadoussa () and Yasir Mansoor Kundi ()
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Shuaib Ahmed Soomro: Sukkur IBA University
Faisal Qamar: Sukkur IBA University
Slim Hadoussa: Brest Business School France
Yasir Mansoor Kundi: Institute of Business Administration (IBA)

Review of Managerial Science, 2025, vol. 19, issue 5, No 1, 1297-1316

Abstract: Abstract This study utilizes organizational justice theory to investigate the relationship between electronic performance monitoring (EPM) and employee performance through serial mediation of employee perceptions of fairness and organizational identification. We collected data from 181 employees working in 11 organizations. To test the hypothesized model, a 2-1-1-1 multilevel mediation model was used. Results indicate a positive link between EPM and individual performance, mediated by employees’ perceptions of fairness and organizational identification. These findings have significant implications for organizational practitioners. Practitioners should ensure fairness in the performance monitoring processes, which in turn would foster employees’ organizational identification, thereby enhancing their work performance. This study is distinctive for its application of a 2-1-1-1 multilevel mediation analysis to HRM research, offering new insights into organizational studies from an integrated and multilevel perspective. Furthermore, it contributes to the literature by elucidating the “black box” between EPM and employee work outcomes.

Keywords: Electronic performance monitoring; Perception of fairness; Individual performance; Organizational identification; M12; M52 (search for similar items in EconPapers)
Date: 2025
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DOI: 10.1007/s11846-024-00792-8

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