African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4050

Full Length Research Paper

The use of electronic monitoring and work performance of employees in the banking industry in Ibadan, Southwest Nigeria

Oyedeji Jonathan Kehinde
  • Oyedeji Jonathan Kehinde
  • Department of Sociology, Faculty of the Social Sciences, University of Ibadan, Ibadan, Oyo State, Nigeria.
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Emeka Emmanuel Okafor
  • Emeka Emmanuel Okafor
  • Department of Sociology, Faculty of the Social Sciences, University of Ibadan, Ibadan, Oyo State, Nigeria.
  • Google Scholar


  •  Received: 31 January 2019
  •  Accepted: 29 March 2019
  •  Published: 28 May 2019

Abstract

Previous studies on electronic monitoring have not examined the relationship between electronic monitoring and work performance of employees. This study therefore examined the relationship between electronic monitoring and work performance using Bank XYZ branches in Ibadan, Oyo State as a reference point. Foucalt’s Panopticon and McGregor’s X and Y theories provided the theoretical framework. The research design was both survey and exploratory. Comprehensive sampling technique was used to ascertain the number of respondents. The study covered both lower level employees and management staff of the bank. A semi-structured questionnaire was used to elicit information. Five Key Informant Interviews (KII) were conducted with the management. Non-participant observation was carried as well for the same purpose. Quantitative data were analysed using descriptive and chi-square test statistics at 5% level of significance while qualitative data were content analysed. Majority of the respondents (85.8%) were aware of the use of electronic monitoring in the organisation, while 81.1% had positive perception about the use of electronic monitoring. More so, 88.2 and 75.6% respectively viewed electronic monitoring as an objective performance tool and the use of electronic monitoring increased work performance. 46.5% agreed that e-monitoring creates suspicion in the work place. The use of electronic monitoring  provides instant feedback on work performance (x2=9.134); the use of electronic monitoring increases work performance (x2=9.455) and electronic monitoring being used as an objective performance evaluation tool (x2=12.175) had positive relationship with perception and awareness about the use of electronic monitoring. The results showed the existence of relationship between the use of electronic monitoring and employees’ performance. The study recommended that organisation should inform employees before implementation of electronic monitoring system to produce positive reactions from employees.

 

Key words: Electronic monitoring, work performance, monitoring tools, supervision.