The Links Between Target-Monitoring Practices And Performance: The Influence Of Job Quality And Job Satisfaction

Working on the job demands-job control model (JDC), this paper investigates the potential effect of targets and monitoring practices on performance. Using the British 2011 Workplace Employee Relations Survey (WERS), two-level structural equation models shed light on how job demands and job control affects the relationship between targets and monitoring practices and performance. The study shows that some effects of workplace targets on employee job satisfaction are moderated by monitoring practices and job control. There is also support for the JDC model since the negative association between job demands and job satisfaction is contingent on the level of perceived job control