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Add as preferred source Performance metrics designed to motivate employees and drive efficiency in the workplace can paradoxically leave workers less engaged and more likely to quit, research has found.
Human resources analytics expert Professor Martin Edwards from The University of Queensland led a study that analyzed data from 283 employees in the UK across 23 industries. The work is published in The International Journal of Human Resource Management .
"Our research found the more intensively an organization measured employee behavior, the more likely the work not being tracked was deprioritized," Edwards said.
"This correlated with lower employee engagement and a higher intention to quit a month later, particularly where staff don't see their organization's processes as fair.
"Interestingly, intensive performance metrics didn't translate into an increased focus on the work that was being measured."
Edwards said when tasks were measured, they became a metric and ultimately a target, which could change behavior.
"Employees pull away from the work that isn't captured, because the measured tasks are what they'll be judged on," he said.
"This isn't laziness, it's a rational response to the signals the system is sending about what actually counts.
"But nonmeasurable tasks will still be incredibly important.
"They include things like mentoring, helping a struggling colleague or flagging a risk.
"Organizations should be asking which parts of the job their dashboard can't see, because those are the parts most in jeopardy."
Study participants worked in jobs including teaching, finance, engineering, health care, IT, consulting and food service.
Their performance was tracked through things like computer activity, website clicks, email opens, customer reviews, sales records, response times, ticket resolutions and referral numbers.
The researchers said technology had made performance monitoring easier for a broad range of organizations to adopt.
"Metrics have been used for a long time in call centers, sales and IT," Edwards said.
"But it's now easy to collect and analyze employee activity across a wide range of industries.
"AI can make digital dashboards for HR to use as performance indicators."
Co-author Professor Tyler Okimoto said the perception of fairness in an organization could safeguard against unintended consequences of employee monitoring systems.
"Employees need to feel confident that valuable work will be recognized, even if it's not visible on a dashboard," Okimoto said.
"When people trust that their organization's processes are fair, consistent and transparent, they're less likely to deprioritize important aspects of their job just because they aren't being measured."
Edwards said the findings were a reminder that not everything important can be captured by a metric.
"There are genuine benefits to using performance dashboards and other monitoring tools, but not using this technology well can pose genuine risks to employee well-being and retention," he said.
"Organizations need to acknowledge the work that sits outside those measures so valuable behaviors don't fall through the cracks.
Martin R. Edwards et al, Balancing paradoxical outcomes of metricized employee performance systems (MEPS): avoiding de-prioritization of important (non-metricized) job tasks, The International Journal of Human Resource Management (2026). DOI: 10.1080/09585192.2026.2711061
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