Understanding Employee Performance in Technology-Mediated Environments

The purpose of this qualitative flexible design single case study was to expand the understanding of the dynamics behind performance management in technology-mediated environments and the effect it has on organizational outcomes. Managers in technology-mediated environments struggle to exercise control due to the inadequacy of existing performance management tools designed for traditional settings, which are not adequate in remote and hybrid work contexts. The study was conducted using a constructivist paradigm and a single-case study research design, employing semi-structured interviews, focus groups, and archival data analysis. Data from all sources were coded using NVivo, applying first- and second-cycle coding processes to discover broad patterns and themes. The eligible population consisted of supervisors at the Department of the Air Force’s Acquisition Management and Integration Center (AMIC), with 37 participants contributing through 22 semi-structured interviews and four focus groups. Findings revealed four high-level themes: Leader Adaptations and Communication Practices, Supervisory Perception of Performance and the Challenges of Assessment, Evolving Team Dynamics and Leader Roles, and Employee Engagement, Culture, Recruitment, and Retention. Supervisors reported that performance in technology-mediated environments was mixed, contingent on employee motivation, organizational support, and supervisory engagement. The study confirmed that a lack of standardized performance management tools necessitated the use of improvised tracking methods. Supervisors adapted by implementing trust-based leadership strategies, increased intentional communication, and flexible oversight techniques to maintain performance levels. The findings underscore the need for structured onboarding, performance frameworks, and enhanced training to support effective leadership in technology-mediated work contexts.