The purpose of this study was to explore the perceptions of employees regarding changes in their workplace experience following the implementation of an electronic performance monitoring (EPM) system. The study's conceptual framework utilized Burke and Litwin's (1992) model of organizational change and Bandura's (1986) social cognitive theory to explore perceptions of change in employee work unit climate, perceptions of influence of an EPM system on an individual's needs and values, and perceptions of influence on motivation after implementation of the EPM system. The study focused on a stakeholder group of 100 nonmanagerial associates in the financial industry headquartered in the southern United States. Data collection consisted of a survey instrument containing 32 Likert-type questions. The researcher sent out 100 emails requesting study participation and 74 participants responded, resulting in a 74% response rate. However, only 64 participation responses were used in the study due to incompleteness of 10 responses. The study results reveal a perception of change after the implementation of EPM. Furthermore, the results indicate that the employees did not feel transparency or openness in communication from leaders when discussing EPM. The findings are discussed in relation to the literature and organized based on the research questions and themes. Recommendations to address the problem of practice are discussed and include developing a communication plan and providing training to support individual employee goals and better utilize EPM data. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]