Sivarajan, R.2026-02-082025Transforming Organizational Culture Through Meta-Driven Human Resources, 2025, Vol., , p. 355-37497983373072209798337307206https://doi.org/10.1016/j.jpowsour.2025.238776https://idr.nitk.ac.in/handle/123456789/33496Electronic performance monitoring (EPM) is increasingly used by organizations to track and boost worker productivity. However, concerns are rising over its impact on employees’ psychological safety—their belief that they can take interpersonal risks and share ideas freely at work. This chapter explores the connection between EPM and psychological safety, detailing its importance in modern workplaces. Applying theories like self-determination and organizational justice reveals that constant monitoring undermines employee autonomy and trust. Studies show intensive EPM elevates stress, lowers job satisfaction, reduces trust in management, and increases turnover intentions, all harming psychological safety. Also highlighted are conditions where EPM can foster psychological safety by emphasizing devel-opmental feedback over punitive measures. A conceptual framework is presented, linking EPM to outcomes like engagement and performance, alongside strategies for ethical monitoring systems that build trust and respect employees' needs, ensuring a balance between productivity and well-being. © 2025 by IGI Global Scientific Publishing. All rights reserved.