"The expansion of remote working arrangements has required managers to adjust their approach to managing performance, as they transition from in-person to technology-mediated tools and practices. Past research has identified negative worker impacts associated with intensified digital monitoring and discipline-based coaching. However, few studies have investigated the antecedents of more worker-friendly arrangements. This paper examines the role of collective worker voice in shaping remote work performance management choices, based on a comparative study of telecommunications call centers in Canada, the United States, and Germany. Findings suggest that strong collective voice, especially when backed by institutional power, fosters a balanced approach to remote performance management by constraining the intensity of electronic performance monitoring and use of disciplinary practices, as well as by supporting more developmental coaching."

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