When the Algorithm Watches But No One Listens: Employee Voice as a Buffer Against the Well-Being Costs of HR Analytics-Based Performance Monitoring A Systematic Integrative Review and Theoretical Framework

Purpose. This article investigates whether employee voice moderates the well-being costs of analytics-based performance monitoring, integrating three literatures that have evolved in near-complete isolation: HR analytics, employee voice, and workplace well-being under algorithmic management.Design/methodology/approach. We conduct a systematic integrative review following PRISMA 2020 guidelines. Searches across Scopus, Web of Science, and Business Source Complete yielded 1,247 records; 63 studies published between 2015 and 2025 were retained for thematic synthesis.Findings. Analytics-based monitoring is consistently associated with reduced autonomy, heightened stress, and diminished trust, while employee voice mechanisms are associated with procedural justice and improved well-being. Yet only four of 63 retained studies examine monitoring and voice jointly, and none mobilize an integrated theoretical framework.Originality. We develop an integrative framework combining job demands-resources theory with organizational justice theory, advancing five testable propositions that specify how and when voice attenuates monitoring’s negative effects. This is the first systematic review to treat the monitoring-voice-well-being nexus as a unified object of inquiry.