Workplace Monitoring and Technology aims to showcase results of research and explanatory theories that influence employees' acceptance of the fact that work is monitored using ICT-based monitoring tools.
Work monitoring, understood as obtaining, storing and reporting the results of collected observations, has always been a managerial task. Traditionally it was carried out by supervisors who, while overseeing the work of employees, would draw conclusions from their observations and implement corrective actions. The use of information and communication technologies (ICT) to monitor the working employee and their performance has changed the methods of monitoring, and the popularization of remote work has increased interest in searching for new monitoring systems using the full potential of new ICT solutions. The new developments in ICT have caused smart monitoring systems and new solutions to evolve in electronic work monitoring based on the Internet of Things and Artificial Intelligence, which enables nearly cost-free monitoring. However, scientific knowledge about them is limited, and above all, so is managerial knowledge about the reception of these tools by employees, while their misuse can cause considerable damage.
Presenting a broad overview of the current state of different areas of scientific knowledge regarding smart and electronic monitoring systems of work performance, this book will be of relevance for academics within the fields of human resource management and performance management, and for similar groups of researchers in psychology and sociology.
Author(s): Jacek Woźniak
Series: Routledge Studies in Management, Organizations and Society
Publisher: Routledge
Year: 2022
Language: English
Pages: 268
City: New York
Cover
Half Title
Series
Title
Copyright
Contents
Introduction
1 Monitoring in management research
Monitoring in colloquial language
Two understandings of control and monitoring
Controlling as the analytical component of the information system
Control as steering: the active approach to control
Monitoring of a project
Monitoring in the enterprise as a tool for observation and early warning
Security monitoring versus workplace monitoring
2 Introduction to workplace monitoring
Work in the psychology of the organization
Creating tasks at a workplace
Task performance monitoring based on the example of a salesperson
The principal—agent problem in agency theory
Monitoring qualifications
Workplace monitoring in the three systems of task design
Monitoring of call center worker
Monitoring of software developers
3 New technologies and monitoring
Technology and its definition
Defining technology in the literature on management
Information technology
Development of information technologies
Development of enterprise management systems
Examples of data collection systems versus systems for inferring from these data
Transaction systems (On-Line Transactional Processing [OLTP])
Decision-making and analytical systems (OLAP)—data warehouses, data mining
The development of telecommunications and its technological implications—the Internet of Things (IoT)
Big data and its definitions
AI as a tool used in big data analytics and robotics
Monitoring versus information gathering and processing systems
4 Theoretical explanations of the consequences of workplace monitoring
Traditional and electronic workplace monitoring systems
Transparency of workplace monitoring for monitored workers
When monitoring reduces the quality of work—social facilitation theory
Mechanisms explaining the phenomenon of social facilitation: from emotions and stress to fixed action patterns
Monitoring purpose as a modifying factor—explaining the positive perception of monitoring through its benefits to the monitored individuals (TAM and its extensions)
Perceived risks and invasiveness of the monitoring system—explaining acceptance by Bauer’s perceived risk theory
Models explaining acceptance of workplace monitoring with trust
5 Reasons for implementing workplace monitoring
Counterproductive behaviors as one of the supervisory reasons for implementing monitoring
Three ways to explain the sources of counterproductive behavior
Monitoring as a tool to reduce theft-related behaviors and improve in-role behaviors’ quality
Monitoring as a tool for achieving correct execution of work
Mystery shopper as monitoring of work behaviors and its consequences
Transactional work environment—monitoring as a distrust toward employees
Legitimacy of monitoring
Arguments against the use of workplace monitoring in organizations
Monitoring and right to privacy and personal data protection laws
Cyberloafing and the use of monitoring
Reasons for “over monitoring”
6 Electronic monitoring systems and smart monitoring
Electronic workplace monitoring systems
The meaning of the term smart in smart monitoring
Wearables and their implications for monitoring
AI in smart monitoring
Case study—monitoring in higher education
Case study—drivers
Principles to follow when implementing a new workplace monitoring system
Conclusion
References
Index of Names and Titles
Index of Terms
