Monitoring Affects Motivation 16550 Essay Example

it is included in an employee handbook or employment application.

Each employee should sign it to indicate their understanding and consent to the policy. Another method of implementing the policy is to display a message when an employee logs onto a company computer. The business owner's toolkit provides a few recommendations regarding employee monitoring: it should not invade highly private areas like restrooms and lounges, and monitoring should primarily focus on the workplace. Surveillance should only extend beyond the workplace in exceptional circumstances, and there must be a clear connection between monitoring and business-related justification (www.toolkit.cch.com/).

Employers can utilize new technologies to monitor various aspects of their employees' work, particularly through telephones, computer terminals, and electronic and voice mail. One significant aspect of employee monitoring involves evaluating their computer usage. The websites they access during work hours are closely observed. If you have a computer terminal at your workplace, it serves as a window for your employer to observe your activities. There are different types of computer monitoring, such as using software to view the screen and contents of employees' computer terminals and hard drives. Additionally, employees engaged in intensive word-processing and data entry roles may be subject to keystroke monitoring, which allows managers to assess the number of keystrokes per hour.

The information gathered through keystroke monitoring not only indicates whether employees are meeting the expected number of keystrokes but also informs them if they are exceeding or falling short of the standard. However, this monitoring technique has been associated with various health issues such as stress disabilities and physical problems like carpal tunnel syndrome. Additionally, it enables employers to track the time

an employee spends away from the computer or the idle time at the terminal (http://www.privacyrights.org). Little Brother, another monitoring technique, is being adopted by many employers and allows them to track the internet activities of their employees, similar to other similar products.

"The data collected by Little Brother, developed by Kansmen Corporation, provides detailed information about the users and their activities, including their demographics and locations," says Jen Andersen. "We are able to generate comprehensive reports on various aspects such as their visits to websites like Playboy, sports, weather, and organizations."

"It's extremely specific." The individual is not joking. The red bars displayed indicate the real-time location of his colleagues on the Internet. The software also produces reports that include descriptive words to illustrate how a worker spends their time online at work. "The person in control of the network, whether it be the boss or employer, can establish rules and request reports on a specific person or monitor everyone's activities," Andersen adds (http://www.littlebrother.com/). Various legal matters arise in relation to electronic monitoring. Employees have already taken legal action under Title VII, claiming job discrimination due to racial remarks found in their coworkers' emails.

The courts define e-harassment as including sexually explicit e-mail messages and frequent solicitations for dates with co-workers through voice mail and e-mail. These behaviors are the basis for sexual harassment lawsuits. Internet access can also be problematic because employees who view sexually explicit material may use electronic records as evidence when suing their employer for allowing sexual harassment. All monitoring activities must comply with state and federal laws, such as the Electronic Communications Privacy Act of 1986 (ECPA), which applies to almost

all wire or electronic communication (www.bizjournals.com/). However, complications arise if the employer owns all equipment, including telephones and computers.

Despite employees' anticipation of privacy, the employer retains the authority to monitor both the equipment and individual utilizing it. Consequently, employees frequently lose invasion of privacy court cases because the employer possesses unrestricted access to the server. Articles indicate that employers prioritize deterring inappropriate communications over respecting their employees' right to privacy. To potentially address this matter, one potential resolution could involve providing advance notice to employees regarding monitoring activities.

The article "Monitoring Communications on the Internet" emphasizes the importance of employers acknowledging their responsibilities. It suggests that employers cannot afford to leave their employees' communication on an unmonitored E-mail system. This is because there are often individuals who will seek legal action against the employer for their employees' words and actions. It is advised that employers should exercise consistent and wise monitoring practices and implement a customized policy that best suits their business. It is also recommended to seek legal expertise in order to create a tailor-made policy, rather than utilizing a generic one.

Smart employee relations and preventive law practice are exemplified in recent events. Just last week, the New York Times took action by terminating 20 employees at a Virginia payroll-processing center due to their violation of corporate policy through the transmission of inappropriate and offensive e-mails. Similarly, the Navy disciplined over 500 employees at a Pennsylvania supply depot for engaging in the sending of sexually explicit e-mails. Xerox, in October, dismissed 40 individuals for their violation of company computer policies, and Boeing has also taken similar measures. These instances should not be shocking, as 45

percent of major U.S. organizations have faced similar circumstances.

According to a survey conducted by the American Management Association (AMA) titled "Your Boss may be monitoring your E-mail," companies engage in electronic monitoring of communications and performance. The survey reveals the reasons why organizations choose to adopt EM systems, which include improving training and development efforts, increasing productivity and service, and reducing costs. Proper design and implementation of electronic monitoring can also provide benefits to workers, as it can help prevent the theft of trade secrets and monitor the quality of employee work. It has been observed that employees who have access to confidential information may use Internet access or e-mail to send trade secrets to competitors.

Monitoring employees can serve as a deterrent for them to violate company rules and laws. To implement a monitoring system, organizations typically follow certain guidelines. This includes involving employees in the system's design to boost their sense of ownership and control. For instance, employees may have the opportunity to specify how often they receive feedback related to monitoring.

Employees can also contribute their opinions on which areas to monitor, specifically for developmental purposes. The primary factor that determines the effectiveness of a monitoring system is the organization's intended purpose for monitoring. When monitoring is utilized with punitive intentions, it often involves harmful and hostile feedback and disciplinary actions. The objective is to increase work efficiency and penalize employees who do not meet expectations.

The use of monitoring in this manner turns the modern organization into a digital sweatshop, serving as an electronic whip. This approach to monitoring faces resistance from employees and has negative consequences for the organization. However, companies like MCI,

AT;T, and GE have discovered that employees respond positively when adopting a developmental approach to monitoring. It is important to practice disclosure, which involves informing employees about the monitoring process and how their information will be used. Unfortunately, a survey by Macworld Magazine reveals that 69 percent of companies conduct computer monitoring or searches of employee computers, voice mail, electronic mail, or networking communications without notifying employees in advance.

According to G. Stoney Alder, silent or covert monitoring, which is often viewed as spying by many workers, can create an atmosphere of mistrust and suspicion. This can damage employer-employee relations and lower worker morale. On the other hand, disclosing the monitoring process may convey a positive intention for its use in development.

Electronic Monitoring systems are crucial for organizations as they have a vital role in everyday business activities. Despite facing criticism, these systems do not pose any danger to employees who follow company policies and rules. Only those who misuse company policies or try to bypass rules will face consequences from the system.

Although there is ongoing debate over whether monitoring systems violate employees' rights, their fear of being caught engaging in unethical behavior will always result in resistance. Regardless of personal opinions, monitoring is a rapidly expanding field that cannot be ignored and will ultimately have worldwide implications. The prosperity of an organization depends on its employees, as successful organizations recognize that employees are their most valuable resources and provide them with a competitive advantage in the market. Managers play a vital role in fostering employee growth and development.

Managers hold the responsibility of establishing an atmosphere that drives employees to accomplish organizational objectives. This entails comprehending

employee motivations and utilizing this understanding to encourage them in attaining these goals. In the current global economy, managers also need to aid employees in adjusting to the constantly shifting business climate. The contemporary business realm is undergoing substantial changes, such as amplified technology utilization, downsizing, mergers, a diverse workforce, and a shift towards team-based organizations. These alterations pose challenges for both managers and employees. Hence, managers must inspire employees to accept and evolve alongside the progressing business landscape.

The importance of work motivation is essential in encouraging individuals to participate in work-related behavior. According to Ambrose and Kulik (1999), work motivation encompasses the internal and external factors that initiate and shape work-related behavior, including its form, direction, intensity, and duration. This definition acknowledges the combined impact of both internal and external factors on what motivates each individual. It is crucial for managers to recognize that material rewards are not the only motivating factor for employees. Jobs have psychological significance for many people, and those who derive satisfaction from their work often demonstrate high-quality performance even when dissatisfied with compensation, job security, or working conditions (Watts).

Managers strive to improve an employee's performance as each individual has a distinct personality and is motivated by varying factors. It is improbable that a single set of motivational techniques will be effective (Arnold and Krapels, 1996). Since work motivation cannot be directly observed or measured, managers must rely on established theories to assess the observable indications of work motivation (Ambrose and Kulik, 1999). Theories aim to explain behavior and provide understanding of the factors that drive individuals to perform. The evolution of modern theories of human motivation is based on

five methods of explaining behavior: needs, reinforcement, cognition, job characteristics, and feelings/emotions (Kreitner and Kinicki, 1998).

Extensive research has been done on well-known theories that still serve as the basis for current motivation studies. Abraham Maslow's hierarchy of needs is one such theory (Kreitner and Kinicki, 1998). The hierarchy includes five stages: physiological, safety, love, esteem, and self-actualization. According to Maslow, these needs must be met in a specific sequence, beginning with the physiological needs at the bottom of the hierarchy.

The fulfillment of basic needs enables individuals to direct their attention towards higher needs, leading to self-actualization. This desire for personal satisfaction drives employees to achieve their utmost potential. Ambrose and Kulik (1999) emphasize the reinforcement theory, which emphasizes the link between behavior and its consequences. Skinner argues that behavior is unaffected by internal factors such as instincts or needs (Kreitner and Kinicki, 1998).

In summary, people tend to continue with behavior that is a result of a favorable condition rather than behavior influenced by an unfavorable condition. Knowing that behavior is not solely shaped by environmental consequences, cognitive motivation theorists argue that beliefs, expectations, values, and other mental cognitions play a role in behavior (Kreitner and Kinicki, 1998). People's behaviors can be seen as having numerous resourceful choices. The job characteristics approach emphasizes that the task itself is crucial for motivating employees (Kreitner and Kinicki, 1998). Essentially, this suggests that in order to increase motivation, a job should be both interesting and challenging.

The addition of variety, autonomy, and decision authority is essential for a job to be fulfilling. Job enrichment or job reengineering are strategic approaches to introducing variety and challenge to dull and repetitive tasks.

The latest development in motivation theory is the recognition of the role of feelings and emotions. According to this theory, employees are not just focused on achieving high performance; they are individuals with their own goals and interests outside of work (Kreitner and Kinicki, 1998). Our feelings and emotions at work are influenced by our motivation to pursue a range of interests and goals.

In the workplace, our natural instincts often influence our actions more than established routines. Motivation is a multifaceted concept that poses challenges for managers, who must navigate through various explanations. No single theory can be universally applied. Instead, a contingency framework offers the optimal strategy for addressing each unique situation.

According to Arnold and Krapels (1996), in order for an employee's performance to improve, managers must draw from the fields of economics, psychology, and sociology to understand what motivates them. It is a challenging aspect of a manager's job to ensure that employees are motivated and derive satisfaction from their performance. So far, we have only scratched the surface of monitoring and motivation, and it remains a significant problem in business.

The impact of monitoring on motivation, as well as the implications of an electronic monitoring system on employee work motivation, now need to be recognized. There are various factors at play in how monitoring can influence motivation. We will first discuss the negative implications of monitoring. Concerns have been raised regarding the use of monitoring and the technological advancements employed to assess whether the overall effect justifies these frequent detrimental effects. While some argue that computerized monitoring can benefit employees by providing a more objective performance appraisal and improved feedback, critics argue that

it invades worker privacy and creates a dehumanizing and unsatisfying work environment (Hawk, 1994).

Electronic monitoring of employee job performance is likely not protected by the Fourth Amendment to the U.S. Constitution since there is no guarantee of a right to privacy in the Constitution. However, in 1986, the Electronic Communications Privacy Act was enacted to prohibit the interception of telephone or other oral, wire, or electronic communication. Nonetheless, there are exceptions to prior consent and business use. In 1994, The Privacy for Consumers and Workers Act was proposed as a federal bill and it successfully cleared the House Education and labor subcommittee. However, this act failed passage due to restrictions that would have hindered telemarketing organizations in maintaining quality control.

Given the argument that the use of electronic monitoring creates distrust among employees (Vaught, 2000), the question arises: how can we motivate our employees? To begin, it is important to establish the relationship between computerized performance monitoring (CPM) and ethics. According to Stephen Hawk, there is an ethical theory that can be used to evaluate the morality of a particular CPM. One such theory is Utilitarianism, which suggests that the morality of actions can be assessed as ethical if they result in the greatest good for all parties involved (Hawk, 1994). Therefore, implementing CPM could benefit everyone involved.

According to Hawk (1994), in terms of profitability, employees could potentially benefit from increased wages and stability, while customers could benefit from improvements in service/product quality or lower prices. Additionally, society as a whole could benefit from increased efficiency and effectiveness of the workforce. The utilitarianism perspective suggests that decisions should consider the balance of benefits and harms, choosing

the option that results in the greatest net good. On the other hand, the Kantian approach emphasizes that an action is deemed morally right or wrong based on its inherent features. This perspective also highlights the importance of respecting the right to privacy, dignity, and autonomy of individuals. It is argued that monitoring systems would be considered unethical if their implementation violated these obligations.

The purpose of investigating this matter was to shed light on the ethical implications of the CPM system. Additionally, we intended to inform management about the ethical considerations of using an electronic monitoring system, as well as how it can impede motivation. Critics of EM argue that the more intrusive systems can cause increased stress levels, decreased job satisfaction and quality of work life, lower levels of customer service, and poorer quality. EM can also result in worker alienation and the perception that they are working in a modern sweatshop. Currently, electronic performance monitoring (EPM) applications are based on job design theories that do not take worker stress into account. Therefore, an EPM approach is needed that considers job design and worker stress theories to definitively identify the key stress-inducing aspects in an electronic monitoring context.

According to Pascale Carayon, a conceptual model suggests that electronic performance monitoring has both direct and indirect effects on worker stress. Carayon highlights job demands, job control, and social supports as significant risk factors for work stress and health effects. When studying job demands, two categories of job design are considered: the amount of work to be completed within a specific timeframe and the level of work pressure experienced. Carayon explains that if used to increase workload

and work pressure, electronic performance monitoring has the potential to heighten job demands. This can lead workers to exert extra effort and work longer hours to demonstrate their competence to their supervisor.

Sometimes EPM systems come with excessive standards, leading to increased workload and work pressure, resulting in stress (Carayon, 1993). Incentive pay systems can also be stressful, as computer-based systems caused self-rated hurry and tension, increased blood pressure, and decreased heart rate variability (Carayon, 1993). These systems force workers to work harder and faster, often neglecting quality (Carayon, 1993). Consequently, electronically monitored workers prioritize quantity over quality and create a competitive atmosphere among employees, adding to their stress levels, especially when poor performers can be easily identified.

EPM systems that offer direct feedback to employees can potentially reduce work pressure. This is because when employees are able to recognize their workload, they can adjust accordingly, leading to decreased workload in terms of task duration. Job control is the examination of individuals' pursuit of control over their environment. When control decreases, it can have negative effects on both individuals and organizations (Carayon, 1993). According to Carayon (1993), there are three levels of control: instrumental, conceptual, and organizational. Instrumental control allows workers to utilize tools to modify their work environment or product. By providing feedback and performance knowledge, EPM systems can help employees gain instrumental control over their tasks (Carayon, 1993). Work pace is another aspect to consider. Workers who have the ability to determine their own pace experience less stress (Carayon, 1993).

According to Carayon (1993), if organizations implement performance standards and incentive pay systems, workers may have limited control over the pace of

their work as it will be prescribed for them. This can jeopardize their conceptual control, which refers to how tasks are performed and scheduled. Lack of knowledge about monitoring and difficulty in determining task order may undermine this type of control. Additionally, an excessive focus on quantity over quality can hinder workers from exploring different working methods or altering the order of tasks. Employee involvement and participation constitute organizational control.

According to Carayon (1993), when an organization has high control over its employees, the negative characteristics of EPM will be less stressful compared to organizations with low control. Workers experience less stress when they have a say in decisions that impact their job. Social support refers to the functional nature of relationships and plays a critical role in reducing stress in highly intensive, frequent, continuous, and irregular monitoring systems, as defined by Carayon (1993). The presence of social support from supervisors and coworkers helps mitigate the effects of negative characteristics of EPM on worker stress. By applying this conceptual model, we can now analyze the implications for work organization and management in an EMP system.

The stress effects of EMP could be mitigated by effective design and use of the EPM system. A relevant, complete, and non-intensive system is necessary to achieve its intended purpose. The preceding discussion examined the drawbacks of monitoring systems and how these can diminish employee work motivation. However, it is important to note that every negative implication also has a positive implication.

The most important factor that will encompass and support the others is the concept of a fair and equitable system of employee monitoring. Vaught (2000) suggests that with proper design, it

is possible to achieve increased productivity, satisfaction, and reduced stress simultaneously, at least for the majority. Throughout history, management has always monitored employee behavior to some extent. Supervision plays a crucial role in enhancing the quality and productivity of employees' work. Vaught's research (2000) provides a number of case examples where companies have successfully used employee monitoring to improve productivity and customer service. The key lies in how computer monitoring is implemented.

One aspect of enhancing job satisfaction is through job enrichment, which involves modifying the responsibilities of a job in a way that gives employees the chance to achieve recognition, engage in stimulating work, take on more responsibility, and advance in their careers. This can be done using electronic monitoring systems. According to Herzberg, these factors are considered motivators because they are linked to increased effort and improved performance. On the other hand, hygiene factors such as company policy and administration, technical supervision, salary, interpersonal relations with superiors, and poor working conditions are associated with employee dissatisfaction. Rather than assigning employees more tasks of similar difficulty, it is more effective to provide them with greater responsibilities.

In table (), there are seven principles that managers should follow to motivate individuals by incorporating motivators into an individual's job. The job characteristic model, which is a direct result of job enrichment, pertains to supervisors being able to monitor their employees and still maintain their motivation. This model, a contingency approach, aims to identify the specific situations and individuals for which job design is most effective (Kreitner and Kinicki, 1998). Richard Hackman and Greg Oldman, two researchers, used this job characteristics approach to determine how work can be structured

in a way that internal motivation is achieved by employees. Figure () illustrates that internal work motivation is influenced by three psychological states, which are fostered by the presence of five core job dimensions.

The overall method of this approach is to enhance internal motivation by creating jobs with the five core job characteristics. Job design, as mentioned earlier, greatly influences workers' attitudes and minimizes the negative effects of monitoring. Research by Vaught (2000) has demonstrated a positive correlation between perceived procedural fairness of EM and satisfaction with the system. Therefore, it is recommended to adopt a monitoring system that is consistent, flexible, accurate, and aligned with employee morals and ethics. Ultimately, the goal is to establish a fair and equitable system of EM.

The use of computer monitoring in practice has a profound impact on workers' attitudes, behaviors, and even managerial attention to performance appraisal, feedback, and supervision standards (Vaught, 2000). By considering how employees are monitored, managers can mitigate the negative effects of monitoring. Furthermore, it is crucial to consider employees' motivation, which is why Adam's equity theory of motivation and concepts of distributive and procedural justice should be taken into account. Adam's model acknowledges people's desire for fairness and justice in social exchanges and relationships (Kreitner and Kinicki, 1998).

The text discusses three main types of relevant others that individuals use to make equity comparisons. These include others within or outside the organization who hold similar positions, self-comparisons over time and against one's ideal ratio, and comparisons based on exchanges between an individual and the organization (Kreitner and Kinicki, 1998).

In terms of comparing outcomes to inputs, there are three equity relationships that people can perceive:

equity, negative inequity, and positive inequity. However, the most important concern for managers is inequity. When using an electronic monitoring system (EM system), if the comparison person enjoys greater outcomes for similar inputs, negative inequity will be perceived. Consequently, this will lead to a significant decrease in motivation over time.

Table () presents eight potential methods for reducing inequity. It is worth noting that equity can be restored by modifying one's behavioral and/or cognitive equity ratios (Kreitner and Kinicki, 1998). The definition of equity has recently been broadened to encompass two distinct elements. The first component, known as distributive justice, pertains to the perceived fairness of resource and reward distribution or allocation (Kreitner and Kinicki, 1998).

The second type of justice is procedural justice which refers to the perceived fairness of the process and procedures used to make allocation decisions (Kreitner and Kinicki, 1998). In other words, if employees believe that the system used to judge them is performed fairly, then they are more likely to have a positive view of the system (Vaught, 2000). Managers must understand the importance of perceived fairness when implementing EM. Table () provides some considerations that managers must take into account. The question is not whether or not management should monitor their employees, but rather how they should do it. It is clear that EM systems should be designed and implemented with fairness in mind (Vaught, 2000).

According to Vaught (2000), an EM system must possess certain characteristics in order for both the employee and the employer to benefit from it. These include consistency, freedom from bias, relevance, provision of feedback, job-relatedness, and most importantly, perceived fairness. The purpose of our paper

is to shed light on the implications of an EM system on employee work motivation, with the intention of providing guidance to management. It is estimated that between 6 to 20 million employees are impacted by some form of electronic monitoring (Vaught, 2000). The topic of EM systems is controversial, as we have demonstrated. While managers strongly believe in their effectiveness, they need to fully comprehend the associated implications. When designing and implementing EM systems, it is crucial to prioritize consistency, fairness, and the ethical values of employees.