The paper “ Employee Privacy Rights in the Workplace” is a perfect version of a literature review on human resources. This paper maintains that employee monitoring is a positive action in the workplace because it allows the employer to see the performance of their employees. This position is being taken in the light or the invocation of the right privacy among workers in the workplace. It will discuss the advantages and disadvantages of having monitoring systems. The paper defends position where the advantage far outweighs the disadvantages of having monitoring systems The right employers to monitor employee performanceEmployers pay the employees salary and therefore management has the right to control and direct the performance of work in the workplace.
In providing so providing goods and services, the employer has the prerogative to train employees and to bring the level of performance that would sustain its business and earn profits accordingly. Mishra & Crampton (1998) cited the reality of business monitoring when they said: Managers use several types of employee monitoring systems. Some of the most commonly used are computed monitoring, which measures employee keystroke speed and accuracy; video surveillance, which detects employee theft, horseplay, and safety, spying, which uses detective techniques, when there is a suspicious activity within the workplace; eavesdropping and phone tapping, which track incoming, outgoing, and the frequency of employee phone calls; and the active badge system, which tracks an employee’ s location within the workplace. The same authors admitted that despite the recent appearance of theses high-tech-monitoring systems, employee monitoring is not new to the business world.
Citing Losey (1994, p. 770) they mentioned about “ employee monitoring has been utilized in the manufacturing industry for several decades to track output, inventory and general efficiency.
They, citing Attewell (1987), even reported that prior to 1913, mechanical keystroke counters (cyclometers) and other methods were used or measuring typing output, and since the 1920s telephone calls have been monitored. They quickly pointed out that what has changed in most recent years is the method of supervision and extent of information gathering capabilities available. Inferentially, Mishra & Crampton (1998) said that electronic monitoring, although newer in origin, is intrinsically nor more invasive than traditional supervision.
They, however, realized the fact that for some employees, it may actually be less than direct personal supervision. Advantages for employeesMonitoring as a management tool may not necessarily mean it is always against employees. In discussing its advantages for employees Mishra & Crampton (1998) said: “ Electronic monitoring offers a distinct advantage to the employee: it is objective” (Workshop, p 1025). This is a benefit because it provides an unbiased method of performance evaluation and prevents the interference of the manager’ s feelings in an employee review. Electronic-generated information offers uniform and accurate feedback on past performance.
Thus, the evaluation will solely be based on the quantity and quality of an employee’ s work, rather than on managers’ opinions. Mishra, & Crampton (1998) further stated another advantage, which is, providing feedback to employees on their work performance that instead of listening to a manager tell how to do you a job, rules, and standards are established. The authors said: “ In this case, monitoring is used as a tool to show employees their work habits and what they need to change to improve their performance… This knowledge can increase employee performance and efficiency. ” They cited De Tienne (1993.p. 35) about a study conducted by Christopher Earley in 1988, which indicated that the computer-based feedback has a greater impact on an employee’ s performance if he or she receives it directly from the system than if it is provided by a supervisor.