Working conditions and sustainable work

Employee monitoring and surveillance: The challenges of digitalisation

Report
Objavljeno
9 prosinca 2020
pdf
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Autor(i): 
Riso, Sara

Osnovni pokazatelji

  • Technological change has opened the door to more intrusive employee monitoring and surveillance. Regulatory provisions in EU Member States are often out of step with technological developments. National regulatory frameworks must become future-proofed and respond to the challenges of new digital technologies.
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  • Technological change has opened the door to more intrusive employee monitoring and surveillance. Regulatory provisions in EU Member States are often out of step with technological developments. National regulatory frameworks must become future-proofed and respond to the challenges of new digital technologies.
  • National data protection authorities have an important role to play in enforcing existing rules and implementation of the GDPR in national legislation has, in some cases, expanded their scope of activities.
  • At European level and in several Member States, trade unions have been vocal in raising concerns about the potential infringement of workers’ fundamental rights due to the use of advanced technologies in the workplace.
  • The use of electronic monitoring can potentially limit work autonomy and diminish employees’ well-being and trust in management, as well as creating possibilities for infringements of workers’ privacy. The use of monitoring technologies may also include game-like dynamics, with additional pressures on workers to meet performance targets.
  • Companies using data analytics to monitor employee performance have better performance outcomes than companies not using such tools – but there is a small, negative association between the use of data analytics to monitor employee performance and workplace well-being.
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Sažetak

New digital technologies have expanded the possibilities of employee monitoring and surveillance, both in and outside the workplace. In the context of the increasing digitalisation of work, there are many issues related to employee monitoring that warrant the attention of policymakers. As well asRead more

New digital technologies have expanded the possibilities of employee monitoring and surveillance, both in and outside the workplace. In the context of the increasing digitalisation of work, there are many issues related to employee monitoring that warrant the attention of policymakers. As well as the often-cited privacy and ethical concerns, there are also important implications for worker–employer relations, as digitally enabled monitoring and surveillance inevitably shift power dynamics in the workplace. Based on input from the Network of Eurofound Correspondents, this report explores the regulatory approaches to workplace monitoring in Europe, and the many challenges arising from the use of new digital technologies. Drawing from empirical and qualitative research, the report also provides some insight into the extent of employee monitoring in Europe and the implications for job quality and work organisation.

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  • Izvješće

    Broj stranica: 
    56
    Referentni broj: 
    EF20008
    ISBN: 
    978-92-897-2123-3
    Kataložni broj: 
    TJ-01-20-638-EN-N
    DOI: 
    10.2806/424580
    Catalogue info

    Employee monitoring and surveillance: The challenges of digitalisation

    Autor(i): 
    Riso, Sara

    Oblici

    Upućivanje na ovu publikaciju: 

    Eurofound (2020), Employee monitoring and surveillance: The challenges of digitalisation, Publications Office of the European Union, Luxembourg.

  • Tables and graphs

    List of tables

    • Table 1: Definitions of technologies used for employee monitoring and surveillance
    • Table 2: Relevant national legislation addressing employee monitoring and surveillance
    • Table 3: Prevalence of monitoring and surveillance systems reported by employers (%), Norway, 2016
    • Table 4: Prevalence of monitoring and surveillance systems reported by employees (%), Norway, 2019
    • Table 5: Proportion of employees agreeing with statements about monitoring measures in the workplace, Norway, 2019 (%)

    List of figures

    • Figure 1: Use of data analytics for process improvement and/or monitoring employee performance, EU27 and the UK (%)
    • Figure 2: Use of data analytics to monitor employee performance by broad sector, EU27 and the UK (%)
    • Figure 3: Use of data analytics to monitor employee performance by company size, EU27 and the UK (%)
    • Figure 4: Use of data analytics to monitor employee performance by employee representation and influence over work process change, EU27 and the UK (%)
    • Figure 5: Techniques and devices for employee monitoring and surveillance
    • Figure 6: Use of data analytics to monitor employee performance by different work organisation modalities, EU27 and the UK (%)
    • Figure 7: Use of data analytics to monitor employee performance by the proportion of workplaces with high-performance workplace characteristics, EU27 and the UK (%)
    • Figure 8: Use of data analytics to monitor employee performance and workplace outcomes, EU27 and the UK (%)
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