In particular, employees can feel as though they have a lack of privacy and that they are constantly being micro-managed. Studies have shown that workers who are monitored through outlets such as call centres have elevated levels of depression and anxiety (Holman, 2002). As the worker loses their autonomy, it is also common for them to lose a substantial degree of intrinsic motivation. Another negative consequence of employee monitoring is that workers often lose trust in the organization and feel that the company does not support them. In some cases, there may be an invasion of privacy as the worker's private information becomes visible to data monitoring systems. In order to avoid worker dissatisfaction, it is imperative that companies implement communication strategies that ensure that workers feel supported and do not expose confidential information. When hiring an employee, a company should clearly explain all employee monitoring strategies utilized and justify why they are necessary (Alder, Noel, Ambrose, 2006). Companies should also go to extreme lengths to make their workers feel supported as this will increase employee trust and intrinsic...

Employers are often not fond of technology because it provides more outlets for workers to deviate from their necessary tasks. Meanwhile, employees do not care for technology because it enables them to be more easily micro-managed by their workplace superiors (Ciocchetti, 2011). Ultimately, employee monitoring is an unavoidable component of the modern-day workplace environment, but companies must remain transparent about their procedures and the justification behind them.
References

Alder, G.S., Noel, T.W., & Ambrose, M.L. (2006). Clarifying the effects of Internet monitoring on job attitudes: The mediating role of employee trust. Information and Management, 43(7), 894-903.

Ciocchetti, C.A. (2011). The eavesdropping employer: A twenty-first century framework for employee monitoring. American Business Law Journal, 48(2), 285-369.

Holman, D. (2002). Employee well-being in call centres. Human Resource Management Journal, 12(4), 35-50.