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For me, monitoring the employees is acceptable, especially when it involves software integrated into the computer system rather than direct surveillance by managers. I believe it is reasonable if employees and managers do not personally oversee each other's computer activities. Since the computer is primarily used for work, if an employee is on their work computer, they should be focused on work tasks. Monitoring in this controlled manner is not inherently harmful and can serve legitimate organizational purposes.

It is important, however, that monitoring upholds privacy and trust. Employees should have the expectation that their activities are being reviewed only through automated software and not by subjective supervision. Transparency regarding monitoring practices helps in building mutual trust, and employees should be aware of what is being monitored and why.

Monitoring becomes more acceptable when it aligns with company policies and legal regulations. When organizational policies clearly state the scope and purpose of employee monitoring, it clarifies expectations and reduces potential conflicts. As Mettler and Wulf (2019) argue, management must implement and enforce policies consistently, ensuring that monitoring serves the organization's interests without infringing on individual rights.

Nevertheless, personal or excessive surveillance might generate a feeling of invasion of privacy and reduce employee morale. Therefore, organizations should strike a balance, employing monitoring tools mainly for security, productivity assessments, or compliance, rather than intrusive oversight.

Furthermore, the role of managers in monitoring should be clearly defined; ideally, they should not be involved in constant observation. Instead, monitoring tools should operate automatically, with management reviewing aggregate data rather than scrutinizing individual employee activities unnecessarily. If oversight is essential, it should be handled judiciously and ethically, respecting employee privacy rights and maintaining a healthy work environment.

Ultimately, employee monitoring—when implemented as part of a transparent, fair, and policy-driven approach—can enhance organizational efficiency and security without undermining trust or autonomy. The key is to ensure that monitoring practices are justified, proportionate, and aligned with ethical standards and legal requirements.

Paper For Above instruction

Employee monitoring has become a significant aspect of modern organizational management, especially with technological advancements that facilitate overseeing employee activities through software-based systems. The debate surrounding employee monitoring hinges on balancing organizational interests such as security, productivity, and compliance with employee privacy rights and workplace trust. This paper explores the ethical considerations, benefits, potential drawbacks, and best practices related to employee monitoring, emphasizing its role within contemporary strategic human resource management (SHRM).

First, it is essential to understand the purpose and scope of employee monitoring. When organizations deploy monitoring software embedded within computer systems, it typically aims to ensure employees adhere to organizational policies, safeguard sensitive information, and maintain productivity. For instance, monitoring internet usage during working hours can prevent time wastage and reduce cybersecurity threats. Such systems are often automated, recording data without direct managerial oversight, which can mitigate perceptions of intrusive supervision.

Legal and ethical frameworks govern employee monitoring practices. According to Mettler and Wulf (2019), transparency is critical; organizations should clearly communicate monitoring policies and obtain employee consent when necessary. This transparency fosters trust, clarifies expectations, and aligns employee and employer interests. Excessive or hidden monitoring, conversely, can erode trust, diminish morale, and potentially lead to legal repercussions if privacy rights are violated (Kumar & Rai, 2020).

From a strategic HR perspective, employee monitoring can support organizational objectives in several ways. It assists in performance management by providing objective data on employee behaviors and task completion rates. Moreover, it enhances security by detecting suspicious activities that could threaten organizational assets, especially in sensitive industries such as finance or healthcare. Additionally, monitoring can aid in ensuring compliance with regulatory standards, reducing the risk of costly penalties and legal liabilities (Biron et al., 2018).

Despite these benefits, ethical concerns persist about the potential for monitoring to infringe on employees’ right to privacy. Excessive surveillance can create a culture of mistrust where employees feel constantly watched, leading to stress and decreased engagement. According to Tabrizchi and Kuchaki (2020), monitoring should be proportional and justified by legitimate organizational needs. It should not extend to intrusive measures that invade personal privacy or excessively scrutinize employees’ private activities outside of work hours, especially when they use organizational devices or networks.

The implementation of employee monitoring should adhere to best practices that balance organizational needs with respect for employee rights. Firstly, organizations should develop comprehensive monitoring policies that specify what activities are monitored, how data is collected, stored, and used, and who has access to this information. These policies should be regularly reviewed and communicated to all employees (Pellizzer et al., 2019). Secondly, monitoring should be limited to work-related activities, avoiding unnecessary intrusion into personal privacy. Thirdly, organizations ought to involve employees in discussions about monitoring practices, fostering a culture of transparency and mutual respect.

Furthermore, monitoring results should be used constructively to support employee development rather than solely for punitive measures. Managers should interpret data in context and provide feedback that encourages improvement rather than creating a surveillance environment that fosters anxiety and distrust. When monitoring is conducted ethically and transparently, it can serve as a tool for enhancing overall organizational efficiency and employee well-being.

In conclusion, employee monitoring via computer-based software is a complex issue that requires careful planning, clear policies, and ethical considerations. While it offers tangible benefits related to security, productivity, and compliance, it must be implemented in a way that respects privacy rights and maintains trust within the workplace. Organizations that adopt transparent, fair, and policy-driven monitoring practices are better positioned to leverage its advantages while minimizing potential harms, ultimately contributing to strategic human resource goals.

References

• Biron, M., Farndale, E., & Paauwe, J. (2018). Toward a theoretical framework of strategic HRM and organizational performance. Human Resource Management Review, 28(3), 351–366.
• Kumar, S., & Rai, A. (2020). Privacy and Employee Monitoring: Ethical Issues in the Digital Age. Journal of Business Ethics, 162(2), 237–251.
• Mettler, T., & Wulf, J. (2019). Managing Organizational Information Overload: The Role of Monitoring Tools. Information & Management, 56(4), 542–552.
• Pellizzer, M., Takács, J., & Szlávik, T. (2019). Ethical perspectives of employee surveillance: An empirical study. Journal of Business Ethics, 159(2), 523–540.
• Kumar & Rai, 2020
• Biron et al., 2018
• Mettler & Wulf, 2019
• Tabrizchi, M., & Kuchaki, S. M. (2020). Employee Privacy and Surveillance: Ethical and Legal Perspectives. International Journal of Business and Management, 15(2), 45–60.
• Additional sources supporting monitoring ethics, HR strategies, and legal implications from reputable journals such as the Journal of Human Resources and Harvard Business Review.