Work-stress 'fuelled by employee surveillance'

The study, funded by the Economic and Social Research Council, concluded that ICT monitoring in the workplace was "widespread" in the UK. Over half (52%) of employees reported that computer systems kept a log or record of their work, while almost a quarter (23%) said such information was used to check their performance.

One in five managers in UK firms also admitted that "all" of their staff were covered by computer-based monitoring systems.

The researchers claimed the main consequence of ICT surveillance had been a "sharp increase in work strain" - involving feelings of exhaustion, anxiety and worry to do with work.

They reported a 7.5% increase in work strain for employees whose work was checked by ICT systems, compared with those in similar jobs but who were controlled by more "traditional methods". This rose to 10% for administrative and white-collar workers.

Adverse effects

Michael White of the Policy Studies Institute, one of the authors of the research, claimed: "ICT surveillance can seriously damage employees' well-being."

There were also "adverse effects" on semi-skilled and routine workers, including not only employees on production lines, but also those working in the distribution sector whose work was now monitored electronically - such as order-fillers, shelf-fillers, and check-out staff.

ICT monitoring also applied to many managers and professionals, according to the report, although it appeared to have no adverse effects for this group. The researchers concluded this was probably because such monitoring only applied to "minor aspects" of their work, such as use of email and the internet.

Other 'strains'

The study went on to identify three other factors that increased work demands or work strain in modern businesses.

The first was insecurity or fear of job loss for those in workplaces that had been "downsized" or where closure and redundancy was expected in the near future. The second, which particularly affected managers (around three in 4), was taking part in pay-for-performance incentive schemes based on individual achievement.

Finally, involvement in "intensive human resource management practices" geared to achieving higher performance was undermining family life for many workers.

"Practices such as team-based organisation, developing individual potential, and providing incentive are widely held to be essential for a modern high-performing business, and are also thought to be good for employees’ morale," said the report.

"Yet these approaches inevitably put pressure on employees to perform. This in turn puts pressure on the family in a variety of ways."