The Internet has given a powerful window on the world to every office worker with a personal computer and a web connection, it is also a powerful distraction. The very definition of what is private is up for grabs as lines between working hours, personal time and home life. The informality of the medium lends itself to the rapid transfer of a company's trade secrets outside the organization. What they can't send via E-mail angry employees can be carried on a floppy disk.
The managers are much more aware and much more nervous about productivity. For that, they provide E-mail services to their employees as an efficient means of facilitating both intra company communication and communication with the outside client base. E-mail serves to increase the efficiency of today's work place because it is inexpensive to provide, simple to install and easy to use. However, despite these efficiencies, this technological advancement is also creating collateral problems concerning issues of employee privacy that today's legal environment appears unprepared to solve.
In fact, many employees operate under the false assumption that personal E-mail messages sent from work are protected from their employer's scrutiny.
All today's businesses are constantly attempting to increase employee efficiency, for that the managers are becoming more concerned with improving their employees' hourly productivity for that he provides for him the most current technology to improve their performance that consecutively increases the organization performance. This role of the manager is known as performance management.
Armstrong and Baron (1), define performance management as' a process which contributes to the effective management of individuals and teams in order to achieve high levels of organizational performance.
Performance management is a systematic process which an organization involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of the organization mission and goals. Employee performance management includes:
* Planning: Means work and setting expectations continually for groups and individuals to channel their efforts toward achieving organizational objectives
* Monitoring: Will mean consistently measuring performance and providing ongoing feedback to employees and workgroups on their progress toward reaching their goals
* Developing: Means increasing the capacity to perform, periodically through training
* Rating: Summarizing employee performance from time to time
* Rewarding: Means recognizing employees, individually and as members of groups, for their performance and acknowledging their contributions to the organization's mission
Great work has been done to ensure that these regulations would complement and not conflict with the kind of activities and actions practiced in effective organizations.
In this study we will study the role of E-monitoring in increasing and improving the performance of the employees.
The manager often monitor employee telephone calls and some companies also record the time each employee spends on bathroom breaks. These attempts to monitoring employee behavior, are silly as some may appear, represent aspects of legitimate struggle between the employer's ability to conduct its business operations and the employees privacy rights, between worker efficiency and worker sanity and between technological advancement and current laws operating behind the technological curve. In fact, the manager has many legitimate reasons for desiring to monitor their employees' E-mail usage to maintain employee productivity.
Many attempts have been done in the context of E-monitoring that concentrate on the negative consequences of E-monitoring that affected the employees' performance. In which the psychological aspects and the stress and the violation of privacy of the employees that are caused by E-monitoring have been studied. The positive effect of E-monitoring from the employees' point of view which ensures the peacefulness of the work and affects performance of the employees has not been studied. For that we will focus on the idea that E-monitoring is useful from the employees' point of view and is also useful to the organization. We have done an induction of the opinions of the employees by distributing a questionnaire to different categories of employees. Our results reveal the desire of large portion of employees to be monitored for different reasons some of which are the elimination of recommendations and the evaluation of the contributions and many other reasons will be discussed and analyzed in our study.
E-monitoring toward performance management: In 1960, the concept of electronically monitoring in the United States, Canada and the United Kingdom was introduced to reduce prison population. Later, the use of electronic monitoring is disseminating to many other different fields such as business, home and jurisdiction monitoring. ...
In general, the manager has the right to be able to check the performance and activities of an employee. Merely this task is accomplished by physical checking of the employee performance and watching the way he or she works or it is done by measuring the amount of work carried out in a given period of time. This practice has evolved with the development of technology and it is now possible to observe the activities of an employee using various electronic methods. The electronic methods which are used now vary according to the task being performed. These include methods that can be used to monitor telephone...