#21183
#21190
In the April 2003 issue, Intercom printed a hypothetical dilemma by John G. Bryan entitled 'Alienation.' A summary of this story appears in the box on this page; reader responses appear below. The responses do not reflect the views of STC's ethics committee and may have been edited for length.
Bryan, John G. Intercom (2003). Articles>Workplace>Ethics>Security
#30741
Workplace Surveillance and Managing Privacy Boundaries 
According to communication privacy management (CPM) theory, people manage the boundaries around information that they seek to keep private. How does this theory apply when employees are monitored electronically? Using data from 154 face-to-face interviews with employees from a range of organizations, the authors identified various ways organizations, employees, and coworkers describe electronic surveillance and the privacy expectations, boundaries, and turbulence that arise. Privacy boundaries are established during new-employee orientation when surveillance is described as coercive control, as benefiting the company, and/or as benefiting employees. Correlations exist between the surveillance-related socialization messages interviewees remember receiving and their attitudes. Although little boundary turbulence appeared, employees articulated boundaries that companies should not cross. The authors conclude that CPM theory suppositions need modification to fit the conditions of electronic surveillance.
Watkins Allen, Myria, Kasey L. Walker, Stephanie J. Coopman and Joy L. Hart. Management Communication Quarterly (2007). Articles>Workplace>Security>Privacy
