Post-pandemic, the Hamlet-like dilemma of ‘work from office or work from home’ has led to a battle of push and pull. Many corporates and companies are insisting on employees reporting to their work desks or suffering losses in terms of less pay or even termination. On the other hand, we have employers like Spotify advertising that they do not want to treat their employees as children and trust them to perform wherever.
Joining the battle of performance and reporting to work are research and studies that slightly tilt towards some sort of managerial supervision for better performance.
A recent study from the University of California San Diego (UCSD) and the Massachusetts Institute of Technology (MIT) highlights the limitations of digital surveillance in monitoring remote workers’ productivity. The research underscores that mere implementation of monitoring software is insufficient; instead, productivity improves on engagement and interactions on decision-making processes.
Surveillance in remote work
The prevalence of digital monitoring tools has surged, particularly since the onset of the COVID-19 pandemic. According to a 2022 survey, 78% of employers reported using some form of employee monitoring software to track performance and online activities. Furthermore, Gartner research indicates that the number of large employers employing such tools has doubled since the pandemic began, with projections suggesting this will rise to 70% in the coming years.
“A lot of organizations adopted new digital tools to manage remote work—for example, digital monitoring tools and new communication platforms, but in the absence of complementary management practices, these tools do not necessarily support remote work success,” said Elizabeth Lyons, associate professor of management at the UC San Diego School of Global Policy and Strategy and coauthor of the study. “Our results suggest the money spent on these digital tools may not have been money well spent, and that might be one of the reasons so many firms are saying that ‘in the longer run, remote work hasn’t really worked out.’”
Study overview
The study involved a randomized control trial with 434 remote workers on Upwork, assessing the impact of digital surveillance on productivity. Participants were divided into groups based on their performance levels. Low-performing workers were either told they needed to continue using surveillance tools or allowed to opt-out, while high-performing workers faced similar scenarios regarding their monitoring status. The findings revealed that both the removal and continuation of digital monitoring without clear explanations led to significant drops in productivity—around 17% for both low and high performers.
Elizabeth Lyons stated, “These results reveal that simply applying surveillance is not enough to improve productivity.” She emphasized that clarity in managerial decisions regarding surveillance is crucial for enhancing worker performance.
The research also showed that those high performers who reported to work without te need for surveillance did not feel rewarded or any sense of achievement. Instead, they wanted to be compensated for their efforts.
Post-Pandemic work dynamics
The findings resonate with previous research indicating that regular communication between remote workers and their managers boosts productivity. Many companies, including Amazon and Starbucks, have mandated a return to office work, which may reflect a broader skepticism about remote work’s effectiveness. This skepticism is further supported by Lyons’ assertion that investments in managerial engagement might yield better returns than expenditures on monitoring technologies.
Comparative studies
Other studies have shown similar traits among employees. A systematic review conducted during the pandemic found that excessive supervision can negatively impact employee morale and productivity. Additionally, research has shown that while digital surveillance can provide insights into worker performance, it often fails to capture the full scope of an employee’s contributions, particularly those tasks completed offline or during breaks.
As organizations navigate the complexities of remote work in a post-pandemic world, this study serves as a critical reminder: effective management practices are essential for fostering productivity. Engaged management—not just digital oversight—may be the key to unlocking potential in remote work environments. As companies continue to adapt their strategies, understanding the balance between monitoring and managerial engagement will be vital for long-term success.