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Workplace Surveillance and Managing Privacy Boundaries

University of Arkansas, Fayetteville

Stephanie J. Coopman

San Jose State University

Joy L. Hart

University of Louisville

Kasey L. Walker

University of Arkansas, Fayetteville

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.

Key Words: electronic surveillance • employee privacy • communication privacy management theory

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Management Communication Quarterly, Vol. 21, No. 2, 172-200 (2007)
DOI: 10.1177/0893318907306033


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This Article Abstract Free Full Text (Free PDF) Free Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Watkins Allen, M. Articles by Walker, K. L. Search for Related Content Social Bookmarking                         What's this?