17 Psychosocial risks
Intrusive Surveillance
Intrusive surveillance refers to the use of unreasonable surveillance methods or tools used to monitor and collect information about workers at work, beyond the purposes of performance monitoring.
Examples of intrusive surveillance may include:
unreasonable level of supervision/oversight
tracking when and how much a worker is working through methods such as keyboard activity trackers
monitoring emails, files and internet use
covert surveillance by webcams on work computers
tracking calls and movements made by the worker using CCTV and trackable devices
technology that allows the PCBU to remote access (without worker knowledge/permission) and take screenshots of a workers’ computer
GPS monitoring of workers’ movement in company vehicles for the purpose of work performance monitoring, as opposed to other reasons such as safety considerations.
Effects of intrusive surveillance
The design and implementation of monitoring, as well as the management practices, procedures and policies associated with it, may influence the occurrence of psychological harm within the workplace. If the purpose of monitoring is unclear and not governed by an effective policy, these types of surveillance risk being perceived as excessive.
Intrusive surveillance could lead to increases in:
work intensity
resistance or counterproductive workplace behaviour
stress
presenteeism
staff turnover.
It can also decrease productivity, job satisfaction and worker attachment to the organisation.
Intrusive surveillance can have a negative impact on:
worker wellbeing
work culture
perceptions of privacy, fairness, and trust
autonomy and creativity.
How intrusive surveillance affects additional psychosocial risks
Intrusive surveillance has the potential to exacerbate other psychosocial hazards such as remote and/or isolated work and low job control. This can create a workplace culture where workers feel undervalued, overly monitored, and lacking in autonomy. However, if surveillance is implemented as part of a balanced and well-considered safety management approach, it can offer benefits to employees, provided it is applied cautiously and tailored to the specific needs of an organisation.
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psychosocial risks
Please note that the information on this page is based on guidance from Comcare’s psychosocial resources. Definitions, terminology, and regulatory expectations may vary by state, territory, or country. Each psychosocial risk has its own dedicated page, and ReFresh is designed to adapt to the specific regulations and frameworks that apply in your jurisdiction, supporting organisations operating across different regions worldwide.