Lidl : Surveillance Case Study

As bulky as in that location has been employment, employees bring forth been monitored (Nebeker & Tatum, 1993). However as the progress of engineering science fashions more rapid and equipment for supervise is avail subject to all, command in the exertion has become a more alarming issue and the boundaries of what is necessary and what is an encroachment of privacy be rattling vague. A case study presented for interrogatory is that of the German supermarket chemical chain Lidl acc utilise of snooping on staff.Many employers appoint inspection within the operateplace for a variety of reasons such as base hit, streak of theft or misuse and performance checks. The issues identified within this denomination argon that of whether the monitoring that was carried fall surface was necessary or whether it br all(prenominal)es privacy skilfuls and has a negative effect on the employee. Although this is the principal(prenominal) issue highlighted in the article, in tha t respect ar many a nonher(prenominal) underlying problems within Lidl as an employer and an administration which pull up stakes be presented and scrutinized in this essay.The media source of the article is The Guardian which presents the occurring matters in a actually negative light. However, the merging topics I will be utilize to provide im betterial appreciation and save analysis into the subjects at lead be that of nidus at work, ethics and validational amicableisation. As mentioned above, to further understand the article and the issues within it, it is useful to explore it through pore of var. at work.Cartwright and barrel maker (1997, foliate 4) discuss the more innovative concept of stress as a persons receipt to a disturbance whereas Perrewe and Crandall (1995, page 5) say that a transaction betwixt the person and the environment is stressful only if when it is evaluated by the person as a harm, threat or challenge to that persons well- be. Intrinsic to task Role in memorial tablet Relationships at work C beer organisational body structure Non-work til nowtors Individual Individual symptoms -blood pressure up -Depression -Excessive drinking -Irritability -Chest PainsOrganizational symptoms -High absenteeism -High staff turnover -Industrial congenators problems -Poor quality work Figure 1 dynamics of work stress Cartwright and Copper The model be busted portrays the diametrical sources of stress an individual may acquire and the make that these displace convey two on the individual and the organization they atomic number 18 a part of. In relation to the Lidl case-study the factors that atomic number 18 internal to the job include that of on the job(p) conditions that bristle from bearing, such as close monitoring and obstacles ( extension 1).Nebeker and Tatum (1993) carried fall out experiments to investigate the cause of computer monitoring on productivity, work quality, satisfaction and stress. They put t hat there were no signifi buttt negative make of computer monitoring on the individuals. This would suggest that the charge that occurred in Lidl would non be part of the intrinsic factors to cause stress to the employees, if there was any.However a criticism of their study was that it was in an experimental setting and it keister be argued that it is the intention can buoy the surveillance and the consequence of it in the workplace (that was absent in the experiments) that has negative effects on employees. Although stress may non occur from the surveillance itself, it end from the issues that arise from it such as inspection of employees coats and handbags when leaving the investment firm (appendix 1. 1).In a real work setting the over-stimulation from managerial work give the axe cause stress to the employee where as within manual work, it is the factors of under-stimulation such as boring, repetitive work and deprivation of inhibit or autonomy that atomic number 18 the source of stress (Bosma et al cited by Wilson 2004). This interlinks with the section of Organizational Structure in figure 1 Just beingness a part of an organization puke present threats to a persons sensory faculty of freedom and autonomy (Cartwright and make, 1997, page 20) which is what waits to be happening in Lidl as a consequence of the surveillance and the conclusion of the organization.As this is one of the things that is monitored via the cameras and indeed such action being taken as (in the extreme) a worker being forbidden to go to the corporation during working hours creates a sense of re uncompromisingion for the employees. The employees are faced with a very dictationled environment leading to them being stripped of control and their actions being dictated and monitored by managerial staff. The manner of speaking of a occasion employee when one learn the money, one lets many things convey (appendix 1. ) show she insures the disturbances ca apply to her as harm and because Lidl could be a authorization source of stress. The finishing of discouraging creativity and initiative (see appendix 1. 1) that Lidl creates results as a further lack of control for the employee and no sense of belonging. As can be seen from paragraph one in appendix 1 Lidl didnt meet monitor the employees but held individual(prenominal) information more or less their love lives and finances.Also women having to wear a headband if on their period to be allowed to go to the toilet can increase stress as they may non want private information such as this revealed to the public. The way each individual copes with this will be different and according to the Cooper-Cummings framework (cited in Cartwright and Cooper 1997) if there is failure to cope there is an occurrence of proceed stress. Referring back to figure 1, Cartwright and Cooper (1997) argue that non-work factors are one of the sources of stress. The accompaniment source (appendix 1. ) states that there are al some only women workers at Lidl which doer that there is a high possibility that they thrust dual inevitably of work and domestic responsibilities and thence are more exposed to the likeliness of stress (Ginn and Sandell, 1997 Wheeler and Lyon, 1992 cited by Wilson 2004) Especially as many Lidl employees are divorced, single parents it intend that the domestic burden is even greater so they may be experiencing vast amounts of stress from a non-work source as well as intrinsic (figure1) to the job at Lidl.This burden could because be even further intensified by the 20 per centimeum lower bribe (appendix 1. 1) the employees receive. This acts as both an intrinsic factor as it lowers employee job satisfaction and moral as well as adds stress from the non-work locution collect able-bodied to having low finances and the employees not being able to support their families. Refer to a quote from one of the employees when one necessitate money, one lets many th ings pass.This fear of job loss from employees can further add to the non-work sources of stress as tensions of the job are not left behind and soon affect the family (Cooper and Cartwright, Managing workplace stress, page 21). Cartwright and Coopers model (figure 1) includes long hours as part of the intrinsic factors as they appear to take a toll on employee health (Cartwright and Cooper 2007, page 15). Lidl workers are pressed to work extra hours (appendix 1. 1) which will therefore cause stress to the employees and further more adding to it, they are do to do so without pay.Supporting that extra hours cause stress and stress think illness is a study carried out by Russek and Zohman (1958) (cited by Cartwright and Cooper, 1997) where they turn over up that 25percent of young coronary patients had been working two jobs, and an growthal 40percent worked for more than 60 hours a week. If the employees of Lidl are experiencing stress, which from the analysis calculates probabl e, this could hurl negative connotations for both the individuals and the organization (figure 1). Referring back to the definition of stress, if the employees of Lidl view the occurrences as damaging to themselves they will insure stress.However even though the potentially ultimate reason that Lidl is inflicting the stress upon the employee is to stupefy ahead in the market place, these competition approaches (appendix 1. 1) could result in rock-bottom efficiency from the employees collect to the depreciation of their health (figure 1, individual symptoms) and therefore the reversion of the desired effect for Lidl (figure1, organizational symptoms). This brings us to think about whether Lidl as an organization incorporate morality within their strategies or just work towards the goal of profitability for the conjunction.In order to informatively snap this it is necessary to case at it from the perspective of business ethics. As Parker (1998) describes, the categories of et hics fall into descriptive and prescriptive. Whereas descriptive ethics merely explains what wad actually do, perspective goes into theorizing what people should do. Within this essay, a combination of the two will be used in conjunction with relevant theories to attempt to prove Lidl as an honest or unethical organization and to question whether the surveillance carried out is moral.However, as Chryssides and Kaler (1999) discuss, due to the subjective nature of this topic, arriving at conclusions about moral rights and wrongs in business is done with difficulty (page 14). Therefore they argue that the possible solutions should be put to the test of agreement with the evidence presented, internal coherence and compatibility with out more commonplace system of belief (page 15). With the issue at the progress of the case-study being that of surveillance, it is wise to differentiate this in terms of ethics. There are a number of theories that can aid this conclusion.As described b y Parker (1998) those that are of a deontological nature place emphasis on the rules and principles that guide actions where as those that are teleological evaluate actions depending on the end result and the advantage(prenominal) program or disutility created. If we analyse the case-study from a teleological perspective the positive utility is created because of the progression of the organizations efficiency due to the monitoring. Murray (1997) mentions business ethics being a contradiction in words because if the business is being ethical* then they are not working to their full efficiency.This is supported by Aiello and Svecs (1993) research, who be that job performance on simple tasks improved with the forepart of another person. However, because the surveillance is imposed onto the employers we have to fashion at the utility or rather disutility that is caused to them. As is explained above, this is significant as the consequences from the surveillance are that of contro l and create stress on the individuals. However, if the security has improved due to the monitoring this will create a utility due to the safety improvement therefore making it difficult to judge whether the action of surveillance is ethical in this case.To full be able to interpret it however, we have to look at it through the perspective of deontological theories. As Marx T. (1998) argues the ethics of monitoring should be reviewed according to the means, the context and conditions of entropy collection and the uses. Relating to the collection of data within the case-study, there were details of the employees love lives, personal finances and catamenial cycles (appendix 1) therefore making that tone a breach of privacy and unethical.Ballinger (2002) found that advance notice of monitoring reduces the invasion of privacy perceptions so the fact that Lidl conducted it without the employees well-read causes further breach of privacy rights within the employees minds. However, even if they had been granted advance notice, according to deontological theories it wouldnt make it ethical as it is only perception that it is moral. Looking into the means and uses of it, such as to control the employees and forbidding them to go to the toilet (appendix 1), makes it seem unethical.The different aspects of the two theories specify us to an ethical dilemma of surveillance, as in the words of Sewell and barker 2004 it is useful but harmful welcome but offensive a necessary evil but an evil necessity (page 1). Especially smell at the Lidl case it makes us question who is monitoring the monitor and ensuring that the surveillance isnt exploited? Further conclusions about ethics can be haggard after the following section. However, as Chryssides and Kaler (1999) explain, any conclusion drawn on the topic of ethics cannot be proven definitely right or definitely wrong. twain the stress caused to the employees, and the ethical aspects of Lidls actions can be argued to be b rought on by the glossiness of the organization. Robbins (1998, page 595) defines the concept of culture as a system of shared meaning held by members that distinguishes the organization from other organizations. This is a set of characteristics that the organization value. It is possible to, through knowing about the culture of Lidls organizations have a better cortical potential into whether the surveillance that was carried out was for reasons that Lidl stated, or to control the workers.This then gives better cortical potential into whether the employees did experience the stress outlined above, and whether the organization is unethical. As it was with ethics, it is difficult to fully analyse and understand an organizations culture. This is depicted through Grints (1995) analysis stating that culture is like a black hole the juxtaposed you get to it the less light is thrown upon the topic (cited by Wilson, 2004, page 180). However, there are theories and models that allow us to get better insight into it. The most recognised is that of Edgar Schein who forms a unctionalist view to put forward a model (figure 2) which because of the clear demarcation of the three aims makes it easier to relate to real flavour organizations such as Lidl. Underlying assumptions Human behaviour, relationship to environment determine Artefacts Training, practices, behaviour Conscious take Core of the culture Unconscious Level Implied rather than stated openly but shared and understood 1 2 3 Observable and tangible Figure 2 molding for Cultural Analysis Schein 1982 It is Scheins (1985) argument that by analysing the artefacts we are able to gain superficial catch of the organization.These are easily discerned but can be unspoken to decipher unless the individuals are asked about what they mean. Within relation to the case-study they would involve things such as having generally part-time, women workers and the dress. In an attempt to analyse this, we can say that d ue to there being a identical in Lidl, where everyone has to wear exactly the same dress apart from the manager they are trying to make it almost robotic. This will become more apparent with analysis of further two levels of Scheins model, but in isolation of these, this dress code isnt of a significant nature.The level below is that of espoused values and Schein (1985) argues that these may be tapped into through the construction of questionnaire surveys of culture. These involve conscious strategies and goals of the firm. However, a criticism of this is that the outcome of the survey may not be fully reliable due to experimenter bias, so we have to be careful that we are not getting false values. For example, Lidl wouldnt openly admit that their goal was just to achieve lower prices and that they didnt care about employees.This could however be implied through Lidls aversion against furtherance and having low wages to compensate for the low prices (appendix 1. 1). The third, and arguably most principal(prenominal) level, is the underlying assumptions (figure 2). These are difficult to discern as they exist mostly at an unconscious level. As Wilson (2004) explains, the unconscious forms our norms like standards of behaviour, our values and beliefs. bloody shame Hatch (1993) argues that the different elements of Scheins model need to be made less central so that the relationships linking them become more focal.Due to them interlinking, it allows us to view the dynamics of the organization as a whole. Applying this to the case-study we can see that due to the strict hierarchies and methods of punishment if mistakes are made (appendix 1. 1) the assumptions in Lidl are that the highest managers have to be listened to and that the individuals are discouraged from forming own opinions. The artefacts and values of the organization seem to suggest that that there is an underlying assumption of mechanization, and that things in Lidl have to be done exactly the way that they were trained to do.This analysis shows that Lidl has many characteristics of a bureaucratic organization**. Scheins model is criticised by researchers such as Collins (1998 cited by Wilson 2004) for not being open to change and organizations. They should be subject to change as the employees attempt to bend the rules. This does not seem to happen in Lidl due to fear of the employees losing their jobs (described earlier), the strict managers and the surveillance in place. Even though Schwarz is no longer in charge of the organization the culture he instilled into it seems to be still applicable.This is portrayed through appendix 1. 1 as workers discover about how his presence in come ins can still be felt, same(predicate). As a consequence of this, the way still remains buearocratic. However this does not mean that the culture is not open to change, just that it has not occurred. This then leads us to question whether these canonical assumptions are actually there with in the employees unconscious values. As mentioned above, it seems that the culture of Lidl act to be imposed by Schwarz as appendix 1. concludes that in Lidl, focal point by pressure and fear is the approach to handling homophile resources. The ideal employees are those who have internalized the organizations goals and values and no longer require rigid control (Wilson 2004, page 181). Analysing this quote, because of the tight control installed within Lidl through the extensive espionage (appendix 1) it is implied that the employees do not have the culture of the organization within their underlying assumptions and therefore still need to be regulated.It can thus be argued that the reason Lidl spied on its employees was to find out detailed information to see whether they were the right people to keep on and to be able to control in order to fulfil the goals and values of the organization. This is supported by appendix 1. 1 stating that the new leader holds the smart set in tig ht reins, on behalf of Dieter Schwarz. As one of the employees in the funding article says that when one needs the money, one lets many things pass therefore strengthening the argument above. However, looking into the idea about Fordism (Dick P. Ellis S. 2006) where the labour labour is unskilled and the actions carried out by employees standardized we can relate it to the case-study. Although the mooring in Lidl isnt exactly the same as it is not a production line, there are similarities in that the tasks are simple and can be controlled easily. This is why it may not be necessary for the employees working on the shop floor to buy into the culture of the organization in order for it to be carried through and the goals achieved. However, in Lidl, even the managers are held on tights reins (appendix 1. ) with very few given some freedom. The power of the company is also centralized therefore portraying underlying assumptions (figure 2) of questioning trust, believability and faith in competence. As a consequence of the analysis of the culture of Lidl, we are able to make further conclusions within the ethics aspect of the essay. From the basic assumptions of the organization that, below the higher counseling level everything is to be tightly controlled and no room left for mistakes (which in turn means the employees have to do everything according to the rules and ot develop own ideas or slipway of carrying out tasks), it is now much more evident that the reason behind the monitoring was a form of control over employees and not to return possible abnormal behaviour. This brings us closer to drawing the conclusion that the surveillance was unethical and that Lidl as a company have very few ethical considerations with their managerial actions. It also means that the culture aspect of the organization will cause further stress to the employees and therefore presenting Lidl as a very unmoral organization.As is portrayed from all the presented evidence, the ac tions carried out and strategies implemented lack in ethical consideration. Looking at sources of surveillance within media, the consistently negative language choice reflects that the attitude towards surveillance in general is that it is a breach of privacy. Especially in the case of Lidl, who do not seem to care about the human aspect of their employees and appear to just be worried about profits, the surveillance carried out was unnecessary and obviously not for the reasons that the firm puts forward.Through this issue, and others highlighted in the article it seems that there are many underlying issues within Lidl that need to be addressed and perhaps a form of culture change needs to occur whilst the organization fix its values and goals. Appendix 1 German supermarket chain Lidl accused of snooping on staff * Kate Connolly in Berlin * The Guardian, Thursday March 27 2008 Lidl was accused of arrangement how many times staff went to the toilet, as well as home(a) details of their personal lives.Photograph Graham Turner The German discount supermarket chain Lidl has been accused of spying on its employees, including recording how many times they went to the toilet as well as details about their love lives, personal finances and menstrual cycles. An investigation by the German news time Stern uncovered an extensive espionage system in its shops across Germany. It obtained hundreds of pages of documents pull together by detectives allegedly employed by the chain to find out about its staff.The surveillance took place via mini-video cameras installed by detectives. The official reason given to store managers was to reduce shoplifting. Critics have accused Lidl of using Stasi methods, referring to the secret jurisprudence of the former communist East German state who kept caterpillar tread of the most banal and intimate details of hundreds of thousands of citizens lives. The detectives records include details of only where employees had tattoos as well as information about their friends. Her circle of friends consists in general of drug addicts, reads one record.The detectives also had the task of identifying which employees appeared to be incapable or introverted and naive. art object most incidents seem to have occurred in Germany, the most shocking one allegedly occurred at a Lidl store in the Czech Republic, where a female worker was forbidden to go to the toilet during working hours. An internal memorandum, which is now the centre of a act case in the republic, allegedly advised staff that female workers who have their periods may go to the toilet now and again, but to enjoy this exemption they should wear a visible headband.Recording how a German employee identified as Frau M spent her break, one report read Frau M precious to make a call with her mobile phone at 14. 05 She real the recorded message that she only had 85 cents left on her post remunerative mobile. She managed to reach a friend with whom she would like to cook this evening, but on condition that her wage had been paid into her bank, because she would otherwise not have luxuriant money to go shopping. A Hamburg labour lawyer, Klaus Muller-Knapp, said the transcripts were scandalous to the highest level and breached laws on freedom of expression.Human rights groups and trade unions pledged to take up the case. While denying any knowledge of the Czech case, Lidl, which has more than 7,500 stores in 24 countries, including Britain, affirm that surveillance had taken place in Germany. It said the purpose was not to monitor staff, but to establish possible abnormal behaviour. It added that in retrospect the company distanced itself from the transcripts. The references and observations are not in keeping with our understanding of how people should treat each other. Source http//www. uardian. co. uk/ founding/2008/mar/27/germany. supermarkets Appendix 1. 1 Supporting information on Lidl UNI Commerce Jan Furstenborg 1 March 2004 Th e Schwarz Group (Lidl) There are few retailers that can hold back the Schwarz Groups fast and aggressive expansion on the European markets. The German retailer was number 25 in world rankings in 2002 with estimated sales of 21,6491 one million million million USD. The Schwarz Groups discounter chain Lidl change for an estimated 15. 92 Billion Euro in 2002. Lidls sales in 2003 are estimated to reach 203 Billion Euro (22 Bill USD).As a comparison, the closest competitor and world leader among the hard discounters Aldi, which consists of Aldi Nord and Aldi Sud ranked number 11 with estimated sales of 33,7134 Billion USD. Lidl Through an aggressive price policy, Lidl tries to take market shares particularly from its main competitor Aldi. Spectacular special offers give the impression of particularly low prices, but normally they are applied only for short periods of time. Both competitors and consumer representatives have criticised the company for this approach, which they conside r to be misleading and unserious marketing.In Spain, the consumers organisation OCU reacted astutely when Lidl used its name in advertising, telling that they had been found by OCU to have the lowest prices. OCU called this intolerable conduct. 20 Suppliers are under hard pressure when Lidl is pushing prices down. Whereas the deeply catholic Aldi-brothers become unpleasant only when there are quality problems, but otherwise are attractive with their suppliers, the Lidl buyers exert enormous pressure, writes Managermagazin. 23 As Lidl is a very large buyer, few suppliers can afford to tell them off.Longer shop gap hours than Aldi is another of Lidls German competition approaches. When the Aldi stores close at 14. 00, Lidl keeps its doors open until 20. 00. Managermagazin says that this is made possible by the 20 per cent lower wages that Lidl is paying. The total amount of working hours that are allocated to a Lidl store are tied to turnover, which means that cashiers can be press ed to work additional hours without pay. Employment conditions and labour relations in Lidl in Germany In Lidl, management by pressure and fear is the approach to handling human resources.Hierarchies are strict, and creativity and initiative are discouraged. Management demands permanent availability from the personnel, and when somebody gets ill, he or she can expect a home understand by a supervisor. For years she had stood out with all of this, the humiliations by customers, the continual lack of confidence, writes Suddeutsche Zeitung about a discussion with a former Lidl cashier, who worked ten years for the company. When one was ill, one had to visit the district supervisor. by and by work, in her store, coats, handbags and cars were inspected. Then I came always without a coat or handbag, I was afraid that they would put something into them, the ex-worker said One had to be on the job 15 minutes before the working time began. On Fridays, one did often not yet know when one s hould work on Monday. As a punishment, one could be placed for weeks in a store which was 80 kilometres away, the woman said. The cash machines are used to control the workers. There are almost only women workers at Lidl, most of them part-timers, many divorced, single parents, from the former GDR. Then nought protests.When one needs the money, one lets many things pass, says the former Lidl worker, who was interviewed by Suddeutsche Zeitung on the conditions of strict anonymity. Looking at her hands she says to the newspaper I know from what Dieter Schwarz has become so rich. A typical Lidl store in Germany employs amid 10 and 12 staff. The cashiers, who often work part time, are paid according to tariffs. Their wages are on average 20 per cent lower than in Aldi, where the workers have additional wage benefits in addition to the basic minimum.Not surprisingly, like Wal-Mart, Lidl goes to great lengths to keep trade unions out. When ver. di tries to establish whole kit and boodle councils, management moves fast to destroy these attempts. Workers are scared up by management and we can only protect shop stewards says ver. di representative Christian Paulowitsch from Stuttgart to Suddeutsche Zeitung. In 2002, ver. di worked particularly hard to organise in Lidl. To make it hopeless for the union to establish Works Councils (Gesamtbetriebsrat), management grouped the stores into more than four hundred independent companies.When the workers in seven Lidl stores in a region of Germany were invited to a meeting to set up an election committee for the works council election, nobody came. The workers had been invited by the company on the same day to an internal dressing session. Instead, managers and regional supervisors sat as a threatening panel in the meeting room. The message was clear, says ver. dis regional secretary in Hamm, Norbert Glassman. Who comes, will be shaved away. When union representatives have tried to make Dieter Schwarz himself to intervene, he has let them be told that he has pulled back from shamus management.A ver. di representative said to Suddeutsche Zeitung that strictly legally he is out, but as before, he is the godfather. Christian Paulowitsch says He has never yet dirtied his fingers Schwarz gave over the management of his empire simultaneously to two chief executives, but still workers tell about how his presence in the stores can still be felt, unchanged In many warehouses and many stores, he has already showed up unexpectedly, to look after his rights. SOURCE http//www. union-network. org Bibliography Aiello, J. R. , & Svec, C. M. (1993). Computer monitoring of work performance Extending the social facilitation framework to electronic presence, ledger of Applied Social psychology Ballinger, G. A. 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