@article{10.11648/j.jhrm.20261401.12,
  author = {Partha Majumdar},
  title = {The Economics of Distrust: Systemic Risks of Digital Surveillance and Corporate Insecurity in the Modern Enterprise},
  journal = {Journal of Human Resource Management},
  volume = {14},
  number = {1},
  pages = {12-21},
  doi = {10.11648/j.jhrm.20261401.12},
  url = {https://doi.org/10.11648/j.jhrm.20261401.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20261401.12},
  abstract = {This analysis examines the escalating trend of digital workplace surveillance, arguing that such practices are not tools for operational efficiency but symptoms of a profound crisis of corporate insecurity. Using the late 2025 implementation of aggressive 'bossware' at a major IT services firm as a central case study, the text dissects how granular metrics, such as 300-second inactivity thresholds, reveal a management philosophy that prioritises visible motion over the invisible labour of cognitive work. This approach is situated within a broader ecosystem of surveillance, from the gig economy's invasive monitoring to the algorithmic management of physical labour, demonstrating a sector-wide regression towards outdated control mechanisms. Leveraging psychological frameworks like Self-Determination Theory, the document demonstrates that excessive monitoring shatters the psychological contract between employer and employee, destroying autonomy, competence, and relatedness. This, in turn, fosters a culture of 'performative productivity', incentivising countermeasures like 'mouse jiggling' while suppressing the deep work and creative risk-taking essential for innovation. The central hypothesis posits that this low-trust environment imposes a significant 'surveillance tax'-comprising software costs, management overhead, and high employee turnover-which creates a self-reinforcing 'insecurity loop' of declining performance and increased control. By contrasting this model with high-trust organisations that focus on outcomes rather than inputs, the analysis quantifies the financial dividend of trust, evidenced by superior revenue per employee, lower attrition rates, and enhanced organisational resilience. Ultimately, the text concludes that the path of surveillance, driven by leadership insecurity, is economically unsustainable and a strategic roadmap to obsolescence in an innovation-driven economy.},
 year = {2026}
}

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TY  - JOUR
T1  - The Economics of Distrust: Systemic Risks of Digital Surveillance and Corporate Insecurity in the Modern Enterprise
AU  - Partha Majumdar
Y1  - 2026/01/16
PY  - 2026
N1  - https://doi.org/10.11648/j.jhrm.20261401.12
DO  - 10.11648/j.jhrm.20261401.12
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 12
EP  - 21
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20261401.12
AB  - This analysis examines the escalating trend of digital workplace surveillance, arguing that such practices are not tools for operational efficiency but symptoms of a profound crisis of corporate insecurity. Using the late 2025 implementation of aggressive 'bossware' at a major IT services firm as a central case study, the text dissects how granular metrics, such as 300-second inactivity thresholds, reveal a management philosophy that prioritises visible motion over the invisible labour of cognitive work. This approach is situated within a broader ecosystem of surveillance, from the gig economy's invasive monitoring to the algorithmic management of physical labour, demonstrating a sector-wide regression towards outdated control mechanisms. Leveraging psychological frameworks like Self-Determination Theory, the document demonstrates that excessive monitoring shatters the psychological contract between employer and employee, destroying autonomy, competence, and relatedness. This, in turn, fosters a culture of 'performative productivity', incentivising countermeasures like 'mouse jiggling' while suppressing the deep work and creative risk-taking essential for innovation. The central hypothesis posits that this low-trust environment imposes a significant 'surveillance tax'-comprising software costs, management overhead, and high employee turnover-which creates a self-reinforcing 'insecurity loop' of declining performance and increased control. By contrasting this model with high-trust organisations that focus on outcomes rather than inputs, the analysis quantifies the financial dividend of trust, evidenced by superior revenue per employee, lower attrition rates, and enhanced organisational resilience. Ultimately, the text concludes that the path of surveillance, driven by leadership insecurity, is economically unsustainable and a strategic roadmap to obsolescence in an innovation-driven economy.
VL  - 14
IS  - 1
ER  - 

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