David Friend, La Presse Canadienne

Cette pratique exige d’un employé à l’horaire qu’il téléphone à son travail avant le début de son quart pour savoir s’il doit se rendre au boulot ou non.

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Ce n’est que le pointe de l’iceberg de ce qui s’en vient comme on peut le lire dans: The Spy Who Fired Me (The human costs of workplace monitoring)

A survey from the American Management Association found that 66 percent of employers monitor the Internet use of their employees, 45 percent track employee keystrokes, and 43 percent monitor employee email.

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In industry after industry, this data collection is part of an expensive, high-tech effort to squeeze every last drop of productivity from corporate workforces, an effort that pushes employees to their mental, emotional, and physical limits; claims control over their working and nonworking hours; and compensates them as little as possible, even at the risk of violating labor laws. In some cases, these new systems produce impressive results for the bottom line:

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The federal Bureau of Labor Statistics has reported that the number of retail employees involuntarily working part-time more than doubled between 2006 and 2010, from 644,000 to 1.6 million.

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A 2010 management survey led by Susan Lambert of the University of Chicago found that 62 percent of retail jobs are now part-time and that two thirds of retail managers prefer to maintain a large workforce, to maximize scheduling flexibility, rather than increase hours for individual workers.

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As Zeynep Ton wrote in the Harvard Business Review, companies such as Costco and Trader Joe’s that invest in higher pay, more training, and more convenient schedules bring in far more revenue per employee than competitors that do not. Both companies are Kronos clients. Charles DeWitt, the Kronos executive, said that retailers are better served when they see employees as potential profit centers, and not just as “a big bucket of costs” to be cut. Still, the dominant paradigm remains what Lisa Disselkamp, the Deloitte consultant, calls “the highly optimized system,” one organized around minimizing labor costs. Perhaps you can’t manage what you can’t measure. But the measuring has taken on a life of its own.