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Agana, Caesar Ayimbire (2024) Qualitative research: surveillance measures in the Ghanaian workplace context: how culture differences influence acceptance and effectiveness. Doctoral thesis, London Metropolitan University.
This thesis examines employees' perspectives on the utilisation of electronic workplace surveillance as a performance management tool, with a specific focus on the multicultural environment of Kotoka International Airport (KIA) in Ghana. With the rapid rise of surveillance technology in the modern workplace, electronic surveillance has become increasingly common. However, its impacts on employee performance, identity, and workplace dynamics remain contested (Determann & Sprague, 2011). This research investigates how electronic surveillance-based performance management (ESPM) shapes employee behaviour, stress levels, productivity, and the overall cultural and relational dynamics in a highly diverse organisational setting.
The study is guided by the following research questions:
1. How do employees in Ghana perceive electronic surveillance in the workplace?
2. How do employees perceive the influence of electronic surveillance on their performance management?
3. How do local cultural differences in Ghana influence employee performance management strategies and outcomes in a globalised organisation?
To address these questions, the study employs a qualitative case study approach, using semi-structured interviews with frontline and supervisory security staff at KIA. Participants were selected purposively to capture a range of ethnic, linguistic, and positional perspectives. The data were analysed using reflexive thematic analysis (Braun & Clarke, 2021), allowing for the identification of key themes and sub-themes grounded in the participants lived experiences. This interpretive method ensured that the subjective realities of employees were central to understanding how ESPM functions in a non-Western workplace.
Theoretically, the thesis adopts a hybrid framework that integrates post-Foucauldian theories of surveillance—particularly governmentality—with symbolic interactionism, most notably Cooley’s (1902) concept of the Looking-Glass Self. This combined framework enables the study to move beyond deterministic accounts of surveillance as mere control mechanisms by exploring how employees interpret and negotiate surveillance based on cultural identity, perceived fairness, and social feedback. The research introduces the notion of a “hall of mirrors”, where performance feedback loops are shaped by overlapping gazes: technological systems, managerial judgments, tribal affiliations, and institutional standards rooted in Western managerialism.
Key findings reveal that employees often experience surveillance as intrusive and culturally insensitive, especially when it conflicts with communal norms and linguistic or ethnic identity. Employees reported that surveillance contributed to feelings of stress, alienation, and disengagement, particularly when they perceived favouritism or tribal bias in how data were interpreted by supervisors. In contrast, employees working in areas with more autonomy or lower levels of electronic monitoring reported higher morale, greater trust, and better collaboration.
This study makes an original contribution by situating surveillance in a non-Western, postcolonial context, addressing a critical gap in the literature. It challenges the assumption that surveillance universally enhances performance, instead demonstrating that its effectiveness is deeply dependent on perceptions of fairness, cultural sensitivity, and social equity. The research also underscores the need to decolonise surveillance studies, advocating for a shift away from Western-centric models to frameworks that acknowledge the socio-cultural and political nuances of the Global South.
Real-world implications include the need for organisations—especially those operating in multicultural or transnational contexts—to adopt more culturally inclusive surveillance and performance management systems. Recommendations include integrating local values into performance reviews, training managers to recognise and mitigate bias, and designing ESPM practices that align with both global standards and local cultural realities. By doing so, organisations can foster more equitable, ethical, and productive workplace environments that enhance both employee wellbeing and institutional effectiveness.
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