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How Surveillance Changes Behavior: A Restaurant Workers Case Study

bits.blogs.nytimes.com

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Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#11

Post by fnordfnordfnord »

WalterBright wrote: post #7
jka wrote: post #5

I think the article in question spins a very positive light on surveillance - in the given context, theft has been occurring and is curtailed by the change in behaviour of staff, regardless of whether or not action is taken based on the surveillance being present. The larger problem with surveillance is that there is no global notion of what is 'right' and 'wrong' - theft is assumed wrong to almost everyone, but few…

I don't agree with the notion that someone is entitled to steal just because they make minimum wage.

"When someone pays you minimum wage he is trying to say he would pay you less if it wasn't against the law." -- Chris Rock

I agree, but it is hard for me to find sympathy for businessmen who hold wages so low. This behavior is widespread in the restaurant business, and it isn't limited to the staff stealing from the restaurant.

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#12

Post by WalterBright »

lmakeppleave wrote: post #9
WalterBright wrote: post #7

Earlier quoted context omitted.

I don't agree with the notion that someone is entitled to steal just because they make minimum wage.

You don't have to agree with it for it to be happening. Though, understanding that side of the argument can help solve the problem for both sides of the equation.

I understand it happens. I was disagreeing with the attempt at justifying it as acceptable behavior.

The moral way to improve your pay is to find a way to make your labor worth more to the employer.

For a restaurant worker, that could be things like finding ways to boost sales, reduce wastage, find less expensive vendors, improve efficiency, etc. It's highly unlikely that any restaurant has successfully optimized all aspects of their operations.

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#13

Post by saraid216 »

jka wrote: post #5

I think the article in question spins a very positive light on surveillance - in the given context, theft has been occurring and is curtailed by the change in behaviour of staff, regardless of whether or not action is taken based on the surveillance being present. The larger problem with surveillance is that there is no global notion of what is 'right' and 'wrong' - theft is assumed wrong to almost everyone, but few…

> few readers here will have been at the poverty line, where it might appear a little more ambiguous whether taking a small cut from a very successful business which pays minimum wage is so clearly immoral.

WalterBright's comment indicates some confusion with this, so I'll help explain.

There's a basic notion of fairness that what you've contracted to do (your job) in return for money (your wages) is fair. But a lot of people don't see minimum wage as a fair wage: it's simply better than no wage. As such, in the context of a business whose payroll policy is perceived as unfair, then the notion of "what's fair" begins to tolerate theft: what you're being paid for isn't fair, so you're making it fair by stealing.

I don't agree with this, but I do understand it.

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#14

Post by saraid216 »

WalterBright wrote: post #12
lmakeppleave wrote: post #9

Earlier quoted context omitted.

You don't have to agree with it for it to be happening. Though, understanding that side of the argument can help solve the problem for both sides of the equation.

I understand it happens. I was disagreeing with the attempt at justifying it as acceptable behavior. The moral way to improve your pay is to find a way to make your labor worth more to the employer. For a restaurant worker, that could be things like finding ways to boost sales, reduce wastage, find less expensive vendors, improve efficiency, etc. It's highly unlikely that any restaurant has successfully optimized all…

> For a restaurant worker, that could be things like finding ways to boost sales, reduce wastage, find less expensive vendors, improve efficiency, etc. It's highly unlikely that any restaurant has successfully optimized all aspects of their operations.

What, for free? He isn't being paid to do that.

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#15

Post by gngeal »

saraid216 wrote: post #10
nodata wrote: post #3

Earlier quoted context omitted.

What about the people who like their job less because you don't trust them?

Trust, but verify. Same reason contracts are written down.

I have yet to sign a contract that would mandate that I be watched by cameras at all times.

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#16

Post by WalterBright »

fnordfnordfnord wrote: post #11
WalterBright wrote: post #7

Earlier quoted context omitted.

I don't agree with the notion that someone is entitled to steal just because they make minimum wage.

"When someone pays you minimum wage he is trying to say he would pay you less if it wasn't against the law." -- Chris Rock I agree, but it is hard for me to find sympathy for businessmen who hold wages so low. This behavior is widespread in the restaurant business, and it isn't limited to the staff stealing from the restaurant.

Sympathy has nothing to do with it.

If you feel your wages are too low, negotiate for higher ones. If that doesn't work, accept it or quit. If you've been wronged, you have access to redress from the courts, and the courts are very sympathetic towards workers in disputes with employers.

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#18

Post by fnordfnordfnord »

WalterBright wrote: post #16
fnordfnordfnord wrote: post #11

Earlier quoted context omitted.

"When someone pays you minimum wage he is trying to say he would pay you less if it wasn't against the law." -- Chris Rock I agree, but it is hard for me to find sympathy for businessmen who hold wages so low. This behavior is widespread in the restaurant business, and it isn't limited to the staff stealing from the restaurant.

Sympathy has nothing to do with it. If you feel your wages are too low, negotiate for higher ones. If that doesn't work, accept it or quit. If you've been wronged, you have access to redress from the courts, and the courts are very sympathetic towards workers in disputes with employers.

I said I agree with you.

>If you feel your wages are too low, negotiate for higher ones. If that doesn't work, accept it or quit.

I wish more people would do just that. It's what I did, after about a month of working as a barback.

>If you've been wronged, you have access to redress from the courts, and the courts are very sympathetic towards workers in disputes with employers.

No, you really don't, and the courts aren't. Where did you get that idea?

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#19

Post by WalterBright »

saraid216 wrote: post #14
WalterBright wrote: post #12

Earlier quoted context omitted.

I understand it happens. I was disagreeing with the attempt at justifying it as acceptable behavior. The moral way to improve your pay is to find a way to make your labor worth more to the employer. For a restaurant worker, that could be things like finding ways to boost sales, reduce wastage, find less expensive vendors, improve efficiency, etc. It's highly unlikely that any restaurant has successfully optimized all…

> For a restaurant worker, that could be things like finding ways to boost sales, reduce wastage, find less expensive vendors, improve efficiency, etc. It's highly unlikely that any restaurant has successfully optimized all aspects of their operations. What, for free? He isn't being paid to do that.

Perhaps you misunderstood that the point of it was to demonstrate your higher value and hence you were worth more pay.

If you choose to do as little as possible, it does make for a tough negotiating position when asking for more pay.

When I've gone into my boss's office and negotiated for more pay, I'd come in prepared to show how I'd already demonstrated higher value to the company. Sometimes I walked out with a raise, and other times I failed and started looking for another boss who did value what I could do for him.

Re: How Surveillance Changes Behavior: A Restaurant Workers Case Study

#20

Post by sp332 »

silencio wrote: post #2

Some anecdotal evidence: I took over a restaurant a few months ago. Half the surveillance cameras don't work. I don't have video for every incident I know occurs there. But just having the cameras look like they're kind of working is enough. I had an employee that stole a bunch of cheese and pastrami (I know, right, what's the point of stealing $50 worth of cheese and a block of pastrami?) inside empty pickle buckets…

Since law enforcement can demand your footage after the fact, your cameras are actually contributing to surveillance en masse.
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