When being seen matters: Study suggests that individuals may show greater honesty when they choose to be monitored

A global field experiment found that when individuals were given the choice to be monitored — and chose to opt in — honest behaviour significantly increased, with over 85% voluntarily opting to be monitored.

A global field experiment by the NUS Business School has revealed that individuals are more likely to act honestly when given the option to be monitored — and they actively choose it. The study, involving more than 34,000 participants across nine countries — Brazil, China, Germany, India, Indonesia, Mexico, Russia, the UK, and the US, highlights a behavioural shift that could reshape how organisations approach integrity and compliance in the workplace.

*While the study was conducted in selected markets, HRO believes the findings remain relevant to our audience across Asia.

As a fundamental pillar of human behaviour, honesty often clashes with personal self-interest. This tension often results in undesirable behaviours such as non-compliance, inaction, or even deliberate obstruction of policies, such as fraud or tax evasion. By examining honesty under different monitoring conditions, the study found that when individuals were not observed, they frequently overstated their chances to win a prize. However, when given the choice to be monitored, more than 85% opted in — and showed far greater honesty.

For employers, this finding is significant: the study suggests that the desire to maintain a positive self-image motivates individuals to act with integrity when they know they are being observed. Rather than relying solely on strict surveillance, organisations can foster greater accountability and trust by offering transparent, voluntary monitoring options.

From a broader business perspective, the results provide a practical framework for encouraging honest behaviour without enforcing punitive controls. In global and culturally diverse workplaces, where attitudes toward oversight may differ, the consistent results across countries signal the universal value of autonomy in building ethical workplace cultures.

"Our study could hold exciting implications for day-to-day business activities," said Dr Kim Dayoung, Senior Lecturer from the Marketing Department at NUS Business School.

"We hope to carry out future tests on how our findings on honesty can be replicated across various daily settings such as business operations. There is also a need to explore how the size of rewards will affect a person’s honesty," Dr. Kim added.

As organisations navigate hybrid work, digital forms, and AI-assisted hiring, this research offers timely guidance: empowering employees with choices — not just mandates — can lead to more honest, accountable, and cohesive workplaces.

READ MORE: Green flags in HR: How to build a workplace culture that attracts and retains top talent

Lead image / 123RF
Infographics / Lee Kuan Yew School of Public Policy, NUS