Although Tolley shares the same basic definition of cyber slacking with both McAulay-Gilbart and Johnson, it is evident that the way in which the issue is approached differs to some extent. Tolley (2014) admits that he considers cyber-slacking to fall into the same category as coffee breaks or smoke breaks. In his office “there is no specific time limit” for these types of breaks” (Tolley, 2014). Due to the immeasurable nature of these types of disruptions, Tolley (2014) believes that it would be unfair to punish one unproductive activity more than another. Instead, it addresses IT slowdown on a case-by-case basis, focusing on employee productivity levels and performance. Tolley explains that this approach is the most effective within the company. He says it is necessary to evaluate on a case-by-case basis due to the nature of the company's sector of work and different positions within the organisation, such as reception. If an employee's productivity declines, Tolley's first course is to meet with the employee to discuss recent changes in order to diagnose the problem. The only reason Tolley will investigate the possibility of cyber slowdown is if he believes it is the cause of an employee's productivity disruption. Through the IT department, he can access everyone's Internet history