Productivity loss occurs in organizations that experience high levels of personal Internet use by employees on company time, which includes employees using smartphones to surf without needing the firm's Internet connection. The purpose of this qualitative phenomenological study was to explore reliable ways for organizational leaders to monitor or limit their employees' use of smartphone technology for personal use (cyberloafing) while on the job to minimize wasted work time. Social cognitive theory, which includes an emphasis on human behavioral changes based upon the environment, people, and behavior, served as the conceptual framework. The general research question was as follows: How can managers minimize wasted work time by limiting the personal Internet activity of employees who use personal mobile devices while on the job. Data collection involved gathering information from interviews with 20 frontline supervisors, human resource managers, and information technology managers and specialists in 2 U.S. industries: education and telecommunications. Data analysis included examining word frequencies, keyword coding, and identifying themes. Four management themes emerged: create mobile device usage policy, enforce monitoring technology, create a deterrence strategy, and customize monitoring and tracking technology. This study may be important because the analysis revealed effective ways to prevent or minimize employees from Internet surfing and wasting time at work. The findings could lead to positive social change through increased employee productivity and responsibility by providing managers with information to control or limit cyberloafing activities and by fostering an increased commitment to comply with an organization's Internet use policy.