This paper experimentally investigates how using tracking and tracing technologies impacts the work performance, division of tasks and stress levels of individuals in team work. In one treatment, contributions to team performance are tracked. In an additional treatment individual productivity is estimated and subjects are paid based on the individual productivity. The results do not indicate that the tracking per se affects the performance of teams. Payment contingent on individual performance indicators, however, significantly affects the distribution of work contributions within the team but not the group output level. Neither applying tracking technology nor using it to determine individual pay increase subjects' stress levels in this setting. Our findings imply that the effects of tracking and of individual pay on stress levels and on team output are modest.