Weitere Kapitel dieses Buchs durch Wischen aufrufen
There are many laws, ethics, and policy concerns in the workplace but some of the ones that effect human resource development (HRD) professionals the most are electronic monitoring of employees in the workplace, whistleblowing policies, and intellectual property rights. HRD professionals can help develop communication materials and strategies to ensure all employees are aware of and understand electronic monitoring policies. They can also help facilitate understanding of whistleblowing policies and try to alleviate the need for such policies by providing ethics and legal training to ensure all employees understand that wrongdoing will not be tolerated. HRD scholars and professionals must develop ways to have a voice in the development of laws and policies that affect employee rights in the workplace so that both the employees and the employers benefit. The power struggle that exists between employees and employers has to be lessened so that productivity is the focus and not laws, ethics, and policy issues.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Alder, G. S. (1998). Ethical issues in electronic performance monitoring: A consideration of deontological and teleological perspectives. Journal of Business Ethics, 17, 729–743. CrossRef
Alder, G. S., Noel, T. W., & Ambrose, M. L. (2006). Clarifying the effects of internet monitoring on job attitudes: The mediating role of employee trust. Information & Management, 43, 894–903. CrossRef
Anandarajan, M., & Simmers, C. A. (2005). Developing human capital through personal web use in the workplace: Mapping employee perceptions. Communications of the Association for Information Systems, 15(1), 776–791.
Ardichvili, A. (2013). The role of HRD in CSR, sustainability, and ethics: A relational model. Human Resource Development Review, 12(4), 456–473. CrossRef
Baker, S. (2008a, September 8). Management by the numbers. Business Week, pp. 32–36.
Baker, S. (2008b). The numerati. New York, NY: Houghton Mifflin.
Barnett, T., Cochran, D. S., & Taylor, G. S. (1993). The internal disclosure policies of private-sector employers: An initial look at their relationship to employee whistleblowing. Journal of Business Ethics, 12(2), 127–136. CrossRef
Bassi, L. J. (1997). Harnessing the power of intellectual capital. Training & Development, 51(12), 25–31.
Bates, R. A., & Holton, E. F. (1995). Computerized performance monitoring: A review of human resource issues. Human Resource Management Review, 5, 267–288. CrossRef
Benson, A. D., Johnson, S. D., & Kuchinke, K. P. (2002). The use of technology in the digital workplace: A framework for human resource development. Advances in Developing Human Resources, 4, 392–404. CrossRef
Brennan, N., & Connell, B. (2000). Intellectual capital: Current issues and policy implications. Journal of Intellectual Capital, 1(3), 206–240. CrossRef
Clardy, A. (2003a). The legal framework of human resources development (Part II). Human Resource Development Review, 2(2), 130–154. CrossRef
Clardy, A. (2003b). The legal framework of human resources development (Part I). Human Resource Development Review, 2(1), 26–53. CrossRef
Clardy, A. (2014). Legal aspects of HRD. In N. E. Chalofsky, T. S. Rocco, & M. L. Morris (Eds.), Handbook of human resource development (pp. 474–491). Hoboken, NJ: John Wiley and Sons, Inc.
Copyright Act. (1976). 17 USC 106 et seq.
D’Urso, S. C. (2006). Who’s watching us at work? Toward a structural–perceptual model of electronic monitoring and surveillance in organizations. Communication Theory, 16, 281–303. CrossRef
Fenwick, T., & Bierema, L. (2008). Corporate social responsibility: Issues for human resource development professionals. International Journal of Training & Development, 12(1), 24–35. https://doi.org/10.1111/j.1468-2419.2007.00293.x. CrossRef
Harris, L. (2000). A theory of intellectual capital. In R. W. Herling & J. M. Provo (Eds.), Strategic perspectives on knowledge, competence, and expertise (pp. 22–37). San Francisco, CA: Berrett-Koehler.
Holman, D. (2002). Employee wellbeing in call centres. Human Resource Management Journal, 12(4), 35–50. CrossRef
Hughes, C. (2012). Valuing people and technology in the workplace: A competitive advantage framework. Hershey, PA: IGI Global. CrossRef
Kaupins, G., & Minch, R. (2006). Legal and ethical implications of employee location monitoring. International Journal of Technology and Human Interaction (IJTHI), 2(3), 16–35. CrossRef
Marr, B., Schiuma, G., & Neely, A. (2004). The dynamics of value creation: Mapping your intellectual performance drivers. Journal of Intellectual Capital, 5, 312–325. CrossRef
Miceli, M. P., & Near, J. P. (1984). The relationships among beliefs, organizational position, and whistle-blowing status: A discriminant analysis. Academy of Management Journal, 27, 687–705.
Miceli, M. P., Near, J. P., & Dworkin, T. M. (2009). A word to the wise: How managers and policy-makers can encourage employees to report wrongdoing. Journal of Business Ethics, 86, 379–396. CrossRef
Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40, 1453–1476. CrossRef
Near, J. P., & Miceli, M. P. (1985). Organizational dissidence: The case of whistle-blowing. Journal of Business Ethics, 4(1), 1–16. CrossRef
Near, J. P., & Miceli, M. P. (1995). Effective-whistle blowing. Academy of Management Review, 20, 679–708.
Rubin, P. H., & Shedd, P. (1981). Human capital and covenants not to compete. The Journal of Legal Studies, 10(1), 93–110. CrossRef
Rubin, P. J. (1998). Equal rights, special rights, and the nature of antidiscrimination law. Michigan Law Review, 97, 564–598. CrossRef
Shaw, J. D., Delery, J. E., Jenkins, G. D., & Gupta, N. (1998). An organization-level analysis of voluntary and involuntary turnover. Academy of Management Journal, 41, 511–525.
Smith, M. J., & Amick, B. C. (1989). Electronic monitoring at the workplace: Implications for employee control and job stress. In S. L. Sauter, J. J. Hurrell, & C. Cooper (Eds.), Job control and worker health (pp. 275–290). New York, NY: Wiley.
Somaya, D., & Williamson, I. O. (2008). Rethinking the ‘war for talent’. MIT Sloan Management Review, 49(4), 29–34.
Stanton, J. M., & Weiss, E. M. (2000). Electronic monitoring in their own words: An exploratory study of employees’ experiences with new types of surveillance. Computers in Human Behavior, 16, 423–440. CrossRef
Tabak, F., & Smith, W. P. (2005). Privacy and electronic monitoring in the workplace: A model of managerial cognition and relational trust development. Employee Responsibilities and Rights Journal, 17(3), 173–189. CrossRef
- Laws, Ethics, and Policies
- Chapter 6
Neuer Inhalt/© Stellmach, Neuer Inhalt/© BBL, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, Neuer Inhalt/© hww, Voraussetzungen für wirtschaftliche additive Fertigung/© Marco2811 | Fotolia