Confidentiality and Inequality as Human Resource Management Issues

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Confidentiality and Inequality as Human Resource Management Issues

Privacy Policy

Human factors in the workplace are the varied thing for discussion. The point of psychological approach and the variety of bad traits of character, such as jealousy, envy, hatred, urge for money, etc. The managerial administration for human resources in different companies takes into account; first of all, the major principles of any company o prevent information from leakage. What is more, the private life of an employee should not be disturbed by colleagues in the workplace. The issue of privacy makes employees follow the prescriptions of the current law and the Constitution.

The thing is that a person which is hired to work in a company reserves the right to privacy wherever he/she has an interest in activities, home, work, public places. It is prescribed by the democratic initiative to keep an individuals private life in safety. Moreover, the feeling of self-responsibility is emphasized with the main activity of this or that enterprise or organization. The confidentiality of information and conscientiousness of the employees are the core elements for the success of this or that organization in terms of privacy.

A widespread of media and different supplements to them makes life more accessible and the information about various points being significant to it as well. Telephone, computer, Internet, mobile net, etc. are those links that can be accessible for undesired sides in business or other relationships. That is why the privacy policy is adhered to the law and makes employees responsible for and aware of the aspects which they face during the schedule of work time.

The triangular relationships of an employee, with an employer, and with other employees, make the workspace an arena for exchanging of information and accumulation of it inside a company and, what makes a great danger, outside it. This can make the company weak toward a misbalance of its activities and can be a motive for the competitors to penetrate into different data concerned with a company being disturbed with a privacy violation. On the other hand, the picture of privacy corruption can touch upon employee personal information hidden in different files dedicated toward his health tests, data as of family, and others too close for individual information. Lance Gable (2007) accompanied by World Bank and Global HIV/AIDS Program points out in his book that such sharing of data without the consent of an employee about his status is a sort of discrimination and can be considered for further incrimination of a trial about this case. Moreover, laws and prescriptions for HIV-positive persons can be considered by judicial procedure taking into account a fact of data and test disclosure in the workplace which can be harmful to employee productivity.

To assure compliance inside the personnel of a definite organization and employers should intend employees to follow strictly the instructions regarding the privacy policy with points on law base and interests of a company to act respectively in cases when the privacy points are under violation. For the purpose not to provoke worst scenarios to take place in a company it is necessary to follow the recommendations of Lisa Guerin and Amy DelPo (2007). These authors worked out in their book two variants for personnel warning: 1) concerns the right of companys officials not only to control and regulate but to search for facts of privacy violation; 2) takes into account more aggressive policy which urges in cases of dealing with large amounts of money or handling valuable and rather expensive things or products to find out their price from the wages. This, actually, is a prospect which is the most needful for employers.

ADA

The problem of the human factor as for different limitations in other people is felt when touching upon the problem of probable less productivity and restraints in the workplace in comparison with other employees. The workforce of such individuals can represent a kind of discrimination in the workspace. That is why Congress adopted the Americans with Disabilities Act (ADA) which correlates and points out the conditions, timetable and other parameters for work provision about this layer of the society. A management team in this prospect should reckon with the points of governmental prescriptions and laws serving to maintain work activities for disabled people.

Thus, the right to work is a natural need of an individual living in society. Moreover, it provides the state with additional human resources and works power which makes a contribution to the wholeness of the economic data throughout the country. Since a right of a handicapped individual for work can be interpreted as a moral one with several appeals on moral consideration (Francis & Silvers, 2000). This is also emphasized with an approach toward the structuring of jobs by their relativity to different spheres of interests.

While speaking about the components of a job it is too vital to point out the types of job analysis. According to Gagné (1987), there are two types of models for job analysis, such as two-level structure (job divided into several tasks) and three-level structure (job divided into several duties and then duties are divided into several tasks). Moreover, job duties, responsibilities, essential functions, and marginal functions along with job qualifications, as well as the relationships and contexts in which the job is performed (Caruth & Handlogten, 1997, p. 106) play the most significant role in job analysis. The details of physical capabilities and working environment are important for an employer to make up a work schedule for disabled employees. For HRM specialists it is necessary not to count on the variability of those who were hired previously with features of disability in terms of heavy work. Nonetheless, there is a great number of office jobs where one should have good eyesight or ears to read and to listen.

Gathering the necessary ADA information through job analysis may be done by HRM specialists using a job questionnaire to obtain ADA-related information from current employees and their supervisors and managers (Veres & Sims, 1995, p. 173).

Thus, such parameters as activity, percentage of time involved by an ADA employee, and frequency of done tasks should be admitted by an employer throughout the work process. The fact of disability should not be understood by HRM specialists as an obstacle for work progress afterward. So, while asking questions every HR manager should adhere to the tactical way of questions structure in order not to bring such individuals to a dead-lock. The points of job analysis for ADA employees should also be delineated with proper limitations as of the physical activities and types of work which presupposes overwork (Veres & Sims, 1995). This can also prevent employers from conflicts with disabled employees and governmental structures protecting people from this layer.

References

Caruth, Donald L., and Handlogten, Gail D. (1997). Staffing the contemporary organization: a guide to planning, recruiting, and selecting for human resource professionals. Ed. 2. Greenwood Publishing Group.
Gable Lance, World Bank, World Bank. Global HIV/AIDS Program. (2007) Legal aspects of HIV/AIDS: a guide for policy and law reform. World Bank Publications.
Gagné, Robert Mills. (1987). Instructional technology: foundations. Lawrence Erlbaum Associates.
Guerin, Lisa, and DelPo, Amy. (2007). Create your own employee handbook: a legal and practical guide. Ed. 3. Nolo.
Francis, Leslie, and Silvers, Anita. (2000). Americans with disabilities: exploring implications of the law for individuals and institutions. Routledge.
Veres, John G., and Sims, Ronald R. (1995). Human resource management and the Americans with Disabilities Act. Greenwood Publishing Group.

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