The Benefit of Adopting Comprehensive Standards of Monitoring Employee Technology Use in the Workplace

[Excerpt] This article will examine issues as they relate to the privacy of employees\u27 lives given that nearly everything can be discovered by some form of electronic monitoring. It will posit that most laws as they exist today do little to apprise either the employer or the employee as to what type of electronic monitoring of personal communications is acceptable. It will further propose that most employer policies related to scrutinizing employee electronic communications are vague and unsuitable. The article will conclude that, given the leeway employers tend to be given (often justifiably so) in monitoring employees there is little chance that we will soon see any standardization of laws regarding what can be done with electronically obtained information. Because of this, the author asserts that, given the vague state of the law, employers need to devise effective monitoring policies in order to strike a balance between their interests and the privacy interests of their employees

Telecommunications 2000: Strategy, HR Practices and Performance

This report constitutes the first benchmarking survey of business and human resource practices among a nationally representative sample of workplaces in the broadly defined telecommunications industry that includes wireline, wireless, cable, and internet providers. It grows out of a multi-year study of organizational change in the industry, and is based on extensive field study, site visits, interviews, and surveys conducted by research teams at Cornell and Rutgers Universities. Managers at 577 establishments across the country gave generously of their time during a lengthy telephone survey. The study was made possible through a generous grant by the Alfred P. Sloan Foundation

Telecommunications 2000 Strategy, HR Practices & Performance

This report constitutes the first benchmarking survey of business and human resource practices among a nationally representative sample of workplaces in the broadly defined telecommunications industry that includes wireline, wireless, cable, and internet providers. It grows out of a multi-year study of organizational change in the industry, and is based on extensive field study, site visits, interviews, and surveys conducted by research teams at Cornell and Rutgers Universities. Managers at 577 establishments across the country gave generously of their time during a lengthy telephone survey. The study was made possible through a generous grant by the Alfred P. Sloan Foundation. While this report is based on data collected among workplaces in the U.S., it has implications for the restructuring of the global telecommunications industry. In other research, we have found that the United States has been at the forefront of market deregulation and technology change, but many other countries have followed a similar path and look to the United States as a model for organizational restructuring (Katz 1997). Thus, at least some of the patterns we find here are likely to occur in other countries undergoing similar patterns of deregulation

Message and Medium: The Role of Social and Individual Factors in Using Computer Mediated Communications

The proliferation of computers and technology has resulted in increased use of computer mediated communications. However, the effective use of technology like bulletin boards and e-mail based communications can only be obtained if we understand how to enhance employee usage. Although human-computer interface has been a topic of considerable studies, most research has been done with students and under controlled conditions. In addition, field research has been limited in its inclusion of both social and individual factors that affect usage. In order to expand this research we report the results of a longitudinal study conducted within an entrepreneurial software company that used an innovative bulletin-board communication system. Our study uses employee survey data to measure social and individual factors that encompass attitudes toward the computer system. In addition, we obtained actual employee usage (copies of all postings to the bulletin board system) for the 12-month period of time following our survey. In addition to reporting the results of our study, we discuss implications of this work for other forms of computer mediated communications

Employee Voice, Human Resource Practices, and Quit Rates: Evidence from the Telecommunications Industry

In this paper, we examine the predictors of aggregate quit rates at the establishment level. We draw on strategic human resource and industrial relations theory to identify the sets of employee voice mechanisms and human resource practices that are likely to predict quit rates. With respect to alternative voice mechanisms, we find that union representation significantly predicts lower quit rates after controlling for compensation and a wide range of other human resource practices that may be affected by collective bargaining. Direct participation via offline problem-solving groups and self-directed teams is significantly negatively related to quit rates,but non-union dispute resolution procedures are not. In addition, higher relative wages and internal promotion policies significantly predict lower quit rates, while contingent staffing, electronic monitoring, and variable pay predict significantly higher rates

Plan Now for Managing Electronic Data and Avoid Tomorrow’s Legal Risks

[Excerpt] In a world where the use of electronic data is rapidly increasing, companies must find ways to manage data now so that they effectively control compliance risks. The proliferation of electronic data is both astonishing and overwhelming. Given the storage power of average computers today, even the most modest mom-and-pop business may have electronic storage capacity equivalent to 2,000 four-drawer file cabinets. The task of managing electronic data is further compounded by the fact that the data is no longer just tangible pieces of paper, but rather are bytes of information that are constantly being edited, changed, and updated from different people and sources. Proper archiving, retention, monitoring, filtering, and encryption of electronic data are no longer optional: they are imperative

Balancing Network Security and Privacy: One Organization\u27s Effort

An organization with internet access runs a high risk of compromising their computer network. Data can be corrupted, confidential information can be stolen, and viruses can paralyze an entire network. Monitoring employee activity involves questionable legal issues and risk of violating the employees’ privacy. An organization must balance the need for monitoring against possible damage to morale, because even an innocent employee may feel spied on. According to American Management Association’s annual survey on workplace monitoring released in April 2001, 78% of large firms in the U.S. are monitoring their employees, but 10% do not notify their employees of this. Monitoring is most common in the for-profit organizations, however 62% of public administrative organizations monitor their employees, and it may have increased since then. Of the 78% of monitoring organizations, 2/3 have disciplined employees for abusing their internet privileges, and more than 1/3 have dismissed employees for these abuses (Skelton)

Risky business: managing electronic payments in the 21st Century

On June 20 and 21, 2005, the Payment Cards Center of the Federal Reserve Bank of Philadelphia, in conjunction with the Electronic Funds Transfer Association (EFTA), hosted a day-and-a-half forum, “Risky Business: Managing Electronic Payments in the 21st Century.” The Center and EFTA invited participants from the financial services and processing sectors, law enforcement, academia, and policymakers to explore key topics associated with the challenge of effectively managing risk in a payments environment that is increasingly electronic. The meeting’s goal was to identify areas of potential risk and explore interindustry solutions. This paper provides highlights from the forum presentations and ensuing conversations.