This experiment was a 2X2X2X2 factorial design field simulation that examined the effects of four independent variables on perceived invasion of privacy. The objectives of this research were to determine whether employees were more likely to perceive an invasion of privacy when (a) personal information was given freely without (vs. with) their permission, (b) the disclosure of personal information produced unfavorable (vs. favorable) consequences, (c) personality (vs. performance) information was disclosed, and (d) personal information was disclosed to external (vs. internal) recipients. Employees (A' = 2,047) of five major corporations were randomly selected from the available pool of employees on location and were randomly distributed in the research design. Subjects read one of 16 hypothetical situations describing an employee who had applied for a new job that was a promotion and responded to a series of questions designed to assess their perceptions of the situation. The results of the study support its hypotheses. Specifically, the subjects perceived a greater invasion of privacy with personality information than with performance information, with no permission for disclosure than with permission, with unfavorable consequences of disclosure than with favorable consequences, and with external disclosure than with internal disclosure. Eta-squared values revealed that permission was the most important main effect, location of disclosure second, consequences third, and type of information least important. The results are discussed, and suggestions for future research are offered.In July 1977, the Privacy Protection Study hearings on employee privacy in the work-Commission issued the results of its exten-place. The Department of Labor hearings sive investigation of the individual right to included the testimony of both scholars and privacy and of record-keeping practices in managers and underscored the current demany environments. In addition, the U.S. bate as to whether there should be federal Department of Labor recently completed legislation regulating the collection and dissemination of employee personnel informa----:--,,,... .--tion by employers (McChriston, Note 1; Portions of this article were presented at the National c ». . ", : M ... Academy of Management Convention, Detroit, Michi-&tone -Note £ Westin, Not& 5). gan, August 1980. At present, legislation regulating to vary-This research was funded by a grant from the Infor-ing degrees all record-keeping systems conmation Privacy Research Center, Purdue University, to taining personal data Stored by either public ^^t^^^^^o.^ or private sector organizations has been chinsky, Department of Management, College of Busi-passed by 15 states {Government Disclosure ness
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The whole process of reviewing and redesigning curricula is an exercise in managing change. Given the multiple stakeholders in the educational enterprise, the many forces that impact upon those enterprises, and the organized and complicated activities in which those enterprises engage, the management of curricular change can be a daunting challenge. The purpose of this paper is to suggest that this challenge can be met by adapting and applying knowledge and techniques from the discipline of organizational development and change (ODC) and by including student feedback as an important source of diagnostic input in the change process. Design/methodology/approach -A process used in one American school of business for incorporating meaningful student input into the curriculum review and planning process is described. The paper reports on the use of a student survey and student focus group to generate feedback in two areas of the college's curricular concerns: the structure, operation, and impact of an introductory business course offered in the first year of the undergraduate experience; and second, the potential addition of majors, minors, and a course requirement in the business school's curriculum. The paper explains how the survey and focus group were used, summarizes the results provided by each diagnostic venue, and discusses how the diagnostic information is currently being used in the college's curricular design process. Findings -It was recognized that there are many drivers of curriculum development, most importantly the needs and desires of employers for educated people who have the skills and competencies that can help their organizations survive and succeed. Employers constitute the ultimate marketplace for the output of educational institutions. Originality/value -It is hoped that this example application of ODC techniques for diagnosing the need for curricular change will stimulate others to embrace ODC as they think about the broader issues of change in educational institutions, and in responding to needs for curricular change.
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