Sample Research Proposal on Personal Management and Training Training

In the era when information and misinformation travel at the speed of light and in directions over which no one really has control, the protection of personal data is elusive but of widespread concern. There is potential for abuse in many domains, of which the workforce is arguably the most important. The International Labor Organization (ILO) has now taken a specific step to encourage the careful handling of workers' personal data. A Group of Experts convened by the ILO has adopted a code of practice on the protection of workers' personal data, and the ILO's Governing Body has just authorized its dissemination. The perspective explains the status of a code of practice then provides some background to the newly adopted code and concludes with the full text of the code itself. The complexity of twentieth century production processes coupled with the range of substances in use led to the development of extremely detailed and technical standards. Indeed, action in this area required a mass of scientific data, measurements and criteria which are difficult to incorporate into legally binding instruments and especially into international labor Conventions. The interest of employers in obtaining information to manage their public or private enterprises more efficiently leads naturally to a desire for as complete and accurate information as possible on workers.     The introduction of new fringe benefits, regulations to reduce occupational safety and health risks, and the increasing expectation of state agencies such as employment and tax offices to have access to personalized information are some of the reasons for the collection of more and more personal data on workers and job applicants. Yet the systematic collection of such data has far-reaching consequences. The many different uses to which they are put not only multiply the risk of false or misunderstood information, but also permit close monitoring of the persons concerned and intensify tendencies to influence or to manipulate their behavior and the less people know about who is processing which data and for which purposes, the less control they have over their own personal development and the less chance they have for redress from misuse of information.             Training requirements depend on the background of the appointee and the nature of the organization. One critical problem: Most organizations have little or no comprehension that training is needed, nor do many of those who apply for the jobs. The segment involving service and people skills is one that can transform the security department's relationships within an organization. It is rare for untrained security managers to have a real understanding of what a service function is, how service operates and why security cannot achieve its full potential and thus enable the organization to operate at its full potential. Training programs may be appropriate, partly as symbolic rites of passage, to make clear to the staff member and his or her colleagues that the appointee has achieved a certain level. There is value in these programs for developing knowledge and authority and that in certain countries specific status derives from being sent abroad for training within the organization protection operations.