Professional drivers of urban transportation, such as taxies and trucks, are more prone to fatigue and suffer a higher rate of cardiovascular disease, hypertension and diabetes than non-professional drivers. Medical researchers attribute this phenomenon to complex social factors, physiological factors and occupational environment factors that lead to subjecting the professional driver’s body to an excessive workload. Based on the aforesaid medical research concept, vehicles can be equipped with a fingerprint recognizer, GPS, wireless frequency identification system (RFID) and a physiological measuring and technical assessment platform to verify the state of the driver, the vehicle’s location, and
to asses the driver’s level of physical fatigue. The driver’s physical fatigue metrics, visual images and sound signals can be transmitted and processed to asses whether the driver has been dozing off.
Additionally, monitoring the heart and muscular status can be used to assess the level of arousal of the driver’s nervous system and level of muscular relaxation, which can be used to evaluate the level of
driver fatigue in order to replace the driver and to maintain a high level of service quality. Yet what digital technology brings to mankind has not exactly been fast and convenient. Will excessive information development and application invade the individual’s privacy? Will a high-speed
information society invade an individual’s privacy and human dignity? This article aims to examine three concepts: (1) While improving the safety of public transportation, would the production and
application of a vehicle driving safety and position recognition system invade the driver’s or passenger’s rational rights to privacy. (2) Would the production and application of a transportation
vehicle driving safety and position recognition system elicit a conditioned response to invading the driver’s human dignity. (3) The drafting of a rational employment contract and the protection of the
hired driver’s rights to work.
Relation:
Asian Journal of Management and Humanity Sciences 3(1-4):70-79
