Employment Downsizing and Its Alternatives
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Systematic Review of Academic Bullying in Medical Settings: Dynamics and Consequences
Open access Original research BMJ Open: first published as 10.1136/bmjopen-2020-043256 on 12 July 2021. Downloaded from Systematic review of academic bullying in medical settings: dynamics and consequences Tauben Averbuch ,1 Yousif Eliya,2 Harriette Gillian Christine Van Spall1,2,3 To cite: Averbuch T, Eliya Y, ABSTRACT Strengths and limitations of this study Van Spall HGC. Systematic Purpose To characterise the dynamics and consequences review of academic bullying of bullying in academic medical settings, report factors in medical settings: dynamics ► This systematic review is comprehensive, including that promote academic bullying and describe potential and consequences. BMJ Open 68 studies with 82 349 consultants and trainees, 2021;11:e043256. doi:10.1136/ interventions. across several countries and including all levels of bmjopen-2020-043256 Design Systematic review. training. We searched EMBASE and PsycINFO for Data sources ► We defined inclusion criteria a priori and used es- ► Prepublication history and articles published between 1 January 1999 and 7 February additional supplemental material tablished tools to assess the risk of bias of included for this paper are available 2021. studies. online. To view these files, Study selection We included studies conducted in ► The included studies varied in their definitions of please visit the journal online academic medical settings in which victims were bullying, sampling bias was noted among the sur- (http:// dx. doi. org/ 10. 1136/ consultants or trainees. Studies had to describe bullying veys and intervention studies were suboptimally bmjopen- 2020- 043256). behaviours; the perpetrators or victims; barriers or designed. facilitators; impact or interventions. Data were assessed Received 29 July 2020 independently by two reviewers. -
Reductions in Force in Employment Law Second Edition
REDUCTIONS IN FORCE IN EMPLOYMENT LAW Second Edition Ethan Lipsig Mary C. Dollarhide Brit K. Seifert Paul Hastings LLP BNA Books, A Division of BNA, Arlington, VA Copyright © 2007, 2011 The Bureau of National Affairs, Inc. Library of Congress Cataloging-in-Publication Data Lipsig, Ethan. Reductions in force in employment law / Ethan Lipsig, Mary C. Dollarhide, Brit K. Seifert. -- 2nd ed. p. cm. Includes index. ISBN 978-1-57018-718-6 1. Layoff systems--Law and legislation--United States. 2. Employees--Dismissal of-- Law and legislation--United States. 3. Downsizing of organizations--United States. 4. Notice (Law)--United States. I. Dollarhide, Mary C. II. Seifert, Brit K., 1968- III. Title. KF3471.L577 2011 344.7301’2596--dc22 2011012865 All rights reserved. No copyright claimed in U.S. government materials. Photocopying any portion of this publication is strictly prohibited unless express written authorization is first obtained from BNA Books, 1801 South Bell St., Arlington, VA 22202, bnabooks.com. Authorization to photocopy items for internal or personal use, or the internal or personal use of specific clients, is granted by BNA Books for libraries and other users registered with the Copyright Clearance Center (CCC) Transactional Reporting Service, provided that $1.00 per page is paid directly to CCC, 222 Rosewood Dr., Danvers, MA 01923, copyright.com, Telephone: 978-750-8400; Fax: 978-646-8600. Published by BNA Books 1801 South Bell St., Arlington, VA 22202 bnabooks.com ISBN: 1-57018-718-6 Printed in the United States of America CHAPTER 1 GETTING STARTED I. Overview ....................................................................................................1-1 II. Establishing Objectives and Constraints ....................................................1-5 III. -
Executive-Severance-Arrangements
About Meridian Compensation Partners, LLC Meridian Compensation Partners, LLC is one of the largest independent executive compensation and corporate governance consulting firms in North America. Meridian consultants advise Boards of Directors and Senior Management on the full range of executive compensation issues that confront them. Whether the subject is compensation philosophy, pay for performance, incentive plan designs, retention, shareholder initiatives, mergers and acquisitions or Board governance, we have the resources, experience, expertise and judgment to help. We guide Compensation Committees as they make difficult but informed decisions on executive pay. Meridian Compensation Partners, LLC 100 N. Field Drive Suite 300 Lake Forest, Illinois 60045 Phone: (847) 235-3600 www.meridiancp.com © 2012 Meridian Compensation Partners, LLC. The material in this publication may not be reproduced or distributed in whole or in part without the written consent of Meridian Compensation Partners, LLC. The Standard & Poor’s 500® index is a registered trademark of Standard & Poor’s Financial Services, LLC, a wholly owned subsidiary of The McGraw-Hill Companies. Questions or comments regarding this publication should be directed to Donald Kalfen at [email protected] or 847-235-3605. PAGE 1 2012 GENERAL SEVERANCE ARRANGEMENTS DECEMBER 2012 Contents ■ Report Scope and Study Group Characteristics 3 ■ Overview of Executive Severance Arrangements 5 ■ Key Findings 6 ■ Prevalence of Payment Triggers and Related Definitions 7 ■ Cash Severance Benefits -
2:10-Cv-12979-SFC-RSW Doc # 33 Filed 03/26/12 Pg 1 of 14 Pg ID 908
2:10-cv-12979-SFC-RSW Doc # 33 Filed 03/26/12 Pg 1 of 14 Pg ID 908 UNITED STATES DISTRICT COURT EASTERN DISTRICT OF MICHIGAN SOUTHERN DIVISION Octavio Penedo, Plaintiff, v. Case No. 10-12979 Valero Inc., Honorable Sean F. Cox Defendant. _________________________________/ ORDER ADOPTING REPORT AND RECOMMENDATION Plaintiff Octavio Penedo (“Plaintiff”) filed this ERISA action against his former employer, Defendant Valeo Inc. (“Valeo”), alleging that Valeo wrongfully denied Plaintiff severance benefits under Valeo’s Employee Benefit Plan. Thereafter, Plaintiff filed a motion for summary judgment to reverse the Plan Administrator’s decision and Valeo filed a motion to affirm the Plan Administrator’s decision. Those motions were referred to Magistrate Judge Steven Whalen, pursuant to 28 U.S.C. § 636, for issuance of a report and recommendation. On August 31, 2011, Magistrate Judge Whalen issued his report and recommendation (“R&R”) (D.E. No. 29), wherein he recommends that the Court grant Plaintiff’s motion for summary judgment and deny Valeo’s motion for summary judgment. On September 16, 2011, Valeo filed written objections to the August 31, 2011 R&R. (D.E. No. 30). For the reasons set forth below, the Court shall ADOPT the report and recommendation in its entirety. 1 2:10-cv-12979-SFC-RSW Doc # 33 Filed 03/26/12 Pg 2 of 14 Pg ID 909 BACKGROUND Plaintiff was employed as the Tax Director of Mexican affairs for Valeo at their Troy, Michigan office. Valeo provided Plaintiff a benefits package, which included severance benefits, pursuant to Valeo’s Employee Benefit Plan (the “Plan”). -
Annual Pay Policy Statement 2018/2019
Summons Item 8. Stockport Metropolitan Borough Council Annual Pay Policy Statement 2018/19 1. Introduction 1.1 This Pay Policy Statement (the ‘statement’) sets out the Council’s approach to pay policy in accordance with the requirements of Section 38 of the Localism Act 2011. The statement also has due regard for the associated statutory guidance including supplementary guidance issued in February 2013 and the Local Government Transparency code 2014. For the first time the statement also incorporates the Councils Gender Pay Gap information as the Council is now required to publish this on an annual basis under the GPG reporting requirements. 1.2 The purpose of the statement is to provide transparency with regard to the Council’s approach to setting the pay of its employees (excluding teaching staff working in local authority schools) by confirming the methods by which salaries of all employees are determined; the detail and level of remuneration of its most senior staff i.e. ‘chief officers’, as defined by the relevant legislation; the responsibility of the Appointments Committee to ensure the provisions set out in this statement relating to the Chief Executive, Deputy Chief Executive, Corporate Directors and Service Directors are applied consistently throughout the Council and recommend any amendments to the Council. 1.3 Once approved by the full Council, this policy statement will come into effect from the following April and will be subject to review on a minimum of an annual basis, the policy for the next financial year being approved by 31 March each year. 2. Other legislation relevant to pay and remuneration 2.1 In determining the pay and remuneration of all of its employees, the Council will comply with all relevant employment legislation. -
Severance Pay: What It Is and Why You Should Negotiate a Package Before Accepting a Job Acosta, Deborah
Severance Pay: What It Is and Why You Should Negotiate a Package Before Accepting a Job Acosta, Deborah . Wall Street Journal (Online) ; New York, N.Y. [New York, N.Y]16 Dec 2020. ProQuest document link FULL TEXT In brief * Employers aren't legally required to pay severance in most cases. * Be aware of your company's severance package and try to negotiate it before accepting a job offer. * The success of your negotiation depends on how much leverage you have. The best time to negotiate severance pay is when you and your employer don't think you will need it: when you have been offered the job . "It's a little bit like a prenuptial agreement," says Wayne Outten, the founding partner and chair of Outten and Golden LLP, an employee-side law firm. "It's not very romantic, but you want one just in case things don't work out." Employees are less likely to stay with one company for life than they used to be and it is important to plan for the eventual moment when you and your employer part ways. What is severance pay and how does it work? Severance pay is a sum of money or other benefits that an employer offers a worker who leaves the company under certain circumstances. You might receive severance pay if you are being laid off, your job is eliminated , or if you and your employer mutually agree to part ways. In most cases, severance pay isn't required by law, but some companies have established policies for offering it. -
Severance Packages
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Postel-Vinay, Fabien; Turon, Hélène Working Paper Severance packages IZA Discussion Papers, No. 6023 Provided in Cooperation with: IZA – Institute of Labor Economics Suggested Citation: Postel-Vinay, Fabien; Turon, Hélène (2011) : Severance packages, IZA Discussion Papers, No. 6023, Institute for the Study of Labor (IZA), Bonn, http://nbn-resolving.de/urn:nbn:de:101:1-201110263632 This Version is available at: http://hdl.handle.net/10419/58674 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. www.econstor.eu IZA DP No. 6023 Severance Packages Fabien Postel-Vinay Hélène Turon October 2011 DISCUSSION PAPER SERIES Forschungsinstitut zur Zukunft der Arbeit Institute for the Study of Labor Severance Packages Fabien Postel-Vinay University of Bristol, Sciences Po and IZA Hélène Turon University of Bristol and IZA Discussion Paper No. -
Recruiting and Attracting Talent
SHRM FOUNDATion’S EFFECTIVE PraCTICE GUIDELINES SERIES Recruiting and Attracting A GUIDE TO UNDERSTANDING Talent AND MANAGING THE RECRUITMENT PROCESS James A. Breaugh, Ph.D. Recruiting and Attracting Talent This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2009 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, elec- tronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM). The SHRM Foundation maximizes the impact of the HR profession on organizational decision-making and performance by promoting innovation, education, research and the use of research-based knowledge. -
Strategic Staffing GuidebookTable of Contents
Strategic Staffing GuidebookTable of Contents Executive Summary __________________________________________________ 1 Section 1: Introduction - Introduces · Background ----------------------------------------- 2 the reader to factors driving the need for · Issues driving the need for Strategic Staffing -- 3 a Strategic Staffing planning process in · Purpose of the guide ------------------------------ 4 state government. · The guide as a living document-------------- 4 Section 2: Basic Strategic Staffing · What Is Strategic Staffing ------------------------ 5 Concepts - Defines the parameters of · Purpose of Strategic Staffing -------------------- 5 Strategic Staffing; lists objectives and · Benefits of Strategic Staffing -------------------- 5 benefits of using the process. Section 3: A Recommended · Description ------------------------------------------ 6 Process - Introduces the Strategic · Roles and responsibilities ------------------------ 7 Staffing model. The accompanying · Involving others ------------------------------------ 8 narrative describes each step. · Strategic Staffing model-------------------------- 8 Included is an explanation of the · Methods of measuring results ------------------ 17 roles and responsibilities of the key · Linkages to other processes -------------------- 20 individuals who need to participate · Timelines ------------------------------------------- 21 in all processes. · Addressing costs ----------------------------------- 21 Section 4: Tools, Techniques, · Implementation checklist ----------------------- -
The Central Role of the Ask Gap in Gender Pay Inequality
THE CENTRAL ROLE OF THE ASK GAP IN GENDER PAY INEQUALITY Nina Roussille∗† Click here for the most recent version January, 2021 Abstract The gender ask gap measures the extent to which women ask for lower salaries than com- parable men. This paper studies the role of the ask gap in generating wage inequality, using novel data from Hired.com, an online recruitment platform for full-time engineering jobs in the United States. To use the platform, job candidates must post an ask salary, stating how much they want to make in their next job. Firms then apply to candidates by offering them a bid salary, solely based on the candidate's resume and ask salary. If the candidate is hired, a final salary is recorded. After adjusting for resume characteristics, the ask gap is 3.3%, the gap in bid salaries is 2.4%, and the gap in final offers is 1.8%. Remarkably, further controlling for the ask salary explains the entirety of the residual gender gaps in bid and final salaries. To estimate the market-level effects of an increase in women's ask salaries, I exploit an unanticipated change in how candidates were prompted to provide their ask. For some candidates in mid-2018, the answer box used to solicit the ask salary was changed from an empty field to an entry pre-filled with the median bid salary for similar candidates. Using an interrupted time series design, I find that this change drove the ask gap and the bid gap to zero. In addition, women did not receive fewer bids than men did due to the change, suggesting they faced little penalty for demanding wages comparable to men. -
Information About Unemployment Insurance for Workers on Temporary Layoff
Information about Unemployment Insurance for Workers on Temporary Layoff What is a Temporary Layoff? A temporary layoff occurs when you are partially unemployed because of lack of work or you have worked less than the equivalent of 3 customary, scheduled, full-time days for your plant or industry and earn less than your ineligible amount (earnings allowance plus your weekly benefit amount).Your employer will notify you when a temporary layoff occurs or is pending, and will prepare the information needed to file for temporary unemployment insurance benefits. Your employer is allowed to file a temporary layoff claim only once during your benefit year and this one occurrence is limited to a maximum of 6 consecutive weeks. The first week of this series is a waiting period week for which no benefits can be paid. After this six week period has passed (if you are still unemployed) you will need to file your own claim for unemployment benefits. What Happens Next? After your new claim is filed, you will be mailed Form N CUI-550, Wage Transcript and Monetary Determination. This form shows the employer(s) for whom you worked during the base period applicable to your claim, and the amount of wages they paid you during each quarter. It also shows the weekly amount of benefits payable to you and the number of weeks for which benefits may be paid during your benefit year. Currently, the maximum weekly benefit amount payable is $350 per week. The number of weeks payable at the full weekly benefit amount varies based on the seasonally adjusted unemployment rate. -
Affirmative Action/Equal Employment Opportunity Guidelines for Recruitment and Selection of Faculty
AFFIRMATIVE ACTION/ EQUAL EMPLOYMENT OPPORTUNITY GUIDELINES FOR RECRUITMENT AND SELECTION OF FACULTY December 2002 TABLE OF CONTENTS Introduction......................................................................................................................................1 Major Requirements.........................................................................................................................1 Recruitment......................................................................................................................................2 The Position Description.........................................................................................................2 The Recruitment Process ........................................................................................................2 Recruiting for Positions with a Health Hazard .......................................................................3 The Search Committee............................................................................................................4 Interviewing .....................................................................................................................................4 The Interview Process.............................................................................................................4 Interviewing Qualified Individuals with Disabilities..............................................................5 Selection...........................................................................................................................................6