Recordkeeping Requirements Under the Fair Labor Standards Act (FLSA)
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Managing Wage and Hour Risks in a Digitally Connected World
A Matter of Time: Managing Wage and Hour Risks in a Digitally Connected World Prepared by Jeffrey Brecher Jackson Lewis P.C. (631) 247-4652 | [email protected] Eric Magnus Jackson Lewis P.C. (404) 586-1820 | [email protected] This paper is meant to provide information of a general and educational nature and does not constitute legal advice or create an attorney-client relationship. Readers should consult counsel of their own choosing to discuss how these matters relate to their individual circumstances. The views expressed in this paper are solely those of the authors and do not necessarily represent the views of their firm or its principals or clients. Reproduction in whole or in part is prohibited without the express written consent of Jackson Lewis. ©2017 Jackson Lewis P.C. This paper is scheduled to be published in the June 2017 edition of the Journal of Internet Law, produced by Aspen Publishing. The authors would like to thank Jackson Lewis Associate, Roberto Concepcion, for his assistance with the preparation of this paper. 1 I. Introduction Many people are addicted to their phones. They check them constantly throughout the day (sometimes every few minutes) to determine whether a new e-mail or text message has been sent or a new item posted on Facebook, Instagram, Snapchat, and the myriad other social media applications that exist. To ensure immediate notification of incoming mail, users can also set their phone to provide an audio notification when a new e-mail, voicemail, or text message has arrived, and select from hundreds of tones to announce the message—whether a “chime,“ “ding,” or “swoosh.” But some of those addicts checking their phones are employees, and they are checking their phones for work related e-mail and messages. -
The Shifting Boundaries of Capitalism and the Conflict of Surplus Value Appropriation Within the Gig Economy
The Shifting Boundaries of Capitalism and the Conflict of Surplus Value Appropriation within the Gig Economy. Abstract This chapter addresses the two important themes that we believe characterise how the platform- based gig economy operates. The first of the two themes explores the shifting boundaries of the triangular business model and its place within the wider, evolving capitalist structure. The triangular business model is the foundation of the platform-based gig economy and consists of the digital platform, the producer/worker and the end consumer. The digital platform acts as the intermediary and provides a market for exchange of goods and services between the workers and the end consumers. The fluidity of the triangular relationship has left the platform- based gig economy beyond the reach of the traditional neoliberal regulatory system leading to the blurring of employee and employer relations. The second theme is based on the exploration and application of the Marxist concept of surplus value creation and its appropriation within the gig structure. Here we seek to show the exploitation of the worker as a participant in the triangular business model. Given that the worker bears the majority of the entrepreneurial risk and provides capital they ought to receive a proportion of the surplus value created from the transaction. We have established the increasing dominance of platforms within the triangular business model and the enhanced scope for exploitation of workers in form of poor remuneration standards due to employee status ambiguity and the appropriation of a disproportionate amount of surplus value flowing to the platform owners. Key words Gig economy, surplus value, Marxism, triangular business model, exploitation of workers Introduction We are in the midst of a seismic reorganisation of the global economy, characterised by the emergence of a ‘digital platform economy’ which has consequently changed the way we work, socialise and create value in the economy. -
Real Wages Once More: a Response to Judy Stephenson
Real Wages Once More: A Response to Judy Stephenson Robert C. Allen Working Paper # 0006 July 2017 Division of Social Science Working Paper Series New York University Abu Dhabi, Saadiyat Island P.O Box 129188, Abu Dhabi, UAE https://nyuad.nyu.edu/en/academics/divisions/social-science.html Real Wages Once More: A Response to Judy Stephenson By Robert C. Allen Global Distinguished Professor of Economic History New York University Abu Dhabi Saadiyat Island Abu Dhabi, United Arab Emirates Senior Research Fellow Nuffield College New Road Oxford OX1 1NF United Kingdom July 2017 Abstract Judy Stephenson’s claim that institutional wage series like of those Greenwich Hospital overstate the earnings of building workers by 20-30% is examined, and, it is argued here, the conclusion is unpersuasive. Whatever adjustments to existing wage series are necessary in view of her new evidence would have no significant implications for real wages in England compared to the rest of the world. Consequently, Judy Stephenson’s findings do not call into question the high wage high wage explanation of the Industrial Revolution. Economists and historians have collected long time series of wages and prices for England, and these have been used to measure changes in the standard of living of workers. The original approach was simply to compare an index of wages to an index of prices (roughly weighted to reflect spending) to see if the resulting real wage ratio went up or down.1 More recent approaches have tried to extract more information from the data by estimating annual earnings and comparing them to the annual cost of subsistence. -
ETC – Employee Time Clock
9/25/2017 ETC – Employee` Time Clock Hourly Employees without Bus Responsibilities September 18, 2017 1 Employee Time Clock(ETC) Training 2 Effective Monday, October 2, 2017, all hourly employees will use the Employee Time Clock system to record their time. Note: Employees should continue to use paper timesheets as a backup while they become accustomed to the new system. Employee Time Clock(ETC) Training 3 Employee Time Clock uses the same concepts that are used to record time on a paper timesheet. Employees will: - clock in to start the work day - clock out/in for lunch break, if required - clock out to end the work day 1 9/25/2017 Employee Time Clock(ETC) Training 4 There are three simple steps for clocking in or out: 1. Log In 2. “Punch” Time 3. Log out Employee Time Clock(ETC) Training 5 Log In Procedures Employee Time Clock(ETC) Training 6 Employees can use any computer at the school or school district location to log time. There are two ways to access Employee Time Clock. 2 9/25/2017 Employee Time Clock(ETC) Training 7 Log In Option 1 1. Using Chrome, enter the following in the address bar: https://aiken.attendanceondemand.com/ess/ 2. Enter employee ID number on the first line 3. Enter PIN (last four of SSN) on the second line Employee Time Clock(ETC) Training 8 Log In Option 2 1. Using Chrome, enter www.acpsd.net in the address bar 2. Click the Digital Resources/Portals Icon 3. Scroll down and click Employee Time Clock 4. -
The Changing Workplace and the New Self-Employed Economy
GIG? SHARING? THE CHANGING WORKPLACE AND THE NEW SELF-EMPLOYED ECONOMY by Adrian Moore May 2018 Reason Foundation’s mission is to advance a free society by developing, applying and promoting libertarian principles, including individual liberty, free markets and the rule of law. We use journalism and public policy research to influence the frameworks and actions of policymakers, journalists and opinion leaders. Reason Foundation’s nonpartisan public policy research promotes choice, competition and a dynamic market economy as the foundation for human dignity and progress. Reason produces rigorous, peer- reviewed research and directly engages the policy process, seeking strategies that emphasize cooperation, flexibility, local knowledge and results. Through practical and innovative approaches to complex problems, Reason seeks to change the way people think about issues, and promote policies that allow and encourage individuals and voluntary institutions to flourish. Reason Foundation is a tax-exempt research and education organization as defined under IRS code 501(c)(3). Reason Foundation is supported by voluntary contributions from individuals, foundations and corporations. The views are those of the author, not necessarily those of Reason Foundation or its trustees. GIG? SHARING? THE CHANGING WORKPLACE AND THE NEW SELF-EMPLOYED ECONOMY i EXECUTIVE SUMMARY Is America evolving away from the traditional workplace? As technology dramatically changes the job market, many workers embrace more-flexible job opportunities, and look for alternative sources for health care, retirement, and other traditional workplace benefits. Others look to government to bring back factory-style work, in which a highly regulated employer/employee relationship typically features: 1. Long-term (usually decades of) secure employment at the same firm, with fixed, full- time hours; 2. -
Workplace Flexibility Supervisor Study
March 2010 University of Kentucky Workplace Flexibility Supervisor Study Institute for Workplace Innovation • 139 W. Short St. Ste. 200 • Lexington, KY 40507 • www.iwin.uky.edu 1 UK Workplace Flexibility Supervisor Study Introduction The ability to recruit, retain and develop a highly qualified staff and faculty is of primary importance to the University of Kentucky in order to effectively fulfill its mission. One effort to address this workforce management issue has been the implementation of workplace flexibility policies. University of Kentucky’s Office of Work-Life defines workplace flexibility as the provision of a variety of flexible work options that enable greater customization over when, where and how employees get their work done. These policies are used as a management tool to both assist employees to effectively manage their various responsibilities on and off the job, and to support the University in meeting its strategic goals. The University’s workplace flexibility policies were developed with the input of various departments across campus and endorsed by President Todd in April 2008. Workplace flexibility policies at the University include six types of flexible work arrangements: Flextime: a full-time schedule with the ability to vary the start and stop times from the standard workday Compressed work schedule: a full-time job in fewer days than a customary work week Telecommuting: the ability to work from a different location such as a satellite office or from home Job sharing: a type of part-time work where the hours of one full-time job are divided between two employees Reduced hours or part-time: a reduced number of regular hours worked to less than a full-time position Phased retirement: employment options that allow an employee who is approaching retirement to continue working, usually with reduced workload, as a transition from full-time work to full-time retirement. -
Alabama Law Review
File: CHERRY_working for minimum wage_FINAL2.docCreated on: 8/19/2009 2:36:00 PM Last Printed: 9/9/2009 9:39:00 AM ALABAMA LAW REVIEW Volume 60 2009 Number 5 WORKING FOR (VIRTUALLY) MINIMUM WAGE: APPLYING THE FAIR LABOR STANDARDS ACT IN CYBERSPACE Miriam A. Cherry* INTRODUCTION ................................................................. 1077 I. LABOR MARKETS IN CYBERSPACE ........................................ 1083 II. VIRTUAL WORK AND THE FAIR LABOR STANDARDS ACT ............ 1092 A. Low Wage Work in the Virtual World .............................. 1093 B. Future Issues to Consider in Potential FLSA Litigation .......... 1095 1. Employees versus Independent Contractors ................... 1096 2. Volunteers, and the Work versus Leisure Distinction ........ 1098 III. EXTENSION OF THE FLSA TO VIRTUAL WORK ....................... 1105 CONCLUSION .................................................................... 1109 INTRODUCTION When Congress passed the Fair Labor Standards Act (“FLSA”)1 in 1938 to help relieve the downward spiral of wages in the Great Depres- sion, America’s workers commonly showed up to an employer’s place of * Associate Professor of Law, University of the Pacific, McGeorge School of Law; B.A., 1996, Dartmouth College; J.D., 1999, Harvard Law School. I wish to acknowledge Gerald Caplan, Julie Davies, Frank Gevurtz, Amy Landers, Brian Landsberg, Martin Malin, Michael Malloy, Scott Moss, Beth Noveck, Angela Onwauchi-Willig, Robert L. Rogers, Brian Slocum, Paul Secunda, John Spran- kling, Charles Sullivan, Caitlin Trasande, Michelle Travis, and Jarrod Wong for their insights. I also received valuable feedback from a talk on related subjects at the American Bar Association’s Technol- ogy in the Practice & Workplace Committee meeting in May 2008 as well as at a workshop at the University of the Pacific, McGeorge School of Law in the fall of 2008. -
Piece-Rates As Inherently Exploitative: Adult/Asian Cam Models As Illustrative
New Proposals: Journal of Marxism and Interdisciplinary Inquiry Vol. 7, No. 2 (March 2015) Pp. 56-73 Piece-Rates as Inherently Exploitative: Adult/Asian Cam Models as Illustrative Paul William Mathews Philippines Studies Association of Australasia ABSTRACT: This paper argues that, regardless of contingent conditions, piece-rates areinherently exploitative. It theorizes piece-rates as a labour-remuneration system that is contrary to the interests of labour, exemplified by the new industry of Adult/Asian Cam Models (ACMs). Very little of any literature addresses the question of why a piece-rate system is deleterious for the worker. What the literature does extensively dwell upon is the kinds of piece-rate systems and their situational risks, effects, advantages and disadvantages, rather than the underlying principle of piece-rates as an inherently exploitative system. Thus the paper critiques a sample of contemporary economic/labour literature that focuses on the various models of piece-rate payments to best optimise worker productivity and gains for capital. Given the significant increase in piece-rate work throughout the world in the last few decades, the paper highlights how capital has shifted the risk of production to the worker. KEYWORDS: Adult/Asian Cam Models; cyber sex; labour relations; piece-rates; work conditions Introduction: Piece-rates and Sex-work piece-rate system of payment consists, in its will be illustrated with case studies of ACMs.1 simplest form, of remuneration to workers One of the major changes in western economies Aon the basis of the number of “products” they pro- over the past few decades has been the increased use duce in a given period of time vis-à-vis a wage that of various forms of performance-based pay vis-à-vis is dependent on the time at the work place. -
Earned Sick Time Faqs
Massachusetts Attorney General’s Office – Earned Sick Time FAQs Earned Sick Time in Massachusetts Frequently Asked Questions These FAQs are based upon the Massachusetts Earned Sick Time Law, M.G.L. c. 149, § 148C, and its accompanying regulations, 940 CMR 33.00. The Earned Sick Time Law sets minimum requirements; employers may choose to provide more generous policies. Table of Contents Section 1: Introduction, Applicability & Eligibility .......................................................................................................... 2 Subsection A: Introduction .......................................................................................................................................... 2 Subsection B: Employees Eligible for Earned Sick Time ............................................................................................... 2 Subsection C: Which Employers Need to Provide Earned Sick Time? ......................................................................... 4 Section 2: Paid versus Unpaid Earned Sick Time ............................................................................................................. 5 Section 3: General Rules .................................................................................................................................................. 6 Subsection A: How is Earned Sick Time Accrued? ....................................................................................................... 6 Subsection B: Carryover of hours from one year to the next ..................................................................................... -
Examining Crowd Work and Gig Work Through the Historical Lens of Piecework
Examining Crowd Work and Gig Work Through The Historical Lens of Piecework Ali Alkhatib, Michael S. Bernstein, Margaret Levi Computer Science Department and CASBS Stanford University {ali.alkhatib, msb}@cs.stanford.edu, [email protected] ABSTRACT physically embodied work such as driving and cleaning have The internet is empowering the rise of crowd work, gig work, now spawned multiple online labor markets as well [94,3,1, and other forms of on–demand labor. A large and grow- 2]. In this paper we will use the term on–demand labor, to ing body of scholarship has attempted to predict the socio– capture this pair of related phenomena: first, crowd work [83], technical outcomes of this shift, especially addressing three on platforms such as Amazon Mechanical Turk (AMT) and questions: 1) What are the complexity limits of on–demand other sites of (predominantly) information work; and second, work?, 2) How far can work be decomposed into smaller mi- gig work [48, 118], often as platforms for one–off jobs, like crotasks?, and 3) What will work and the place of work look driving, courier services, and administrative support. like for workers? In this paper, we look to the historical schol- The realization that complex goals can be accomplished by arship on piecework — a similar trend of work decomposition, directing crowds of workers has spurred firms to explore sites distribution, and payment that was popular at the turn of the of labor such as AMT to find the limits of this distributed, 20th century — to understand how these questions might play on–demand workforce. -
Guidance Document for Social Accountability 8000 (Sa8000®:2014)
GUIDANCE DOCUMENT FOR SOCIAL ACCOUNTABILITY 8000 (SA8000®:2014) RELEASE DATE: MAY 2016 SOCIAL ACCOUNTABILITY INTERNATIONAL 15 WEST 44TH STREET, 6TH FLOOR NEW YORK, NY 10036 WEBSITE: WWW.SA-INTL.ORG EMAIL: [email protected] CONTENTS CONTENTS ............................................................................................................................................................. 1 INTRODUCTION TO THE SA8000:2014 GUIDANCE DOCUMENT .............................................................................. 3 HOW TO READ THIS DOCUMENT ....................................................................................................................................... 3 1. CHILD LABOUR ................................................................................................................................................... 5 RELEVANT SA8000 DEFINITIONS ...................................................................................................................................... 5 SA8000 REQUIREMENTS................................................................................................................................................. 5 BACKGROUND AND INTENT .............................................................................................................................................. 5 IMPLEMENTATION GUIDANCE ........................................................................................................................................... 8 AUDITOR GUIDANCE .................................................................................................................................................... -
Time Clock Policy & Procedures
Time Clock Policy & Procedures For All Hourly Employees Effective 5.1.19 Policy: The law requires that all non-exempt personnel record daily hours worked. These hours are recorded in AcroTime (an Internet-accessible hosted workforce management system) and employees are responsible for its accuracy. Employees may not clock in or out for another person. Falsification of timesheets is strictly prohibited and will result in disciplinary action up to and including termination. Purpose: To establish guidelines for hourly employees to have a record of hours worked using Acrotime, our web-based timekeeping system. Procedures The following regulations will apply: 1. Employees are required to clock in prior to their assigned start time, and must clock out when they go off duty. 2. Employees are required to clock out any time they leave the work site for any reason other than assigned work duties. 3. Unless permission to do otherwise by the employee's supervisor, no employee may clock in more than 5 minutes prior to, or 5 minutes after, the start of their shift. Employees may not clock out more than 5 minutes prior to, or 5 minutes following the end of their work time. 4. Clocking in within the time-frame specified in item three, will be calculated as an on-time report for duty. 5. Employees will be paid from time sheets verified by actual recorded times in Acrotime. Any adjustments to the recorded time must be approved by the employee's supervisor. Employees will be accountable to their CD for any manual changes submitted. 6. Employees must clock out for their designated lunch time.