Preventing Violence and Harassment in the Workplace
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Sick Building Syndrome
THE FACILITY MANAGER’S GUIDE TO SICK BUILDINGS & INDOOR AIR QUALITY SICK BUILDINGS INDOOR DEFINITION: A building in which the environment puts the occupants at risk AIR QUALITY (IAQ) for upper respiratory infections DEFINITION: The temperature, humidity, ventilation and chemical or biological contaminants of the air inside a building 1 OUT OF 4 buildings in the US can be classified as SICK Around the world, a death occurs EVERY 20 SECONDS 64 MILLION WORKERS due to poor indoor air quality frequently experienced two or more symptoms associated with SICK BUILDING SYNDROME (SBS) at work including: 2 OUT OF 3 indoor air quality • Nose irritation • Eye irritation • Headaches problems involve INEFFICIENT HVAC AND AIR DUCT SYSTEMS 20 PERCENT OF ALL A buildup of JUST .042 INCHESof ILLNESSES are either caused by, dirt on a heating or cooling coil can result or aggravated by, polluted indoor air in a decrease in efficiency of 21 percent Indoor air pollution ranks 1 OUT OF 6 as one of the TOP FIVE people who suffer from allergies environmental risks to do so because of the direct public health since 1990 relationship to fungi and bacteria in AIR DUCT SYSTEMS THE COST OF SICK BUILDINGS IAQ problems cost the US economy $60 BILLION= Estimated loss as much as $168 BILLION PER in productivity due to poor indoor YEAR air quality US adults miss about 14 million The efficiency of a cooling system workdays per year as a result of with dirty coils can be reduced by ASTHMA, an issue commonly AS MUCH AS 30 PERCENT triggered by poor IAQ Indoor air pollution is one of our “biggest environmental health threats.. -
Reimagining the Virtual Workplace 2.0 for Manufacturers by Tanya A
Publications Is It Time for a Reset for Remote Work? Reimagining the Virtual Workplace 2.0 for Manufacturers By Tanya A. Bovée, Marlo Johnson Roebuck and Cressinda D. Schlag November 2, 2020 Meet the Authors Many manufacturing companies are beginning to envision what the workplace will look like in the near future. While some manufacturing work cannot be done remotely because it is impossible or impractical, many companies were able to shift certain types of work to the virtual workplace in response to the COVID-19 pandemic to limit the number of employees within their manufacturing facilities. For many manufacturers, doing so has not resulted in a loss of productivity and was a surprisingly Tanya A. Bovée seamless transition thanks to technology that allows employees to work remotely anywhere and Office Managing Principal anytime. But the uptick in COVID-19 cases continues to leave many manufacturers in limbo for the Hartford 860-522-0404 imminent future. As a result, manufacturing companies are considering what the new normal will be. Email This raises a number of questions about the benefits and drawbacks of remote work and the myriad legal considerations. Pros and Cons for Employers Many companies have found that productivity and morale have gone up with remote work. Allowing employees to work remotely can result in decreased absenteeism, particularly when employees are quarantining. Remote work often can be a powerful weapon in the war for talent, particularly where employers can expand their recruiting efforts farther afield. It is no surprise that many employees seek the flexibility Marlo Johnson Roebuck of working at home, which allows companies to attract and retain employees. -
Green Buildings, Organizational Success, and Occupant Productivity
Green Buildings, Organizational Success, and Occupant Productivity Judith H. Heerwagen, Ph.D. J.H. Heerwagen & Associates, Inc. 2716 NE 91st St. Seattle, Washington 98115 [email protected] Published in a special edition of Building Research and Information Vol. 28 (5), 2000:353-367 London, UK Cost + Value symposium paper. Final. 1 GREEN BUILDINGS: A Strategic Perspective A recent survey by U.S. Green Building Council shows that many of its members believe sustainable building design will become a more common practice once the human benefits are identified, primarily the productivity gains believed to be associated with the provision of high quality interior environments (USGBC, 1999). However, there is little understanding of how such benefits might accrue. That is, what are the key green building features and attributes? How do these physical elements affect the physiological, psychological, cognitive, and social functioning of building occupants? Just as important from a business perspective: can green buildings affect high-level organizational outcomes, such as profitability, customer satisfaction, and innovation? If so, what are the linkages? A full understanding of the human and organizational benefits of green buildings demands a broader perspective that links building design, organizational performance, and human factors research. Recent research on the biophysical foundations of organizations also suggests that a better understanding of business-society-nature links could provide beneficial insights about green buildings and business strategy (Gladwin et al, 1995). As the most visible manifestation of corporate values and ethics, buildings provide a unique insight into the workings of an organization – a view that is not well understood. -
Temporary Employment in Stanford and Silicon Valley
Temporary Employment in Stanford and Silicon Valley Working Partnerships USA Service Employees International Union Local 715 June 2003 Table of Contents Executive Summary……………………………………………………………………………….1 Introduction………………………………………………………………………………………..5 Temporary Employment in Silicon Valley: Costs and Benefits…………………………………..8 Profile of the Silicon Valley Temporary Industry.………………………………………..8 Benefits of Temporary Employment…………………………………………………….10 Costs of Temporary Employment………………………………………………………..11 The Future of Temporary Workers in Silicon Valley …………………………………...16 Findings of Stanford Temporary Worker Survey ……………………………………………….17 Survey Methodology……………………………………………………………………..17 Survey Results…………………………………………………………………………...18 Survey Analysis: Implications for Stanford and Silicon Valley…………………………………25 Who are the Temporary Workers?……………………………………………………….25 Is Temp Work Really Temporary?………………………………………………………26 How Children and Families are Affected………………………………………………..27 The Cost to the Public Sector…………………………………………………………….29 Solutions and Best Practices for Ending Abuse…………………………………………………32 Conclusion and Recommendations………………………………………………………………38 Appendix A: Statement of Principles List of Figures and Tables Table 1.1: Largest Temporary Placement Agencies in Silicon Valley (2001)………………….8 Table 1.2: Growth of Temporary Employment in Santa Clara County, 1984-2000……………9 Table 1.3: Top 20 Occupations Within the Personnel Supply Services Industry, Santa Clara County, 1999……………………………………………………………………………………10 Table 1.4: Median Usual Weekly Earnings -
Understanding Nonstandard Work Arrangements: Using Research to Inform Practice
SHRM-SIOP Science of HR Series Understanding Nonstandard Work Arrangements: Using Research to Inform Practice Elizabeth George and Prithviraj Chattopadhyay Business School University of Auckland Copyright 2017 Society for Human Resource Management and Society for Industrial and Organizational Psychology The views expressed here are those of the authors and do not necessarily reflect the view of any agency of the U.S. government nor are they to be construed as legal advice. Elizabeth George is a professor of management in the Graduate School of Management at the University of Auckland. She has a Ph.D. from the University of Texas at Austin and has worked in universities in the United States, Australia and Hong Kong. Her research interests include nonstandard work arrangements and inequality in the workplace. Prithviraj Chattopadhyay is a professor of management in the Management and International Business Department at the University of Auckland. He received his Ph.D. in organization science from the University of Texas at Austin. His research interests include diversity and demographic dissimilarity in organizations and nonstandard work arrangements. He has taught at universities in the United States, Australia and Hong Kong. 1 ABSTRACT This paper provides a literature review on nonstandard work arrangements with a goal of answering four key questions: (1) what are nonstandard work arrangements and how prevalent are they; (2) why do organizations have these arrangements; (3) what challenges do organizations that adopt these work arrangements face; and (4) how can organizations deal with these challenges? Nonstandard workers tend to be defined as those who are associated with organizations for a limited duration of time (e.g., temporary workers), work at a distance from the organization (e.g., remote workers) or are administratively distant from the organization (e.g., third-party contract workers). -
Choosing the Best Strategies for Supporting New Teachers
01-Hicks.qxd 10/26/2004 11:30 AM Page 5 1 Choosing the Best Strategies for Supporting New Teachers “We cannot hold a torch to light another’s path without brightening our own.” Ben Sweetland STRATEGY 1: Don’t underestimate the rigors of the “induction” period for new teachers. What the Research Says This study revealed that learning to become a mentor is a conscious process of induction into a different teaching context and does not “emerge” naturally from being a good teacher of children. • 5 01-Hicks.qxd 10/26/2004 11:30 AM Page 6 6 • What Successful Mentors Do The study took place in Israel at a high school where the teacher-mentor worked as a teacher-leader within her English department. An English teacher in her 40s, with 15 years of teaching experience, was assigned a role as a mentor without any formal training. The research focused on one mentor and the process of learning to mentor to provide a more in-depth and substantial account of the subtleties and complexities of the process of learning to “read” mentoring situations. “Reading a mentoring situation” in this context describes the forms and meanings that the mentor attributed to her first year of mentor induc- tion. It is the case of how one experienced teacher in English learned to analyze one aspect of her learning in talking to mentor teachers of English about her formative stages of mentor induction experiences. The metaphor for the mentored relationship is to compare the inter- active process of reading, combining textual information with the infor- mation the reader brings to the text, as a dialog between the reader and the text. -
The Value of a Contingent Workforce: Your Organization’S Outsource Recruiting Strategy
THE VALUE OF A CONTINGENT WORKFORCE: YOUR ORGANIZATION’S OUTSOURCE RECRUITING STRATEGY Your nonprofit is only as good as its people, so it’s imperative that you staff your organization for success. But staffing can be a challenge, especially in the face of your nonprofit or trade association’s ever-changing budgets, goals and needs. There are times when bringing on additional full-time employees isn’t the best way to fulfill your nonprofit’s goals. For example, you may have a seasonal or short-term project for which you need assistance, or a very specialized skillset gap you need to fill on a part-time basis. In these instances, your organization could benefit from utilizing contingent talent. What is a contingent workforce? How can it impact your nonprofit and the sector at large? This piece will explore: • The rise of the contingent workforce in both nonprofit and for-profit organizations; • The reasons for this shift in the job market; • The benefits of developing a contingent workforce at your organization; • And the steps you can take to successfully tap into the value of a contingent workforce. WHAT IS THE CONTINGENT WORKFORCE? A contingent worker is defined as a person who works for a company in an arrangement that is different from what was traditionally considered “standard” full-time employment. Contingent employees may work on a non-permanent or part-time basis. Examples of contingent workers include freelancers, independent contractors or consultants and temporary staff. Here are some of the most common types of contingent workers that nonprofits utilize, along with definitions of each:. -
The Emergence and Preservation of Sick Building Syndrome
Karolinska Institutet, Department of Public Health Sciences Division of Social Medicine, SE-171 76 Stockholm, Sweden The emergence and preservation of sick building syndrome Research challenges of a modern age disease Akademisk avhandling som för avläggande av doktorsexamen i medicinsk vetenskap vid Karolinska Institutet offentligen försvaras i föreläsningssalen, Institutionen för Folkhälsovetenskap, Avdelningen för Socialmedicin Norrbacka, plan 2 fredagen den 11 juni 1999 kl 1300 Åke Thörn Handledare Fakultetsopponent Professor Leif Svanström Docent Per-Olof Östergren The emergence and preservation of sick building syndrome Research challenges of a modern age disease Copyright © Åke Thörn ISBN 91-628-3555-6 Karolinska Institutet, Department of Public Health Sciences Division of Social Medicine SE-171 76 Stockholm, Sweden Printed in Sweden by Repro Print AB To my parents and Gudrun ”Vårt vetande mångfaldigas - hur till slut rymma det? Genom koncentration enligt principen - Icke allt, men det hela - i delen.” (”Our knowledge is multiplying how make room for it? By concentrating according to the principle - Not all, but the whole - in the part.”) Hans Larsson Professor of Philosophy, Lund University: Postscriptum, Albert Bonniers Förlag Stockholm, 1944 CONTENTS i. List of publications ii Abstract iii Glossary, concepts and abbreviations 1 BACKGROUND 1 1.1 Introduction 1 1.2 History of indoor environment health problems 2 1.3 The Sick Building Syndrome 3 1.3.1 Definitions 3 1.3.2 Criticism of the SBS definition 5 1.4 Distribution of non-specific -
The Ripple Effect Covid-19 and the Epidemic of Online Abuse
THE RIPPLE EFFECT COVID-19 AND THE EPIDEMIC OF ONLINE ABUSE September 2020 Table of Contents EXECUTIVE SUMMARY Executive summary 5 Glossary 13 INTRODUCTION Introduction 14 FINDINGS About the respondents 19 Respondents’ experiences of online abuse during COVID-19 20 Intersectionality 22 Platforms, perpetrators and patterns of online abuse 23 Impacts of online abuse on respondents 27 Behavioural change and self-censorship online 28 Reporting 31 Abuse in the virtual workplace 34 TESTIMONIALS Testimonials 36 CONCLUSIONS & RECOMMENDATIONS Conclusions 36 Recommendations for employers 40 Recommendations for the government 40 Recommendations for tech companies 42 Recommendations for civil society 43 Appendix 44 2 Suggested Citation: The Ripple Effect: COVID-19 and the Epidemic of Online Abuse by Glitch UK and End Violence Against Women Coalition under a creative commons lisence. You are free to: Share — copy and redistribute the material in any medium icensor cannot revoke these freedoms as long as you follow the license terms. Under the following terms: Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use. ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original. No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits. This report was design in Adobe InDesign and Illustrator by Visualst. 2 Please note that this report includes statistics, and personal accounts, of online abuse and discrimination which some readers may find triggering. -
A Management Factor at Sick Building Syndrome: Are Old Or New School Buildings Sick?
Educational Policy Analysis and Strategic Research Volume 15, Issue 1 March 2020 epasr.penpublishing.net ISSN: 1949-4270 (Print) 1949-4289 (Online) A Management Factor at Sick Building Syndrome: Are Old or New School Buildings Sick? Canan Demir Yildiz To cite this article Yildiz, C.D. (2020). A Management Factor at Sick Building Syndrome: Are Old or New School Buildings Sick?. Educational Policy Analysis and Strategic Research, 15(1), 209-231. doi: 10.29329/epasr.2020.236.12 Published Online March 24, 2020 Article Views 11 single - 17 cumulative Article Download 22 single - 31 cumulative DOI https://doi.org/10.29329/epasr.2020.236.12 Pen Academic is an independent international publisher committed to publishing academic books, journals, encyclopedias, handbooks of research of the highest quality in the fields of Education, Social Sciences, Science and Agriculture. Pen Academic created an open access system to spread the scientific knowledge freely. For more information about PEN, please contact: [email protected] This document downloaded from 96.253.117.48 [2 times] Midlothian / United States on Wed, 08 Apr 2020 22:15:04 +0300 Pen Academic Publishing, Canakkale/Turkey Telephone: +90 286 243 06 66 | Fax: +90 286 213 08 00 | [email protected] | www.penpublishing.net Educational Policy Analysis and Strategic Research, V 15, N 1, 2020 © 2020 INASED A Management Factor at Sick Building Syndrome: Are Old or New School Buildings Sick? Canan DEMİR YILDIZ1 Muş Alparslan University Abstract The training and learning activities for students are primarily conducted in closed environments. The symptoms resulting from living environments in occupied buildings are referred to as “sick building syndrome (SBS).” The aim of this study is to evaluate the SBS associated with the age of a school building. -
Contingent Work and the Role of Labor Market Intermediaries
Upjohn Institute Press Contingent Work and the Role of Labor Market Intermediaries Audrey Freedman Chapter 8 (pp. 177-200) in: Of Heart and Mind: Social Policy Essays in Honor of Sar A. Levitan Garth L. Mangum, and Stephen Mangum, eds. Kalamazoo, MI: W.E. Upjohn Institute for Employment Research, 1996 DOI: 10.17848/9780585280295.ch8 Copyright ©1996. W.E. Upjohn Institute for Employment Research. All rights reserved. CHAPTER 8 Contingent Work and the Role of Labor Market Intermediaries Audrey Freedman This chapter describes the rising incidence of contingent working arrangements, business incentives to adopt such practices, and the labor market intermediary function of temporary help firms. Workers who lose a secure job perch, as well as those who are new to employ ment, must fend for themselves. Under such circumstances, contingent work is preferable to unemployment because it provides income, expe rience, and training; enhances occupational and industrial mobility; and increases future employability. The least-cost way of finding such work is through labor nlarket intermediaries such as temporary help firms. What Does "Contingent Work" Mean? The term "contingent" was first applied to employment relationships in 1985. 1 It was intended to describe ways in which firms could staff their activities to fit the current needs of the business. Intense competi tive pressure during the early 'eighties was forcing large U.S. corpora tions to cut payroll cost, which had become more fixed than variable during the post World War era of comfort and economic hegemony. At the beginning of this drive, in 1982, imitative wage patterns were the first tradition to be broken. -
The Contingent Work Force: Pitfalls and Perils
THE CONTINGENT WORK FORCE: PITFALLS AND PERILS George S. Howard Jr. JONES DAY 12265 El Camino Real, Suite 200 San Diego, CA 92130 Telephone: (858) 314-1200 Catherine Nasser JONES DAY 555 California Street, 26th Floor San Francisco, CA Telephone: (415) 626-3939 1502215888 TABLE OF CONTENTS Page I. THE CONTINGENT WORKFORCE: IS THE WORKPLACE REALLY “FISSURED”? ................................................................................................................... 1 A. Challenges from the Legislatures and Multiple Agencies ..................................... 1 B. Dr. Weil’s Theory of The “Fissured Workplace.” ................................................. 1 C. How Big Is The Contingent Workforce? ............................................................... 2 D. Why Are Contingent Workers So Popular? ........................................................... 3 E. Attacks on Multiple Fronts .................................................................................... 3 II. STAFFING AGENCIES .................................................................................................... 4 A. California Law Imposes Joint Employer Liability for Wage and Hour Violations of a “Labor Contractor” (California Labor Code § 2810.3 / AB 1897) ...................................................................................................................... 4 B. The Risk of “Permatemps”: Vizcaino v. Microsoft ............................................... 6 C. Indemnity Agreements with Staffing Agencies ....................................................