Health & Safety Guidelines for Shift Work & Extended
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The Effects of Shift Work on the Lives of Employees
The effects of shift work on the lives of employees About 1 in 6 employees works other than regular days schedules, but data are scarce on how workers are affected; incomes may rise, but family routine, social life, and health often suffer PETER FINN At least 10 million Americans are regularly engaged in on-the-job safety. However, shift work provides unique shift work. According to data from the Current Popula- benefits for many employees as well as proving advanta- tion Survey,' which almost surely underestimates the geous in many ways for industry and for society at prevalence of shift work,' nearly one worker in six was large. It is important for government policymakers, employed full time in 1978 during hours that differ business leaders, and shift workers themselves to be- from typical daytime schedules. There were 4.9 million come familiar with the major effects that working eve- nonfarm wage and salary workers on the evening shift, nings and nights may have on employees and their 2.1 million on the night shift, and 2.8 million on miscel- families, in order to consider ways to modify the fea- laneous shifts. tures that are deleterious, while retaining or enhancing The term "shift work" means different things to dif- those that are beneficial. This study summarizes what is ferent people. Shift work is popularly regarded as work currently known about these effects, with principal at- in which employees "shift" schedules on some regular tention focused on the harmful consequences that call basis from daytime to evening or nighttime. Many re- for amelioration . -
Workplace Conflict and How Businesses Can Harness It to Thrive
JULY 2008 JULY WORKPLACE CONFLICT AND HOW BUSINESSES CAN Maximizing People Performance HARNESS IT TO THRIVE United States Asia Pacific CPP, Inc. CPP Asia Pacific (CPP-AP) 369 Royal Parade Fl 7 Corporate Headquarters P.O. Box 810 1055 Joaquin Rd Fl 2 Parkville, Victoria 3052 Mountain View, CA , 94043 Tel: 650.969.8901 Australia Fax: 650.969.8608 Tel: 61.3.9342.1300 REPORT HUMAN CAPITAL Website: www.cpp.com Email: [email protected] DC Office Beijing 1660 L St NW Suite 601 Tel: 86.10.6463.0800 Washington DC 20036 Email: [email protected] Tel: 202.887.8420 Fax: 202.8878433 Hong Kong Website: www.cpp.com Tel: 852.2817.6807 Email: [email protected] Research Division 4801 Highway 61 Suite 206 India White Bear Lake, MN 55110 Tel: 91.44.4201.9547 Email: [email protected] Customer Service Product orders, inquiries, and support Malaysia Toll free: 800.624.1765 Tel: 65.6333.8481 CPP GLOBAL Tel: 650.969.8901 Email: [email protected] Email: [email protected] Shanghai Professional Services Tel: 86.21.5386.5508 Consulting services and inquiries Email: [email protected] Toll free: 800.624.1765 Tel: 650.969.8901 Singapore Website: www.cpp.com/contactps Tel: 65.6333.8481 Email: [email protected] Email: [email protected] Mexico CPP, Inc Toll free: 800.624.1765 ext 296 Email: [email protected] Maximizing People Performance WORKPLACE CONFLICT AND HOW BUSINESSES CAN HARNESS IT TO THRIVE by Jeff Hayes, CEO, CPP, Inc. FOREWORD OPP® is one of Europe’s leading business psychology firms. -
Off-The-Clock Claims from the Employee's Perspective
Off-The-Clock Claims From The Employee’s Perspective Adam Klein and Sean Farhang I. Defining Compensable Work A. What Time is Compensable? B. Statutory Exclusions 1. Preliminary and Postliminary Work 2. Changing Clothes and Washing II. Ascertaining Compensable Work Time In Practice A. Travel Time B. Preparatory & Concluding Activities: Clothes, Equipment, & Animal Care C. Meal/Rest Breaks D. Training, Lectures, Etc. E. On-Call Time F. De Minimis Time III. Suffer Or Permit Standard Applied To Off-The-Clock Claims IV. Record-Keeping Duties Applied To Off-The-Clock Claims A. Basic Record Keeping Duties On Employer B. Consequences Of Record Keeping Violation In Off-The-Clock Case V. Collective Actions A. Notice B. Similarly Situated Standard Applied In Off-The-Clock Claims 1. Two-Stage Approach 2. Lenient Standard For Ordering Notice In Off-The-Clock Claims In Stage One 3. A Significant Number Of Opt-Ins Weighs In Favor Of Ordering Notice 4. Where Plaintiffs’ Evidence Does Not Warrant Notice Of The Scope Sought, Courts Nevertheless Frequently Order Notice Of An Appropriate Scope 5. Stage-Two: Close of Discovery VI. Off-The-Clock Class Actions Under State Law A. Availability Of The Class Device As Opposed To Collective Action B. Possible Advantages Under State Labor Laws In Off-The-Clock Claims C. Concurrent FLSA Collective Actions And State Class Actions 1 Introduction In this paper we discuss legal issues relevant to off-the-clock wage and hour claims. By “off-the-clock” claims we refer to claims alleging that the defendant failed to pay an employee for work time which was compensable under relevant wage and hour law. -
Gender Pay Gaps
Equality and Human Rights Commission Briefing paper 2 Gender pay gaps David Perfect Gender pay gaps David Perfect, Equality and Human Rights Commission © Equality and Human Rights Commission 2011 First published Spring 2011 ISBN 978 1 84206 351 4 Equality and Human Rights Commission Research The Equality and Human Rights Commission publishes research carried out for the Commission by commissioned researchers and by the Research Team. The views expressed in this report do not necessarily represent the views of the Commission. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research Team for further information about other Commission research reports, or visit our website: Research Team Equality and Human Rights Commission Arndale House The Arndale Centre Manchester M4 3AQ Email: [email protected] Telephone: 0161 829 8500 Website: www.equalityhumanrights.com You can download a copy of this report as a PDF from our website: http://www.equalityhumanrights.com/ If you require this publication in an alternative format, please contact the Communications Team to discuss your needs at: [email protected] Key findings Men working full-time continue to have higher average (mean) hourly, weekly and annual earnings than women. Across the United Kingdom, the mean full-time gender pay gap (the difference in percentage terms between the average earnings of women and men working full-time) in 2010 was 15.5 per cent for hourly earnings excluding overtime and 21.5 per cent for gross weekly earnings. The gap was wider in weekly than hourly earnings, since men tend to work longer weekly hours than women and are also more likely to receive additional payments, such as overtime. -
Redalyc.Scientific Production About Night Shift Work in Nursing: a Review
Revista de Pesquisa Cuidado é Fundamental Online E-ISSN: 2175-5361 [email protected] Universidade Federal do Estado do Rio de Janeiro Brasil Silveira, Marlusse; Camponogara, Silviamar; Colomé Beck, Carmem Lúcia Scientific production about night shift work in nursing: a review of literature Revista de Pesquisa Cuidado é Fundamental Online, vol. 8, núm. 1, enero-marzo, 2016, pp. 3679-3690 Universidade Federal do Estado do Rio de Janeiro Rio de Janeiro, Brasil Available in: http://www.redalyc.org/articulo.oa?id=505754103029 How to cite Complete issue Scientific Information System More information about this article Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Journal's homepage in redalyc.org Non-profit academic project, developed under the open access initiative ISSN 2175-5361 DOI: 10.9789/2175-5361.2016.v8i1.3679-3690 Silveira M, Camponogara S, Beck CLC. Scientific production about … As produções científicas sobre o trabalho noturno na enfermagem: uma revisão de literatura Scientific production about night shift work in nursing: a review of literature La producción científica acerca del trabajo nocturno en enfermeria: una revisión de literatura Marlusse Silveira 1, Silviamar Camponogara 2, Carmem Lúcia Colomé Beck 3 Objective: recognizing the scientific productions that approach night shift work carried out by the nursing staff in hospitals. Method: this is a bibliographic, narrative, exploratory and descriptive research. The search was developed in the Virtual Health Library, from July to August 2012. Results: studies point to the fact that most workers are married women with spouses and/or children, who have to do housework and deal with their profession, in one or two jobs. -
Managing the Distribution of Employee Workload of the Hospital Staff
IJRDO-Journal of Business Management ISSN: 2455-6661 Managing the Distribution of Employee Workload of the Hospital Staff A. Sravani Associate Professor, Department of Business Management, Sarojini Naidu Vanita Maha Vidyalaya, Exhibition Grounds, Nampally, Hyderabad – 01, Telangana State, India Email: [email protected] ABSTRACT Attracting, recruiting, motivating and retaining the workforce is the main course of action for any organisations and also the success of any organization is highly dependent on how they maintain these practices. All this happens when the organisation will be providing fruitful Compensation Packages and the most important is the way the workload is distributed. Distribution of workload cannot be burdened or overburdened to any employee associated with the organisation. More over in today's world the organizations need to be more elastic so that they are set to build up their personnel to be fit for the present competition. Therefore, organizations are required to adopt a strategy to better manage the ‘Workload of the Employees’ to satisfy the both organizational objectives in developing and employee needs of satisfaction. Volume-4 | Issue-1 | January,2018 40 IJRDO-Journal of Business Management ISSN: 2455-6661 In the total Work environment the term ‘employee workload’ refers to the managing of the workload management. Financially assisted programs are another way wherein organisation recognizes their responsibility to enlarge jobs and working conditions, including welfare programs that are admirable for the employees as well as for profitable growth of the organization. Employee workload program elements are such as – Recognition, Goodwill, Allowances, Perks, increments in the salary, Reward systems, a concern for employee job security and Job satisfying, career growth and employee participation in decision making process and so on. -
OSHA WHISTLEBLOWER STAKEHOLDER MEETING October 13, 2020 Minutes
OSHA WHISTLEBLOWER STAKEHOLDER MEETING October 13, 2020 Minutes The OSHA Whistleblower Stakeholder Meeting was called to order by Rob Swick at 1:00 pm ET on Tuesday, October 13, 2020. The meeting was held via teleconference. The following members of the public were present: NAME TITLE & ORGANIZATION Adele Abrams President, Law Office of Adele L. Abrams PC Julie Alexander Director of General Industry, Indiana Department of Labor Jesse Ashley Sr. Manager, EHS, SFC GSC Danielle Avtan Compliance Officer, PCIHIPAA Daniell Barcena N/A Kurt Barry N/A Kimberly Barsa Branch Chief, IRS Office of Chief Counsel Henry Borja Machine Union (IAM) Stores Safety Coordinator, United Airlines Skyler Bouwkamp Supervisor for Whistleblowers/Intake, IOSHA Richard Bozek Director, Environmental and Health & Safety Policy, Edison Electric Institute Michael Brannon Senior Counsel- Health, Safety and Environmental, Quanta Services, Inc. Ariel Braunstein Attorney, Morgan, Lewis & Brockius LLP Deitra Brown Assistant Clinical Director, Texas Children's Hospital Valerie Butera N/A Scott Clausen Associate, Morgan Lewis Kevin Collins Partner, Bracewell LLP Trent Cotney CEO, Cotney Construction Law, LLP Javier Diaz Assistant Attorney General, State of Alaska Department of Law April Dickerson Manager of Quality Assurance & Safety Compliance, RadNet Management, Inc. Jasmin Eapen Certified Registered Nurse Anesthetist, MD Anderson Cancer Center Justin Edwards Compliance and Career Development Manager, HVO Karen Engle Whistleblower and CSHO, Indiana Department of Labor Robert -
IBM Workload Automation: Overview Setting Job Recovery
IBM Workload Automation IBM Overview Version 9.3 SPE (Revised July 2018) IBM Workload Automation IBM Overview Version 9.3 SPE (Revised July 2018) Note Before using this information and the product it supports, read the information in “Notices” on page 83. This edition applies to version 9, release 3, modification level 0 of IBM Workload Scheduler (program number 5698-WSH) and to all subsequent releases and modifications until otherwise indicated in new editions. © Copyright IBM Corporation 1999, 2016. US Government Users Restricted Rights – Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. © Copyright HCL Technologies Limited 2016, 2018. Contents Figures .............. vii | Hybrid Workload Automation ...... xxiv | Checking prerequisites before running a silent About this publication ........ ix | installation ............. xxiv | Automatically initializing IBM Workload What is new in this release ......... ix | Scheduler instances .......... xxv Who should read this publication ....... ix | Defining and managing IBM Workload Accessibility .............. ix | Scheduler role-based security ....... xxv Technical training ............ ix | Reply to a message for an IBM i job from Support information ............ x | Dynamic Workload Console ....... xxv How to read syntax diagrams ........ x | Automatic reply to waiting messages for an | IBM i job ............. xxvi Summary of enhancements ..... xiii | IBM Workload Scheduler Plug-in for Apache | IBM Workload Scheduler version 9.3 enhancements xiii | Oozie............... xxvi | IBM Workload Scheduler Plug-in for IBM | Running a script when a job completes ... xxvi | WebSphere MQ ............ xiv IBM Workload Scheduler for z/OS version 9.3 | IBM Workload Scheduler Plug-in for RESTful enhancements ............. xxvi | Web services............. xiv | Configuring a backup controller for disaster | IBM Workload Scheduler Plug-in for SAP | recovery ............ -
The Effect of Overtime Regulations on Employment
RONALD L. OAXACA University of Arizona, USA, CEPS/INSTEAD, Luxembourg, PRESAGE, France, and IZA, Germany The effect of overtime regulations on employment There is no evidence that being strict with overtime hours and pay boosts employment—it could even lower it Keywords: overtime, wages, labor demand, employment ELEVATOR PITCH A shorter standard workweek boosts incentives Regulation of standard workweek hours and overtime for multiple job holding and undermines work sharing hours and pay can protect workers who might otherwise be Standard workweek (hours) Percent moonlighting required to work more than they would like to at the going rate. By discouraging the use of overtime, such regulation 48 44 can increase the standard hourly wage of some workers 40 and encourage work sharing that increases employment, with particular advantages for female workers. However, regulation of overtime raises employment costs, setting in motion economic forces that can limit, neutralize, or even reduce employment. And increasing the coverage of 7.6 overtime pay regulations has little effect on the share of 4.8 4.3 workers who work overtime or on weekly overtime hours per worker. Source: Based on data in [1]. KEY FINDINGS Pros Cons Regulation of standard workweek hours and Curbing overtime reduces employment of both overtime hours and pay can protect workers who skilled and unskilled workers. might otherwise be required to work more than they Overtime workers tend to be more skilled, so would like to at the going rate. unemployed and other workers are not satisfactory Shortening the legal standard workweek can substitutes for overtime workers. potentially raise employment, especially among Shortening the legal standard workweek increases women. -
Workload Management Systematic Review
DECEMBER 2017 EVIDENCE REVIEW 207 EVIDENCE REVIEW Workload management Systematic review A review of measurement and intervention approaches to organisational workload management Dr Beth Costa CONTENTS Acknowledgements 4 Executive summary 5 Background and Scope 5 Method 5 Key findings 5 Key implications 5 Introduction 7 Review Questions and Scope 8 Method 9 Part 1. Workload assessment methods 9 Part 2. Workload management interventions 9 Data synthesis 9 Findings 11 Part 1. Workload assessment methods 11 HSE Management Standards Indicator tool: a psychosocial risk screening tool 12 The Nursing Activities Score: a job analysis tool 12 Summary 13 Part 2. Workload management interventions 13 Participatory Risk Management Work Stress intervention: an evidence based participatory workplace intervention27 16 Key factors for consideration when implementing interventions 18 Implications 19 Workload assessment methods 19 Workload management interventions 19 Conclusion 20 References 21 Appendices 23 Appendix 1. Literature search process and study classification 23 Appendix 2. Workload assessment methods 24 Appendix 3. Workload management intervention study characteristics 26 LIST OF TABLES Table 1. Characteristics of employee workload assessment methods 11 Table 2. Characteristics of employee workload management interventions 14 Evidence Review 207 / 2 Table 3. Strength of the evidence in support of intervention types based on study design and quality 14 Table 4. Summary of published results of intervention studies 15 LIST OF FIGURES 4 The modified extended Job-Demands Resources model 7 PRISMA diagram showing search process for identifying studies of workload management interventions 10 Evidence Review 207 / 3 ACKNOWLEDGEMENTS This report has been prepared for WorkSafe Victoria (WSV). The Institute of Safety, Compensation and Recovery Research (ISCRR) would like to acknowledge WSV and members of the consultation group for their assistance and collaboration throughout the development of this evidence review. -
Whistleblower Protections for Federal Employees
Whistleblower Protections for Federal Employees A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2010 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 September 2010 The President President of the Senate Speaker of the House of Representatives Dear Sirs and Madam: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this U.S. Merit Systems Protection Board report, Whistleblower Protections for Federal Employees. The purpose of this report is to describe the requirements for a Federal employee’s disclosure of wrongdoing to be legally protected as whistleblowing under current statutes and case law. To qualify as a protected whistleblower, a Federal employee or applicant for employment must disclose: a violation of any law, rule, or regulation; gross mismanagement; a gross waste of funds; an abuse of authority; or a substantial and specific danger to public health or safety. However, this disclosure alone is not enough to obtain protection under the law. The individual also must: avoid using normal channels if the disclosure is in the course of the employee’s duties; make the report to someone other than the wrongdoer; and suffer a personnel action, the agency’s failure to take a personnel action, or the threat to take or not take a personnel action. Lastly, the employee must seek redress through the proper channels before filing an appeal with the U.S. Merit Systems Protection Board (“MSPB”). A potential whistleblower’s failure to meet even one of these criteria will deprive the MSPB of jurisdiction, and render us unable to provide any redress in the absence of a different (non-whistleblowing) appeal right. -
BP Labour Rights & Modern Slavery Principles
BP Labour Rights & Modern Slavery Principles © BP 2019 We are committed to respecting workers’ rights, in line with International Labour Organisation Core Conventions on Rights at Work and expect our contractors, suppliers and joint ventures we participate in to do the same. Our expectation is that workers in our operations, joint ventures and supply chains are not subject to abusive or inhumane practices, such as child labour, forced labour, trafficking, slavery or servitude, discrimination, or harassment. The below principles are intended to assist our businesses as they work to check performance on this expectation, including with our contractors and suppliers. 1. Terms: Workers have clear, written employment terms 8. Working time and rest: Workers are not required to before deployment in a language they understand, and in work unreasonable hours, hours beyond legal limits, or line with terms at point of recruitment, which are without appropriate breaks and defined leave periods. consistently upheld.1 9. Grievance: A grievance process is in place by which 2. Legal status: Workers are legally authorized to work for workers can make complaints, including anonymously, and their employer and possess the necessary visas, work receive appropriate responses and timely updates on the permits, and any similar legal documentary requirements. status of concerns. Concerns may be raised through any process (formal or informal) without fear of retaliation, 3. Protection of Young Persons: Workers below 15 or discrimination or harassment. the legal minimum working age (whichever is higher) are not hired, either directly or indirectly. 10. Working conditions and accommodation: Workers enjoy a safe and hygienic working environment.