DOCSLIB.ORG

Temporary H Ou Rly Employees at Th E C Ity of P Alo a Lto Policy Brief O Ctober 2004

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Temporary H Ou Rly Employees at Th E C Ity of P Alo a Lto Policy Brief O Ctober 2004 Temporary H ou rly Employees at th e C ity of P alo A lto Policy Brief O ctober 2004 In 1994, follow ing a comprehensive on temps each year, w hile red!cing permanent organizational review commissioned by the C ity positions$ any of today#s ho!rlies have been of Palo Alto, the C ity anager fo!nd one of the w or2ing for the C ity since before the 1994 st!dy ma"or problems in the C ity#s organization to be came o!t 3 ten, fifteen, even tw enty years as a the over!se and mis!se of temporary ho!rly %temporary) w or2er, doing the same w or2 as employees$ %A n!mber of &temporary ho!rly' permanent employees b!t w ith no health positions have contin!ed on a year-to-year benefits, no time off and no "ob sec!rity$ And basis, and need to be made permanent for the ,ebr!ary -..4 C ity A!ditor#s 4eport once reasons of efficiency and e(!ity,) she concl!ded$ again recommends that %* !man 4eso!rces %* o!rly positions w hich are performing the sho!ld clarify C ity policies regarding the same d!ties as reg!lar positions and remain in appropriate !ses of ho!rly employees, and the b!dget year after year, can not be view ed as establish standard definitions and practices for +temporary# and therefore are recommended for hiring and monitoring temporary employees$) conversion$) A decade later, the C ity has made little if any progress in fi5ing its system of temporary ,ast-forw ard to -..4$ /he C ity employs over employment$ 01. temporary ho!rlies and is spending more K ey Fin d in g s ° Growth of Temp Work. As of 6!ly -..4, the C ity employed 074 temps$ 8!dgeting for temps has grow n by 4.9 in the past 4 years$ ° M ost Temp Jobs Not Temporary. /he average temporary ho!rly employee has w or2ed for Palo Alto for 0 years and - months$ :i5 percent of temps have w or2ed for the C ity for over 1. years -- some more than -. years$ ; irt!ally all temps are engaged in w or2 that is ongoing and long-term$ ° U rgent Need for H ealth Coverage. Altho!gh reg!lar w or2ers receive f!ll health benefits, the C ity offers no health coverage to its temps$ As a res!lt, 099 of temps are !nins!red, w ith many more !nderins!red$ /he temps ran2ed health benefits as their single most important w or2place iss!e$ ° Cost to City and Comm nity. /he grow ing !se of ho!rly temps has led to inefficiency, raising costs for the C ity$ And !nins!red or !nderins!red temp w or2ers m!st t!rn to p!blic programs, clinics, or emergency rooms, at a cost to ta5payers that may total h!ndreds of tho!sands of dollars each year$ ° The Co nty ! ffers a M odel. In the mid-199.s, :anta C lara C o!nty faced similar challenges emerging from temporary w or2$ In cooperation w ith w or2ers, the C o!nty has s!ccessf!lly reformed its system to largely eliminate misclassification of permanent "obs as temporary and to move tow ards e(!ity for temps$ Palo Alto sho!ld loo2 to the co!nty as a model for reforming its ow n organization$ - 1 - Tem p Em ployees at the C ity of Palo A lto O ctober 2004 /his brief s!mmarizes the c!rrent state of temp w or2force is in some sort of contingent w or2 w or2ers at the C ity of Palo Alto and presents the relationship$ /emporary w or2ers s!ch as those findings from a new s!rvey of Palo Alto temps$ employed by Palo Alto are one of the fastest 8ased on these findings, it offers grow ing forms of contingent w or2$ /he n!mber recommendations for reform, incl!ding a of temporary employees in :anta C lara C o!nty profile show casing how another large p!blic more than tripled betw een 19@4 and -..., employer, the C o!nty of :anta C lara, has ta2en grow ing more than tw ice as fast as the overall steps to address its !se of temp w or2ers$ /his labor force$ research and analysis is part of <or2ing Partnerships = :A#s ongoing st!dy of contingent /emporary w or2 can generate benefits for both and temporary w or2 in :ilicon ; alley$ employers and employees, letting w or2ers test o!t a new "ob, or allow ing employers to fill a short-term position$ 8!t the shift from G row th of Temporary Employmen t in San ta C lara permanent to temporary "obs also comes w ith C ou n ty, 1 ! " #$ % % & serio!s costs$ /emps have disproportionately 41,... low earnings and access to benefits? they are 07,... s r hardest hit by "ob and income insec!rity$ :ome e r ->,... o w of these problems are ca!sed by the temporary p 1@,... m e T ind!stry#s str!ct!re and the fail!re of 9,... employment law to adapt to the changes in w or2 . arrangements$ 8!t others stem from certain @4 @7 @@ 9. 9- 94 97 9@ .. .- 19 19 19 19 19 19 19 19 -. -. employers# ab!se of temporary w or2$ 4ather than !sing temp w or2ers to fill positions The G row th of C ontingent W or that are act!ally temporary, these employers ta2e positions that have been or co!ld be C ontingent w or2ers 3 incl!ding temporary, permanent and fill them w ith temps 3 either contract, free-lance and part-time w or2ers 3 are hiring a s!ccession of temporary w or2ers, or becoming an increasingly large and permanent 2eeping one temporary employee in the same part of the American labor force$ /his trend position for years$ /hese %permatemp) w or2ers began in the 19>.s, w hen employers began to are denied benefits, "ob sec!rity, and other o!tso!rce and eliminate permanent, f!ll-time advantages of permanent w or2$ = ltimately, this "obs that w ere not considered part of their %core practice is costly for employers, w or2ers, and competency)$ As part of the drive for fle5ibility, the comm!nity$ ,or employers, it increases employers t!rned to contingent w or2ers to t!rnover and training costs and red!ces morale, replace these permanent positions? by some leading to inefficiency? and the comm!nity is estimates, 0.9 of the American w or2force is often left paying the bill for health care, now contingent$ And it contin!es to grow $ !nemployment benefits, and other s!pports for permatemps$ C ontingent employment is more w idespread and increasing more (!ic2ly in :ilicon ; alley than in the co!ntry as a w hole? over 4.9 of the - - - Tem p Em ployees at the C ity of Palo A lto O ctober 2004 Palo A lto Tem porary ! o"rly W or ers# positions that are short-term or pro"ect-based$ Bac gro"n$ an$ %"r&ey /he remaining 9@9 are in "obs that involve ongoing and long-term w or2$ /he vast ma"ority /he C ity employs three types of temp w or2ersA of ho!rlies clearly do not fit into any reasonable %temporary limited ho!rly employees), w ho can definition of %temporary w or2ers)$ w or2 no more than 1,... ho!rs per year, b!t are often rehired year after year? %temporary e5empt Incl!ding all active temporary ho!rly ho!rly employees), temps in certain employees, the average ho!rly has w or2ed for classifications w hose ho!rs are !nlimited, b!t the C ity for 0@ months 3 more than three years$ w ho can w or2 for no more than five years Ba2a :i5ty-tw o percent of ho!rly temps have been %PC4: e5empt)D? and a small n!mber of retirees w ith the city for a year or more, 1>9 for five employed as temporary ho!rlies, w ho are years or more, and 09 for fifteen years or more$ limited to 97. ho!rs per calendar year$ If w e e5cl!de most s!mmer seasonal w or2ers, As of 6!ly -..4, employees actively w or2ing for the remaining temps have w or2ed at the C ity for the C ity incl!ded @ ho!rly retirees, -@ an average of nearly fo!r years, and eight o!t of temporary e5empt ho!rlies, and 0-@ temporary ten have been w ith the C ity for a year or more$ limited ho!rlies, totaling 074 temp w or2ers$ :everal of these %temporary) employees have BE nly those employees w ho w or2ed at least 4 been w or2ing for Palo Alto for more than ho!rs in the previo!s (!arter are considered tw enty yearsG active$D E f these, at least >> are s!mmer seasonal w or2ers hired in 6!ne -..4 for "obs /he disadvantages of temporary "obs at Palo s!ch as lifeg!ard$ :ince many s!mmer seasonals Alto incl!de not "!st lac2 of benefits and "ob are st!dents, their employment sit!ations and sec!rity, b!t also a cap on the n!mber of ho!rs concerns tend to be different from other one is allow ed to w or2$ C5cept for a handf!l of temporary w or2ers, and they are therefore e5empt ho!rlies, most temps are limited to e5cl!ded from most of the s!bse(!ent 1,..
Load more

Recommended publications
  • Changing Workplaces Review Final Report May 23, 2017
    Changing Workplaces Review Final Report May 23, 2017 Dear Clients and Friends, Today, the Government of Ontario released the Changing Workplaces Review final report and recommendations, labeling it an “An Agenda for Workplace Rights”. Touted as the first independent review of the Employment Standards Act and Labour Relations Act in more than a generation, the review was commenced in February, 2015. For every Ontario employer, the recommended changes to the Employment Standards Act and Labour Relations Act are far reaching and will have significant impact. The government has undertaken to announce its formal response to the report in the coming days, and may be aiming to table draft legislation modeled on all, or part, of the recommendations prior to the Legislature rising for summer recess (June 1, 2017). If that occurs we could see legislation make its way into force by late Fall or early next year. Sherrard Kuzz LLP will review the report and government response and distribute a comprehensive briefing note, as we did following the release of the Interim Report (see Sherrard Kuzz LLP homepage). In the interim, to review the report click here, and the summary report click here. Sherrard Kuzz LLP is one of Canada’s leading employment and labour law firms, representing management. Firm members can be reached at 416.603.0700 (Main), 416.420.0738 (24 Hour) or by visiting www.sherrardkuzz.com. MAY 2017 THE CHANGING WORKPLACES REVIEW AN AGENDA FOR WORKPLACE RIGHTS Summary Report SPECIAL ADVISORS C. MICHAEL MITCHELL JOHN C. MURRAY TABLE OF CONTENTS THE CHANGING WORKPLACES RECOMMENDATIONS ON Related and Joint Employer ..............................50 REVIEW: AN AGENDA FOR LABOUR RELATIONS ......................................
    [Show full text]
  • 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
    [Show full text]
  • Steps to Successful Implementation of Worker-To
    INTRODUCTION This handbook is provided to help UAW local unions plan and implement a Member to Member program. While we strongly recommend that those responsible for the success of their local union Member to Member program attend an in-person training, this handbook is designed to allow a local union to start their own program with confidence. The UAW’s Member to Member program has been a big part of our internal organizing strategy for many years. Its goal is to strengthen our union through strong member relationships and communication supported by a dedicated local union activist network system. When Member to Member is done right, we get more members engaged to help us succeed in our representational, political, and community work. This not only benefits us; it also benefits our family and friends, and supports our bigger goal of building power to win social, economic, and political justice for all. We know one-on-one conversations inspire unorganized workers to organize through sharing stories and understanding that worker solidarity solves work problems better than struggling alone. That tested organizing technique works well with current members too. Along with personal interactions, Member to Member uses social media to help us “walk the talk” that our members “are the union.” HOW DOES THE MEMBER TO MEMBER PROGRAM WORK? The Member to Member program uses Worksite Coordinators, Organizers and Communicators to create, build and sustain a communication and relationship-building network in each local union- represented worksite. A specific training is available for each union member playing a role in this program.
    [Show full text]
  • Temp Work at an All Time High
    National Employment Law Project National Employment Law Project For Immediate Release: September 2, 2014 Contact: Emma Stieglitz, [email protected], (646) 200-5307 Temp Work At An All Time High Rise of Temp Work, Staffing Agencies Ushers in Lower Wages, Dangerous Conditions for Workers, Report Says There are a record high 2.8 million temporary help jobs in today’s economy, making up 2 percent of total employment, according to a report released Tuesday by the National Employment Law Project. The report, Temped Out: How The Domestic Outsourcing of Blue-Collar Jobs Harms America’s Workers, examines the employment services industry, which includes temporary help agencies (also called staffing agencies), professional employer organizations and employment placement agencies. It finds that as a whole, the industry represents 2.5 percent of all jobs, up from 1.4 percent in 1990. More than 12 million people flowed into and out of a staffing agency in 2013 alone. America’s staffing industry has also shifted its reach to new sectors like manufacturing and warehousing. The use of third-party staffing agencies creates a layered employment structure that empowers the client-employers at the top and puts downward pressure on staffing agencies in the middle competing for contracts. Many of those agencies in turn keep costs low by cutting corners on pay and safety for workers. In fact, staffing workers' median hourly wages are 22 percent lower than wages of all private-sector workers. “The shift towards temp work is creating an economy in which working people who move and produce products for some of our nation’s largest and most profitable corporations are treated like any other input, to be acquired at the cheapest cost,” said Rebecca Smith, who co-authored the report.
    [Show full text]
  • 9067 IBMC Mastracci Cover.Indd
    A P R I L 2 0 0 5 The Blended Workforce: Maximizing Agility Through Nonstandard Work Arrangements James R. Thompson Associate Professor Graduate Program in Public Administration University of Illinois–Chicago Sharon H. Mastracci Assistant Professor Graduate Program in Public Administration University of Illinois–Chicago Human Capital Management Series HUMAN CAPITAL MANAGEMENT SERIES The Blended Workforce: Maximizing Agility Through Nonstandard Work Arrangements James R. Thompson Associate Professor Graduate Program in Public Administration University of Illinois–Chicago Sharon H. Mastracci Assistant Professor Graduate Program in Public Administration University of Illinois–Chicago April 2005 2 TABLE OF CONTENTS Foreword .............................................................................................4 Executive Summary ..............................................................................5 Introduction .........................................................................................7 The Strategic Use of Nonstandard Work Arrangements ..................8 Aging of the “Baby Boom” Generation ..........................................8 Rehiring Annuitants .......................................................................8 Implementing a “Core-Ring” Model ..............................................9 Nonstandard Work Arrangements in the Federal Sector ...............10 How Nonstandard Work Arrangements Are Used ........................11 Nonstandard Work Arrangements in the Federal Government ...........14
    [Show full text]
  • It's Complicated: Age, Gender, and Lifetime Discrimination Against
    BISOM-RAPP.DOCX (DO NOT DELETE) 6/19/2014 10:17 AM IT’S COMPLICATED: AGE, GENDER, AND LIFETIME DISCRIMINATION AGAINST WORKING WOMEN—THE UNITED STATES AND THE U.K. AS EXAMPLES Susan Bisom-Rapp Malcolm Sargeant This Article considers the effect on women of a lifetime of discrimination using material from both the U.S. and the U.K. Government reports in both countries make clear that women workers suffer from multiple disadvantages during their working lives, which result in significantly poorer outcomes in old age when compared to men. Indeed, the numbers are stark. In the United States, for example, the poverty rate of women 65 years old and up is nearly double that of their male counterparts. Older women of color are especially disadvantaged. The situation in the United Kingdom is comparable. To capture the phenomenon, the Article develops a model of Lifetime Disadvantage, which considers the major factors that on average produce unequal outcomes for working women at the end of their careers. One set of factors falls under the heading “Gender-based factors.” This category concerns phenomena directly connected to social or psychological aspects of gender, such as gender stereotyping and women’s traditionally greater roles in family caring activities. A second set of factors is titled “Incremental disadvantage factors.” While these factors are connected to gender, that connection is less overt, and the disadvantage they produce increases incrementally over time. The role of law and policy, in ameliorating or exacerbating women’s disadvantages, is considered in conjunction with each factor, revealing considerable incoherence and regulatory gaps.
    [Show full text]
  • In a Company, Payroll Is the Sum of All Financial Records of Salaries for an Employee, Wages, Bonuses and Deductions
    In a company, payroll is the sum of all financial records of salaries for an employee, wages, bonuses and deductions. In accounting, payroll refers to the amount paid to employees for services they provided during a certain period of time. Payroll plays a major role in a company for several reasons. From an accounting point of view, payroll is crucial because payroll and payroll taxes considerably affect the net income of most companies and they are subject to laws and regulations (e.g. in the US payroll is subject to federal and state regulations). From ethics in business viewpoint payroll is a critical department as employees are responsive to payroll errors and irregularities: good employee morale requires payroll to be paid timely and accurately. The primary mission of the payroll department is to ensure that all employees are paid accurately and timely with the correct withholdings and deductions, and to ensure the withholdings and deductions are remitted in a timely manner. This includes salary payments, tax withholdings, and deductions from a paycheck. Payroll taxes Government agencies at various levels require employers to withhold income taxes from employees' wages.[1] In the United States, "payroll taxes" are separate from income taxes, although they are levied on employers in proportion to salary; the programs they fund include Social Security, and Medicare. U.S. income and payroll taxes collected through deductions are considered to be trust fund taxes, because the employer holds the deducted money in trust for later remittance. [edit] Payroll Taxes in U.S. Before considering the payroll taxes we need to talk about the Basic Formula for the Net Pay.
    [Show full text]
  • Temporary Help Work: Compensating Differentials and Multiple Job-Holding
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Hamersma, Sarah; Heinrich, Carolyn J.; Mueser, Peter R. Working Paper Temporary help work: Compensating differentials and multiple job-holding IZA Discussion Papers, No. 6759 Provided in Cooperation with: IZA – Institute of Labor Economics Suggested Citation: Hamersma, Sarah; Heinrich, Carolyn J.; Mueser, Peter R. (2012) : Temporary help work: Compensating differentials and multiple job-holding, IZA Discussion Papers, No. 6759, Institute for the Study of Labor (IZA), Bonn This Version is available at: http://hdl.handle.net/10419/62511 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
    [Show full text]
  • The Good Temp
    Cornell University ILR School DigitalCommons@ILR Book Samples ILR Press 2008 The Good Temp Vicki Smith Esther B. Neuwirth Follow this and additional works at: https://digitalcommons.ilr.cornell.edu/books Thank you for downloading an article from DigitalCommons@ILR. Support this valuable resource today! This Article is brought to you for free and open access by the ILR Press at DigitalCommons@ILR. It has been accepted for inclusion in Book Samples by an authorized administrator of DigitalCommons@ILR. For more information, please contact [email protected]. If you have a disability and are having trouble accessing information on this website or need materials in an alternate format, contact [email protected] for assistance. The Good Temp Abstract [Excerpt] The story of the explosion of temporary employment and the challenge to the permanent employment contract in the last half of the twentieth century has been told many times. Researchers from''a variety of academic disciplines have written about it, as have activists who organize to help American workers maintain a decent standard of living and a modicum of dignity, and policy analysts who fear the degradation of the employment relationship that seems to be a foregone implication of temporary work. They have focused on different units of analysis: workers who desire permanent jobs but can't find them, workers who have lost out as companies have downsized and restructured, businesses and their myriad reasons for using temporary workers as a solution to their profitability and competition problems, and the temporary help service industry (THS) itself. The Good Temp takes a different tack to explain these developments in labor market institutions and behaviors.
    [Show full text]
  • Amazon's Stranglehold: How the Company's Tightening Grip Is
    Amazon’s Stranglehold: How the Company’s Tightening Grip Is Stifling Competition, Eroding Jobs, and Threatening Communities By Stacy Mitchell and Olivia LaVecchia November 2016 About the Institute for Local Self-Reliance The Institute for Local Self-Reliance (ILSR) is a 42-year-old national nonprofit research and educational organization. ILSR’s mission is to provide innovative strategies, working models, and timely information to support strong, community rooted, environmentally sound, and equitable local economies. To this end, ILSR works with citizens, policymakers, and businesses to design systems, policies, and enterprises that meet local needs; to maximize human, material, natural, and financial resources, and to ensure that the benefits of these systems and resources accrue to all local citizens. More at www.ilsr.org. About the Authors Stacy Mitchell is co-director of ILSR and director of its Community-Scaled Economy Initiative. Her research and writing on the advantages of devolving economic power have influenced policy-makers and helped guide grassroots strategies. She has produced numerous reports and written articles for a variety of national publications, from Bloomberg Businessweek to The Nation, and is the author of Big-Box Swindle: The True Cost of Mega-Retailers and the Fight for America’s Independent Businesses. Contact her at [email protected] or via Twitter at @stacyfmitchell. Olivia LaVecchia is a researcher with ILSR’s Community-Scaled Economy Initiative, where she produces reports and articles on concentrated economic power and locally rooted alternatives. Her work reaches wide audiences, spurs grassroots action, and influences policy-making. Contact her at [email protected] or via Twitter at @olavecchia.
    [Show full text]
  • Human Resource Management
    Human Resource Management TWELFTH EDITION This page intentionally left blank Human Resource Management TWELFTH EDITION ROBERT L. MATHIS University of Nebraska at Omaha • JOHN H. JACKSON University of Wyoming Human Resource Management, Twelfth Edition Robert L. Mathis, John H. Jackson VP/Editorial Director: Senior Marketing Production House: Jack W. Calhoun Communications Manager: Graphic World Inc. Jim Overly Editor-in-Chief: Printer: Melissa S. Acuña Content Project Manager: RR Donnelley, Inc. Patrick Cosgrove Willard, OH Senior Acquisitions Editor: Joseph A. Sabatino Manager, Editorial Media: Art Director: John Barans Stacy Shirley Senior Developmental Editor: Susanna C. Smart Technology Project Manager: Cover and Internal Designer: Kristen Meere Joe DeVine, Red Hangar Editorial Assistant: Design Ruth Belanger Senior Manufacturing Coordinator: Cover Images: Senior Marketing Manager: Doug Wilke © Digital Stock Kimberly Kanakes COPYRIGHT © 2008, 2006 ALL RIGHTS RESERVED. For permission to use material Thomson South-Western, from this text or product, a part of The Thomson No part of this work covered submit a request online at Corporation. Thomson, the by the copyright hereon may be http://www.thomsonrights Star logo, and South-Western reproduced or used in any form .com. are trademarks used herein or by any means—graphic, under license. electronic, or mechanical, in- For more information about cluding photocopying, record- our products, contact us at: Printed in the United States of ing, taping, Web distribution America or information storage and re- Thomson Learning Academic 1 2 3 4 5 10 09 08 07 trieval systems, or in any other Resource Center manner—without the written 1-800-423-0563 Student Edition permission of the publisher.
    [Show full text]
  • The Shadow Workforce: Perspectives on Contingent Work in the United States, Japan, and Europe
    Upjohn Press Upjohn Research home page 11-29-2006 The Shadow Workforce: Perspectives on Contingent Work in the United States, Japan, and Europe Sandra E. Gleason Pennsylvania State University Follow this and additional works at: https://research.upjohn.org/up_press Part of the Labor Economics Commons Citation Gleason, Sandra E., ed. 2006. The Shadow Workforce: Perspectives on Contingent Work in the United States, Japan, and Europe. Kalamazoo, MI: W.E. Upjohn Institute for Employment Research. https://doi.org/10.17848/9781429454889 This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License. This title is brought to you by the Upjohn Institute. For more information, please contact [email protected]. The Shadow Workforce Gleason.indb 1 11/13/2006 9:06:40 AM Gleason.indb 2 11/13/2006 9:06:40 AM The Shadow Workforce Perspectives on Contingent Work in the United States, Japan, and Europe Sandra E. Gleason Editor 2006 W.E. Upjohn Institute for Employment Research Kalamazoo, Michigan Gleason.indb 3 11/13/2006 9:06:40 AM Library of Congress Cataloging-in-Publication Data The shadow workforce : perspectives on contingent work in the United States, Japan, and Europe / Sandra E. Gleason, editor. p. cm. Includes bibligraphical references and index. ISBN-13: 978-0-88099-288-6 (pbk. : alk. paper) ISBN-10: 0-88099-288-3 (pbk. : alk. paper) ISBN-13: 978-0-88099-289-3 (hardcover : alk. paper) ISBN-10: 0-88099-289-1 (hardcover : alk. paper) 1. Temporary employment—United States. 2. Temporary employment—Japan. 3. Temporary employment—Europe. 4. Part-time employment—United States.
    [Show full text]