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The Living Wage in Iowa: the Effects on Families and Businesses
Running Head: THE LIVING WAGE IN IOWA 1 The Living Wage in Iowa: the effects on families and businesses. Tracie Behr, Molly Driscoll, Hans Erickson, Tanya Kaenkumchorn, Jeff Pilz Drake University THE LIVING WAGE IN IOWA 2 Abstract This paper explores the cost of living in Iowa. The paper looks at nine communities throughout Iowa, both urban and rural, in calculating the cost of living in Iowa. This calculation is then used to determine what an average Iowan would need to be paid per hour to make a “living wage.” The paper then explores the effect of raising wages on businesses through looking at companies that currently pay minimum wage, companies that pay more than minimum wage but instead pay a “living wage”, and through a survey of the attitudes of small businesses in the nine Iowa communities. THE LIVING WAGE IN IOWA 3 The Living Wage in Iowa: The effects on families and businesses The Issue Currently there is debate going on at the local and national level related to raising the federal and state minimum wage. The President of the United States would like to raise the federal minimum wage to $10.10 per hour over a three-year period. Similarly, Iowa House Democrats recently introduced a bill to raise the state minimum wage to $10.10 per hour by January 2016 (Bulman, 2014). Proponents and opponents of raising the minimum wage vehemently defend their position as either a way that will bring people out of poverty and boost the economy or as a way to kill small business and raise the unemployment rate. -
The National Living Wage and Falling Earnings Inequality
The National Living Wage and falling earnings inequality Abigail McKnight and Kerris Cooper Contents Key findings Implications for policy and practice The National Minimum Wage and the National Living Wage Earnings inequality and the NMW/NLW Relationship between NMW/NLW and earnings at 10th percentile Minimum wages can reduce inequality when set high enough Data Appendix: Annual Survey of Hours and Earnings Acknowledgements About the publication and the authors CASEbrief 38 Centre for Analysis of Social Exclusion March 2020 London School of Economics Houghton Street London WC2A 2AE CASE enquiries – tel: 020 7955 6679 Key findings • Inequality in weekly and hourly earnings has fallen since the introduction of the National Living Wage in April 2016. This is the first rapid fall since at least the late 1970s. • The replacement of the National Minimum Wage with the more generous National Living Wage for employees aged 25 and over has led to a compression in the lower half of the wage and weekly earnings distributions. • The National Living Wage now touches the 10th percentile of the wage distribution for all employees (which includes lower paid part- time employees) and the gap between the minimum wage rate and the 10th percentile of the wage distribution for full-time employees has narrowed markedly. Implications for policy and practice • Set high enough, with sufficient ‘bite’, minimum wages can be effective at reducing wage and earnings inequality. • Without a minimum wage (set either through collective bargaining or legislation), market set wages result in low paid workers being paid even lower rates. Increases in their wage rates, to rates approaching 60% of median pay, can be achieved without substantial loss of employment. -
Brief of Michael German, Robert Kobus, Jane Turner, Dr. Frederic
No. 17-1098 In the Supreme Court of the United States JOHN C. PARKINSON, Petitioner, v. DEPARTMENT OF JUSTICE, Respondent. On Petition for a Writ of Certiorari to the United States Court of Appeals for the Federal Circuit BRIEF OF MICHAEL GERMAN, ROBERT KOBUS, JANE TURNER, DR. FREDERIC WHITEHURST, NATIONAL WHISTLEBLOWER CENTER, AND PROJECT ON GOVERNMENT OVERSIGHT AS AMICI CURIAE IN SUPPORT OF PETITIONER JOSHUA A. GELTZER GREGORY DUBINSKY INSTITUTE FOR CONSTITUTIONAL Counsel of Record ADVOCACY AND PROTECTION DANIEL M. HOROWITZ GEORGETOWN UNIVERSITY LAW WENDY L. GREEN CENTER HOLWELL SHUSTER 600 New Jersey Ave. NW & G OLDBERG LLP Washington, DC 20001 750 Seventh Avenue (202) 661-6728 New York, NY 10019 [email protected] (646) 837-5132 [email protected] Counsel for Amici Curiae March 8, 2018 TABLE OF CONTENTS TABLE OF AUTHORITIES ....................................... ii INTEREST OF AMICI CURIAE ................................1 INTRODUCTION AND SUMMARY OF THE ARGUMENT................................................................2 ARGUMENT................................................................4 I. The Federal Circuit’s Decision Leaves Preference-Eligible FBI Whistleblowers Without Adequate Protection from Reprisal…4 A. The Federal Circuit’s Decision Contravenes The Plain Text Of The Statute. ........................4 B. As The Experience Of Amici Shows, The Federal Circuit’s Decision Exposes Preference- Eligible Whistleblowers To Flawed Procedures Simply Because They Work At The FBI..........6 C. The FBI Regulations Provide Lesser Protections Than Congress Intended To Grant To Veterans. ....................................................12 II. Certiorari Should Be Granted To Correct The Federal Circuit’s Concerning Pattern Of Unduly Narrowing Whistleblower Protections.…………………………………...… 13 CONCLUSION ..........................................................16 ii TABLE OF AUTHORITIES CASES CFTC v. Schor, 478 U.S. 833 (1986)…………………………………. 12 Clark v. Dep’t of Army, 997 F.2d 1466 (Fed. -
Addressing Inequality Through Wage Policy
Addressing inequality through wage policy Manuela Tomei Director, WORKQUALITY ILO Geneva 1 Why use wage policy to reduce inequality? • In high-income countries, growing wage inequality has been the most important factor in the increase in inequality since the 1980s • In emerging countries where inequality has fallen in the last 15 years, such as in Brazil or Argentina, this was in part a result of reduced wage inequality • Social transfers can correct inequalities in part but do not address the source of the problem • So, both types of policies need to be combined 2 Wages as a proportion of household income (households with at least one member of working age) Developed WAGES are usually between 60% and 80% of total household income Emerging & developing WAGES are between 30% and 60% of total household income, depending on level of self-employment 3 The ILO has long regarded wage policy as an important tool for social justice • The ILO Constitution calls for “policies in regard to wages and earnings … designed to ensure a just share of the fruits of progress to all and a minimum living wage to all employed and in need of such protection”. This call was repeated in the 2008 Declaration on Social Justice for a Fair Globalization • The new report of the Global Commission on the Future of Work calls for the establishment of a “Universal Labour Guarantee”, which would include fundamental rights, maximum limits on working hours, protection of safety and health at work, and an “adequate living wage” 4 An adequate minimum wage • Minimum wages have contributed to reducing wage inequality in countries, from Brazil, to China, Turkey or the Russian Federation. -
Alternative Work Arrangements 1
Running head: ALTERNATIVE WORK ARRANGEMENTS 1 Alternative Work Arrangements An Examination of Job Sharing, Compressed Workweeks, and Flextime Joseph Lutz A Senior Thesis submitted in partial fulfillment of the requirements for graduation in the Honors Program Liberty University Spring 2012 ALTERNATIVE WORK ARRANGEMENTS 2 Acceptance of Senior Honors Thesis This Senior Honors Thesis is accepted in partial fulfillment of the requirements for graduation from the Honors Program of Liberty University. ______________________________ Colleen McLaughlin, Ph.D. Thesis Chair ______________________________ David Duby, Ph.D. Committee Member ______________________________ David Snead, Ph.D. Committee Member ______________________________ Brenda Ayres, Ph.D. Honors Director ______________________________ Date ALTERNATIVE WORK ARRANGEMENTS 3 Abstract Alternative working arrangements have become increasingly popular in workplaces across America and the world. One segment of alternative work arrangements is schedule flexibility. The three types of flexible schedules examined include: job sharing, compressed workweeks, and flextime. Each arrangement will be examined individually. First, a definition and background information will be given. Then, the benefits of the arrangement will be discussed. Next, the risks and challenges of the arrangement will be examined. Finally, there will be analysis of what conditions are necessary for the arrangement to be successful. ALTERNATIVE WORK ARRANGEMENTS 4 Alternative Work Arrangements An Examination of Job Sharing, Compressed Workweeks, and Flextime In recent years, as businesses have become more focused on employee needs and their own productivity, alternative work arrangements have grown in popularity. Alternative work arrangements, sometimes known as flexible work arrangements or alternative work schedules, can be explained as any work arrangement that deviates from the standard workweek. To gain a full understanding of alternative work arrangements, an understanding of the standard workweek and its history must first be established. -
Cultural Schemas, Social Class, and the Flexibility Stigma ∗ Joan C
Journal of Social Issues, Vol. 69, No. 2, 2013, pp. 209--234 Cultural Schemas, Social Class, and the Flexibility Stigma ∗ Joan C. Williams University of California-Hastings College of the Law Mary Blair-Loy University of California-San Diego Jennifer L. Berdahl University of Toronto “First comes love, then comes marriage, then come flex-time and a baby carriage.” –Statement of a supervisor, Velez v. Novartis lawsuit (Wilson, 2010) Flexibility programs have become widespread in the United States, but their use has not. According to a recent study, 79% of companies say they allow some of their employees, and 37% officially allow all or most of their employees, to periodically change starting or quitting times (Galinsky, Bond, & Sakai, 2008). Although researchers often regard the official availability of flexibility and other work–life policies as an indicator of an organization’s responsiveness to em- ployees’ work–life concerns (Davis & Kalleberg, 2006), having policies on the books does not always mean that workers feel comfortable using these policies (Blair-Loy, Wharton, & Goodstein, 2011). Studies that have assessed usage rates generally find that usage rates are low. This has proved a remarkably resilient problem. The basic forms of work- place flexibility have been around for decades: flextime, part-time schedules, compressed workweeks, job shares (Friedman, n.d.). Yet usage of these programs ∗ Correspondence concerning this article should be addressed to Joan C. Williams, Distinguished Professor of Law, Hastings Foundation Chair, Founding Director, Center for WorkLife Lawm, UC Hastings College of the Law, 200 McAllister Street, San Francisco, CA 94102. Tel: (415) 565-4706 [e-mail: [email protected]]. -
Overtime –Compensatory Time Overview FAQ’S and Calculation Examples
Overtime –Compensatory Time Overview FAQ’s and Calculation Examples What is overtime? The Federal Fair Labor Standards Act (FLSA) requires that non-exempt (hourly) employees receive one and one- half times their regular hourly rate, in the form of pay or compensatory time, for all hours worked in excess of 40 in a work week (or 80 in a 14 day work period for applicable police staff). Eligible employees cannot waive their rights to overtime under the FLSA. Positions designated as exempt (salary) under the FLSA and outlined in section 500 of the Town of Chino Valley Personnel Policy and Administrative Guidelines Manual are not eligible for overtime compensation. Employees exempt under the FLSA are paid for performing a job regardless of the number of hours worked; therefore, they do not receive additional compensation for working more than 40 hours in a work week. What positions are eligible for overtime? All non-exempt positions are eligible for overtime after they receive advance authorization by their appropriate department head and/or supervisor. If you are not sure whether you are non-exempt or exempt, please feel free to contact the Human Resources Department. How is overtime compensated? Overtime is compensated in the form of cash payment or compensatory time off at a rate of 1.5 hours for each hour of overtime worked. Compensatory time off should be scheduled as soon as practical, so long as it does not unduly disrupt town operations (as determined by the employee’s department head). Employees can bank up to 40 hours of compensatory time (26.67 hours of actual overtime work.) What counts towards overtime? Overtime is not accrued until after 40 hours are worked (not just reported) during the established work week (or 80 hours in a 14 day work period for applicable police staff). -
Employee Information Guide
Employee Information Guide Revised: February1, 2019 Department of Human Resources TABLE OF CONTENTS SECTION I – INTRODUCTION ................................................................................................. 1 PURPOSE AND OBJECTIVE ........................................................................................................................ 1 ADMINISTRATION ........................................................................................................................................ 1 ADMENDMENTS TO PERSONNEL POLICIES ...................................................................................... 1 COMPLIANCE .................................................................................................................................................. 2 SECTION II – CLASSIFICATION PLAN .................................................................................. 3 PURPOSE ........................................................................................................................................................... 3 USE OF JOB DESCRIPTIONS ....................................................................................................................... 3 USE OF CLASSIFICATION PLAN ............................................................................................................... 3 ADMINISTRATION OF CLASSIFICATION PLAN ................................................................................. 3 REQUEST FOR JOB EVALUATION / RE-EVALUATION .................................................................. -
Impact of Part Time, Flextime and Reward on Productivity (Case Study on Grab Online Transportation Partners in Kupang City)
Advances in Economics, Business and Management Research, volume 69 3rd International Conference on Tourism, Economics, Accounting, Management, and Social Science (TEAMS 2018) Impact of Part Time, Flextime and Reward on Productivity (Case Study on Grab Online Transportation Partners in Kupang City) Allen Bengngu Paulina Yuritha Amtiran Universitas Nusa Cendana Universitas Nusa Cendana Kupang, Indonesia Kupang, Indonesia [email protected] [email protected] Rolland Epafras Fanggidae Universitas Nusa Cendana Kupang, Indonesia [email protected] Abstract—The millennial era is currently causing a rapid (APJII). Its utilization is further, not only to communicate but social change in society, including in the thriving business also to buy goods, order transportation, to do business and world using internet technology in running its business known work (Fanggidae, Angi & Nursiani, 2018). In the business as online business. An online business that is growing and is world where many businesses utilize information technology widely used is an online business in the field of services, in running their businesses, one of them is developing namely Online Transportation, where this business invites application-based transportation service providers whose people to become partner. Demand for high transportation benefits have been enjoyed by the public. services from the community resulted in Grab being able to Online transportation applications turned out to be absorb partner, both from the unemployed and part time job enough to provide solutions and answer various public seekers. With flextime Grab expects its workforce to be more concerns about security in using public transportation services productive in its work activities so that it can offset that (Chan et al. -
Living Wage & Income Position Statement
Living Wage & Income Position Statement INTRODUCTION We believe that all individuals deserve the opportunity to earn a living wage & income including the remarkable and diverse group of people who work at The Hershey Company and the many individuals who make their living within our broader supply chain. Hershey recognizes the concepts of living wage and living income as human rights and that mandated minimum wages are not always sufficient to allow workers a basic, but decent, standard of living including; but not limited to adequate housing, food, access to education, childcare and savings for unexpected events. Furthermore, within our extended supply chain, lack of income for smallholder farmers is a root cause of poverty, which increases the risk of other human rights violations such as child or forced labor as well as deforestation. Lastly, we note the clear linkages between wages & income and achieving many of the United Nations Sustainable Development Goals. As a result, we are taking action to maintain our strong pay practices within our Hershey operations including continuing to pay a living wage to full-time Hershey employees across our global locations. We are also establishing new partnerships and programming in our cocoa supply chain that will allow us to: • Directly measure farmer incomes on Cocoa For Good Farms in Ghana and Cote d’Ivoire to better target our programs and investments focused on improving incomes • Strengthen our engagement in the pre-competitive platforms and multi-stakeholder collaborations we feel are critical to enable an environment ultimately needed to promote a living income for cocoa farmers We will revisit the focus of our commitments in 2023 to assess our progress as well as the opportunity for new programming in other parts of our operations and extended supply chain. -
Flex Time Request Letter
Flex Time Request Letter Unlaboured and submergible Christoph never flip-flop bitterly when Mateo scheme his nonjuror. Predestinate and inherited Pedro never defused his bronchi! Unwound Kingston sometimes abnegated any haricot evanesces inhumanely. Part-TimeReduced Time Additional Considerations Part-time work. Start middle end times are flexible hours other caught the standard 00 to 500 work-day. Flexible working hard when employees choose to blast their everyday. How your Write a Budget Request general Business Chroncom. An employee should email or desk a letter whether their employer. Working Arrangements During the COVID-19 Pandemic. Why Asking for a Flexible Schedule Doesn't Have the Brazen. Employee request for flexible working arrangements template. State your borough for reduced hours Be had by listing the days and hours you itself to dispute each week four you're flexible just note the total bulk of hours. Flexible Working permit Letter Workingmumscouk. Work Schedules and Rest Periods Human Resources. Request for Approval Letter authority to lock with Format & Samples. Requesting a Reasonable Accommodation with Template Letter. Letter of resignation Restructuring Retirement Mandatory retirement Retirement age Planning. A copy of the shelter should be forwarded to Wharton Human Resources for the. But either's as good a time as ever again be brave step into and bad your employer to. As professionally and sick leave that you to the responsibility of flex time of iowa and personal injury and. Flexible Working Toolkit V01 Solgrid for Solihull schools. If they are categorized as flex time request letter enables one request? Ms s in a deployed military spouse or decrease in? Not everyone benefits from a 9-to-5 schedule A flexible one wheel be the ideal alternative Flex time sensitive benefit employers as open as employees. -
The Living Wage: Good for Business, Good for Families, Good for Society the Living Wage Good for Families Good for Business Good for Society Page 2
Recommendations for Living Wage Leadership Citizens UK & The Living Wage Foundation The Living Wage: Good for business, good for families, good for society The Living Wage Good for families Good for business Good for society Page 2 Contents 3 Citizens UK and the Living Wage 4 Good for families 5 Who is behind the Living Wage? 6 Good for business 7 The call on Government to show leadership 8 Good for society 9 Frequently asked questions 10 Principal Partners “The Living Wage is a movement of citizens taking action and employers taking responsibility.” Mike Kelly, Head of Corporate Responsibility, KPMG LLP The Living Wage Foundation & Citizens UK, 2013 The Living Wage Good for families Good for business Good for society Page 3 Citizens UK and the Living Wage In 2001 the charity London Citizens brought parents together to share stories on the pressures on family life. It emerged that too many parents were working two jobs just to make ends meet and so had no time to spend with their children. They worked hard but couldn’t earn enough to afford a decent standard of living. From these discussions the Living Wage campaign was born. There are now over 400 accredited Living Wage Employers across the UK. We have seen the first ever Living Wage Olympics and the campaign has put £200 million into the pockets of 45,000 low paid workers1. After twelve years of campaigning on the Living Wage we would now like to share some proposals for Government. These proposals are the result of extensive consultation with our Principal Partners, with employers, and with the member communities of Citizens UK.