Women in the Workplace and Management Practices: Theory and Evidence
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Work Sharing: Issues, Policy Options, and Prospects
DOCUMENT RESUME ED 201 819 ZIT 028 AUTHOR Best, 7r-red TI-TLE Work E_-ari.ng:ISSUE Folic- and Trsrri7TOT7ON Upjohn (W.E.) Inst. or 7.mn _cm Reearch Kalama=on, Mich. FPOFT ISBN-C--1 1558-79-9: 7-7-13 r_.) A 81 772r 217p. A"-AILABLE FROM W. E. ute for :Plc 300 S. westnr-e Ave., Kal_am=o, "7 .nad cov $8.00: paper, $5.0.. oi available). 7Dpq MF01 Plus Postage. DESCPIP7ORS Adults; Economic N-1-mx__,m7gri_csnn CPorr ies: *Employment_ Practi es: -ime -Employment; *Public Policy .1-73c-fai *Ur.employment 77EN77-1.-7-7 S Impact; *Job Sharing This monograph reviews zurren- 77--:':_'eVa---7:erofwork sharing and assesses cr7.-.-a4-_i-or. potential, and likely socia_l__ pac ate:1 t7 the concept. Chapter r. overvi 'A977_"_147. sg n -oast .7-4:haring as an alternative to the (mt. anemplo-rmer-t in fulre_ Chapter 2 reviews issues of 7-0771r. ',I a :1.7'1g :The se c--.-7--_;_dera-tio7s are consolidated into thsthe o mpac.t.- :7-=3uc-oivityand price stability, job participation and aggregate er.p-Lovz---....- sociefL eguitY -tar-7eta.bility,flexibility of impl_e_men. 7,--_rative costs and reaulatory secoaLt.= cr.ncerrs. Chapter 3 focuses on sevetezy-:-:- de,---7!:Tcrne:a to redistribute existin: and oros--pe_-_=.:LvE: oppo-rtin-itles through work sharing. They major catego=i.-es: (1) subsidized worktime reduct.t.--.7 (2) .lim.Ltation of worktime (5 options), trade-cs (4 options) , and(4) voluntary -:=Ezda-off options for individuals (2 options). -
Product Retrieval Procedures
PRODUCT RETRIEVAL PROCEDURES X-1 INDEX PAGE Overview 3 Analysis of FDA Recall Guidelines 4 A Product Retrieval Blueprint for Action 11 Food & Drug Regulations Title 21, Chapter 1 32 Subchapter A, Parts 7, 7.1 through 7.49 Method for Conducting Retrieval Effectiveness Checks 46 Published by Food and Drug Administration Example -- Corporate Retrieval Program 56 X-2 FOOD AND DRUG RECALL GUIDELINES OVERVIEW The regulations set forth in the Federal Register on June 16, 1978, established the following facts: 1. If an emergency of retrieval arises, it is the responsibility of a manufacturer or distributor to initiate voluntarily and carry out a retrieval of its product that is found to be in violation of the Food and Drug Act. 2. The retrieval must be initiated when the manufacturer discovers or is informed of the infraction. 3. The burden in carrying out a retrieval is totally that of a manufacturer or distributor. 4. Although a retrieval will be conducted by a manufacturer or distributor, it must be carried out to satisfaction of the FDA. To be able to conduct a product retrieval to the satisfaction of the FDA, the following preparation and conditions are essential: 1. An established contingency plan. 2. Assigned responsibility and authority to specific management personnel to carry out the contingency plan. 3. A thorough understanding of the regulation guidelines on retrieval. 4. Recognition of the urgency that FDA places on effectiveness, promptness and thoroughness. 5. Accurate documentation of ingredient and materials used. 6. Accurate documentation of distribution of products. 7. Accurate coding. The proof of effectiveness can only be learned through Trial Runs. -
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. -
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. -
Gossip, Exclusion, Competition, and Spite: a Look Below the Glass Ceiling at Female-To-Female Communication Habits in the Workplace
University of Tennessee, Knoxville TRACE: Tennessee Research and Creative Exchange Masters Theses Graduate School 5-2013 Gossip, Exclusion, Competition, and Spite: A Look Below the Glass Ceiling at Female-to-Female Communication Habits in the Workplace Katelyn Elizabeth Brownlee [email protected] Follow this and additional works at: https://trace.tennessee.edu/utk_gradthes Part of the Organizational Communication Commons Recommended Citation Brownlee, Katelyn Elizabeth, "Gossip, Exclusion, Competition, and Spite: A Look Below the Glass Ceiling at Female-to-Female Communication Habits in the Workplace. " Master's Thesis, University of Tennessee, 2013. https://trace.tennessee.edu/utk_gradthes/1597 This Thesis is brought to you for free and open access by the Graduate School at TRACE: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Masters Theses by an authorized administrator of TRACE: Tennessee Research and Creative Exchange. For more information, please contact [email protected]. To the Graduate Council: I am submitting herewith a thesis written by Katelyn Elizabeth Brownlee entitled "Gossip, Exclusion, Competition, and Spite: A Look Below the Glass Ceiling at Female-to-Female Communication Habits in the Workplace." I have examined the final electronic copy of this thesis for form and content and recommend that it be accepted in partial fulfillment of the requirements for the degree of Master of Science, with a major in Communication and Information. Michelle Violanti, Major Professor We have read this thesis -
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]]. -
The Brain Injury Handbook: a Resource Guide for Employers
I was hit by a drunk driver. I tripped and hit my head. I was assaulted leaving work. The Brain Injury Handbook: A Resource Guide for Employers I sustained a blast injury in Iraq. My ex-boyfriend beat me up. I had a heart attack. 1 of 64 The Brain Injury Handbook: An Introductory Guide to Understanding Brain Injury for Employers 2011 Sherry Stock, Executive Director Brain Injury Association of Oregon, Inc. PO Box 549, Molalla OR 97038 800-544-5243 www.biaoregon.org These materials were funded by the Oregon State Rehabilitation Services Grant # 136164. Table of Contents 1. INTRODUCTION .................................................................................................................... 1 Injury and Disability Prevalence Rates ................................................................................ 1 What Are Acquired and Traumatic Brain Injuries? ............................................................... 1 What is Post Traumatic Stress Disorder? ............................................................................ 2 The Goal: A Return to Work ............................................................................................... 2 2. INFORMATION FOR EMPLOYERS ABOUT ABI/TBI .................................................................. 2 The Role of Employers ........................................................................................................ 3 3. THE HUMAN BRAIN AND TBI/ABI ........................................................................................ 4 Structure -
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). -
What Is Job-Sharing?
International Labour Office Geneva Work-sharing and job-sharing What is work-sharing? ork-sharing is a reduction of working time intended to spread a given volume W of work over a larger number of workers in order to avoid layoffs or increase employment. The decrease in working hours is mostly coupled with cuts in wages and benefits, which, in turn, may be partially compensated by government wage subsidies or often social benefits (e.g. unemployment compensation). The extent of the reduction in workers’ wages and benefits may or may not be proportional to the extent of the reduction in working hours. What is job-sharing? ob-sharing, by contrast, refers to a voluntary arrangement whereby two persons take J joint responsibility for one full-time job and divide the time they spend on it according to specific arrangements made with the employer. A common form of job-sharing is to split one full-time job into two part-time jobs (for more information about part-time jobs, see Information Sheet No. WT-4 on part-time work). Unlike work-sharing, job-sharing is generally not used as a measure to avoid layoffs or increase employment. How are work-sharing and job-sharing constrained or promoted? any countries facilitate work-sharing as a labour market policy tool aimed at M preserving existing jobs or creating new ones. In the framework of national work- sharing programmes, firms can receive benefits when they refrain from the use of layoffs, and instead “share” the (lower) amount of available work by reducing working hours per employee, although typically the hours worked per employee are not reduced to part-time levels. -
The Office” Sample Script
“THE OFFICE” SAMPLE SCRIPT “The Masseuse” by John Chang [email protected] FADE IN: INT. OFFICE – MORNING MICHAEL enters and stops by PAM’S desk. MICHAEL Morning, Pam. Did you catch the ‘L Word’ last night? PAM No. I missed it. MICHAEL It was a great episode. Tim found out that Jenny was cheating on him with Marina, and Dana and Lara broke up. But the whole thing was totally unbelievable. PAM Why? MICHAEL Because. There’s no way that lesbians are that hot in real life. I know that we all have our fantasies about a pair of hot lesbian chicks making out with each other, but that’s just not how it is in the real world. PAM Um, o-kay. MICHAEL I mean, seriously, Pam. There’s no way in a million years that a smoking hot lesbian babe would come up to you and ask you out on a date. It just wouldn’t happen. I mean, I’m sure you must be very attractive to plenty of lesbians out there, but let’s face facts: they don’t look like Jennifer Beals, they look like Rosie O’Donnell. 2 MICHAEL (cont’d) That’s why the ‘L Word’ is just a TV show, and this is real life. And Pam, for what it’s worth, if you were a lesbian, you’d be one of the hotter ones. PAM Um, thanks. As Michael heads for his office, Pam turns to the camera. Her expression asks, “Did he just say that?” END TEASER INT. OFFICE - DAY It’s business as usual, when the entrance of an extremely attractive young woman (MARCI) interrupts the office’s normal placid calm. -
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.