Paying Back in Sweat & Tear
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The Politics of Ambiguity Conditional Manumission, Labor Contracts, and Slave Emancipation in Brazil (1850S–1888)*
Sidney Chalhoub The Politics of Ambiguity Conditional Manumission, Labor Contracts, and Slave Emancipation in Brazil (1850s–1888)* Introduction The historical process that made liberalism, old and new, the guiding ideology of Western societies brought with it the invention of new forms of unfree labor. Lib- eralism and free labor, ancien regime and serfdom and/or slavery are no longer unproblematic pairs of historical intelligibility. The first half of the nineteenth century did not see the weakening of slavery in the Americas at all, but just the partial relocation of it. The institution of slavery gradually disappeared in the British and French Caribbean while it became stronger in Brazil, Cuba, and the US South.1 In the second half of the nineteenth century, as the nightmare of an international order based on slavery was finally defeated in the American Civil War,2 there emerged extremely aggressive racist ideologies that justified Western imperial expansion and the persistence of forced labor in Africa and elsewhere. Actually, it boggles the mind to think that for so long it seemed possible to con- ceive of the nineteenth century as a time of transition from slavery to freedom, from bondage to contractual and/or free labor. In fact, contract labor, however diverse in its forms, was often thought of as a form of coerced labor, with workers * This article was first published under the same title in International Review of Social History, Vol. 60 (2015), pp. 161–191 doi:10.1017/S0020859015000176 © 2015 Internationaal Instituut voor Sociale Geschiedenis, published by Cambridge University Press, reproduced with permission. -
Advancing Workers' Rights Under Sdgs
Research Paper IX Advancing Workers’ Rights under SDGs Policy and Situational Analysis of Decent Work in Nepal The Centre for the Study of Labour and Mobility is a research centre within Social Science Baha, Kathmandu, set up with the primary objective of contributing to broader theories and understandings on labour and mobility. It conducts interdisciplinary, policy-relevant research on critical issues affecting working people; serves as a forum to foster academic, policy and public debates; and provides new insights on the impact of labour and migration. Jeevan Baniya with 9 789937934916 Sunita Basnet, Himalaya Kharel and Rajita Dhungana Research Paper IX Advancing Workers’ Rights under SDGs Policy and Situational Analysis of Decent Work in Nepal Jeevan Baniya with Sunita Basnet, Himalaya Kharel and Rajita Dhungana This publication was made possible through the financial support of the Solidarity Center, Washington DC. The authors would like to thank Krishma Sharma of the Solidarity Center for administrative and logistical support during the study. The authors are grateful to Saloman Rajbanshi, Senior Programme Officer and Dr Biswo Poudel, Economic Advisor, from ILO Country Office Nepal, for reviewing the report and providing their valuable feedback. The authors would also like to thank Khem Shreesh at Social Science Baha for his feedback while finalising this publication. © Solidarity Center, 2019 ISBN: 978 9937 9349 1 6 Centre for the Study of Labour and Mobility Social Science Baha 345 Ramchandra Marg, Battisputali, Kathmandu – 9, Nepal Tel: +977-1-4472807, 4480091 • Fax: +977-1-4475215 [email protected] • www.ceslam.org Printed in Nepal CONTENTS Acronyms v Executive Summary vii 1. -
Program Team Leader Solicitation Number: 72DFFP18R00015 Salary Level: GS-14 Equivalent: $114,590 - $148,967 (Includes Washington, D.C
Request for Personal Service Contractor United States Agency for International Development Bureau for Democracy, Conflict and Humanitarian Assistance Office of Food for Peace Position Title: Program Team Leader Solicitation Number: 72DFFP18R00015 Salary Level: GS-14 Equivalent: $114,590 - $148,967 (Includes Washington, D.C. locality pay) Issuance Date: October 25, 2018 Closing Date: November 15, 2018 Closing Time: 4:00 P.M. Eastern Time Dear Prospective Applicants: The United States Government (USG), represented by the U.S. Agency for International Development (USAID) Office of Food for Peace (FFP), is seeking applications from qualified U.S. citizens to provide personal services as a Program Team Leader under a United States Personal Services Contract (USPSC), as described in the attached solicitation. Submittals must be in accordance with the attached information at the place and time specified. Applicants interested in applying for this position MUST submit the following materials: 1. Complete resume. In order to fully evaluate your application, your resume must include: (See sample resume on www.ffpjobs.com website) (a) Paid and non-paid experience, job title, location(s), dates held (month/year), and hours worked per week for each position. Dates (month/year) and locations for all field experience must also be detailed. Any experience that does not include dates (month/year), locations, and hours per week will not be counted towards meeting the solicitation requirements. (b) Specific duties performed that fully detail the level and complexity of the work. (c) Names and contact information (phone/email) of your current and/or previous supervisor(s). Current and/or previous supervisors may be contacted for a reference. -
THE GENDER PAY GAP: Myth Vs
THE GENDER PAY GAP: Myth vs. Reality… And What Can Be Done About It BY BEN FROST KORN FERRY HAY GROUP hat makes the gender pay Wissue a board-level concern? In a word, profitability. According to the Peterson Institute for International Economics’ recent study of 21,980 companies in 91 countries, the presence of more female leaders in top positions of corporate management cor- relates with increased profitability. The gender pay gap has become a rallying cry among shareholder groups, in the media and also as a much-talked-about issue during the US presidential election season. According to one widely quoted statistic from the Institute for Women’s Policy Research (IWPR): “In 2015, female full-time workers made only 79 cents for every dollar earned by men, a gender wage gap of 21 percent.” That quote has been repeated, reprinted and retweeted countless times, but how accurate is it? While there is some consensus that a gender pay gap exists, what is it really? Equally important, what are the causes, and what can organi- zations to do to ensure that individuals are paid what they are worth, regardless of gender? AN APPLES-TO-APPLES COMPARISON Korn Ferry Hay Group set out to create a more accurate view of what the gender pay gap actually is. We had one advantage at the outset, one lacking in other analyses: We were able to control for job level— the biggest driver of pay. Our pay database holds compensation data for more than 20 million employees in more than 110 countries and 8 KEEP READING THE GENDER PAY GAP THE GENDER PAY GAP across 25,000 organizations, making it the largest and the most compre- hensive such database in the world. -
Proactive Workplace Bullying in Teams: Test of a Rational and Moral Model of Aggression
DePaul University Via Sapientiae College of Science and Health Theses and Dissertations College of Science and Health Summer 8-20-2017 Proactive Workplace Bullying in Teams: Test of a Rational and Moral Model of Aggression Anthony S. Colaneri DePaul University, [email protected] Follow this and additional works at: https://via.library.depaul.edu/csh_etd Part of the Industrial and Organizational Psychology Commons Recommended Citation Colaneri, Anthony S., "Proactive Workplace Bullying in Teams: Test of a Rational and Moral Model of Aggression" (2017). College of Science and Health Theses and Dissertations. 232. https://via.library.depaul.edu/csh_etd/232 This Thesis is brought to you for free and open access by the College of Science and Health at Via Sapientiae. It has been accepted for inclusion in College of Science and Health Theses and Dissertations by an authorized administrator of Via Sapientiae. For more information, please contact [email protected]. Running head: PROACTIVE WORKPLACE BULLYING IN TEAMS Proactive Workplace Bullying in Teams: Test of a Rational and Moral Model of Aggression A Thesis Presented in Partial Fulfillment of the Requirements for the Degree of Master of Arts By Anthony S. Colaneri 7/4/2017 Department of Psychology College of Science and Health DePaul University Chicago, Illinois PROACTIVE WORKPLACE BULLYING IN TEAMS ii Thesis Committee Suzanne Bell, Ph.D., Chairperson Douglas Cellar, PhD., Reader PROACTIVE WORKPLACE BULLYING IN TEAMS iii Acknowledgments I would like to express my appreciation and gratitude to Dr. Suzanne Bell for her invaluable guidance and support throughout this process. I would also like to thank Dr. Douglas Cellar for his guidance and added insights in the development of this thesis. -
Survivor Stories
Survivor Stories The Sound of Freedom | Sakdouri Village Story It’s called the “brick belt” of India, a notorious region where debt bondage slavery is rampant and devastating. Enslaved villagers are threatened, degraded, shamed and sometimes beaten to death. It sounds like an impossible challenge for human rights activists. But it isn’t. The villagers of Sakdouri are proof. Slavery’s Cruel Grip Eighteen families from Sakdouri were trapped in bonded labor slavery at a local brick kiln, forced to work in brutal conditions, terrorized by violence. “Someone promised us jobs at the brick kiln and said the owner was a good person,” says Durga, a Sakdouri slavery survivor. “They said he would pay us well, but we didn’t even get water to drink. He didn’t pay us or even give us fuel to cook our food. When we asked the owner, he threatened and beat us.” “The brick kiln owner and his supervisor threatened to throw me in the brick kiln furnace,” says Shagir, a Sakdouri slavery survivor. In debt bondage, slaves are chained to an illegal financial obligation that they are forced to repay through endless labor. An entire family—men, women and children—is forced to work for the person who holds the debt. Those in slavery cannot walk away, even if they could pay off the loan more quickly by working elsewhere. Debt bondage has been outlawed in India, but impoverished villagers do not know their rights—and many have no choice but to borrow funds when a family emergency arises. A Daring Break for Freedom Brave Sakdouri slaves ultimately managed to make contact with residents of a previously freed village, who in turn notified a Free the Slaves front-line partner organization. -
The Kamaiya System of Bonded Labour in Nepal
Nepal Case Study on Bonded Labour Final1 1 THE KAMAIYA SYSTEM OF BONDED LABOUR IN NEPAL INTRODUCTION The origin of the kamaiya system of bonded labour can be traced back to a kind of forced labour system that existed during the rule of the Lichhabi dynasty between 100 and 880 AD (Karki 2001:65). The system was re-enforced later during the reign of King Jayasthiti Malla of Kathmandu (1380–1395 AD), the person who legitimated the caste system in Nepali society (BLLF 1989:17; Bista 1991:38-39), when labourers used to be forcibly engaged in work relating to trade with Tibet and other neighbouring countries. In the 18th and 19th centuries, the Gorkhali and Rana rulers introduced and institutionalised new forms of forced labour systems such as Jhara,1 Hulak2, Beth3 and Begar4 (Regmi, 1972 reprint 1999:102, cited in Karki, 2001). The later two forms, which centred on agricultural works, soon evolved into such labour relationships where the workers became tied to the landlords being mortgaged in the same manner as land and other property. These workers overtimes became permanently bonded to the masters. The kamaiya system was first noticed by anthropologists in the 1960s (Robertson and Mishra, 1997), but it came to wider public attention only after the change of polity in 1990 due in major part to the work of a few non-government organisations. The 1990s can be credited as the decade of the freedom movement of kamaiyas. Full-scale involvement of NGOs, national as well as local, with some level of support by some political parties, in launching education classes for kamaiyas and organising them into their groups culminated in a kind of national movement in 2000. -
What Is Human Trafficking?
DEMOCRACY AND GLOBAL AFFAIRS What is human trafficking? Over the past 15 years, “trafficking in persons” and “human It is critical to understand that a person’s initial consent to trafficking” have been used as umbrella terms for activities participate in prostitution is not legally determinative: if an involved when someone obtains or holds a person in com- individual is thereafter held in service through psychological pelled service. manipulation or physical force, that person is a trafficking victim and should receive the benefits outlined in the United The United States’ Trafficking Victims Protection Act Nations’ Palermo Protocol and applicable laws. (TVPA) describes this compelled service using a number of different terms: involuntary servitude, slavery, debt bondage, and forced labor. Under the TVPA, individuals may be traf- ficking victims regardless of whether they once consented, participated in a crime as a direct result of being trafficked, were transported into the exploitative situation, or were sim- ply born into a state of servitude. At the heart of this phe- nomenon are the myriad forms of enslavement – not the ac- tivities involved in international transportation. Major forms of human trafficking include: Forced Labor Recent studies show the majority of human trafficking in the James Wasserman world takes the form of forced labor. Also known as invol- Bonded Labor untary servitude, forced labor may result when unscrupulous One form of coercion is the use of a bond, or debt. Often employers exploit workers made more vulnerable by high referred to as “bonded labor” or “debt bondage,” the practice rates of unemployment, poverty, crime, discrimination, cor- has long been prohibited under U.S. -
Sexual Harassment Quiz
Sexual Harassment Quiz True or False 1. Sexual harassment complaints are generally false or unjustified. 2. Sexual harassment can occur outside the work site and still be considered work related. Incidents that occur at retirement parties and office socials or in training are some of the situations where work related harassment occurs. 3. Terms of endearment with co-workers, i.e. "honey," "dear" are considered verbal abuse and charges can be brought up against the employee. 4. Women in professional jobs (teachers, lawyers, engineers, doctors, etc.) are not as likely to be sexually harassed as women in blue-collar jobs (factory workers, secretaries, truck drivers, etc.) 5. If he didn’t like the sexual attention, but she meant it only as flirting or joking, then it was not sexual harassment. 6. Sexual harrassment is not limited to physical contact. It can occur any time that an individual is uncomfortable with another person’s approaches, comments or discussions. 7. Due to strict privacy laws, supervisors cannot monitor employee email or be found liable for sexual harassment via email by their employees. 8. Sexual harassment in the workplace is a women's issue. 9. Quid Pro Quo harassment is a form of sexual harassment when there is a request or demand of sexual favors in exchange for employment benefits or threatening reprisals if the favors are not given. 10. Friendly flirting is not sexual harassment when flirting is practiced between mutually consenting individuals who are equal in power or authority. 11. Employees claiming sexual harassment who are aware of but fail to take advantage of company policies or resources designed to prevent, correct or eliminate harassment have much weaker cases than those who do. -
Forced Labour and Institutional Change in Contemporary India*
chapter 4 Forced Labour and Institutional Change in Contemporary India* Christine Molfenter Introduction Article 23 of the Indian Constitution of 1950 prohibits the practice of begar, the Hindi word for forced labour or corvée, and similar forms of forced la- bor. Forced labor or slavery in India most commonly refers to debt bondage or bonded labor. In 1976 the Indian Parliament adopted the first state-wide law banning bonded labor with the Bonded Labour System (Abolition) Act (blsa). In the subsequent years, both governmental and non-governmental actors became proactive in implementing these newly developed laws. The First Agricultural Labour Enquiry, conducted from 1950–51 by the Government of India, and the Summary of the Report on Forced Labour of 1956, revealed the gap between the legal norm of freedom from enslavement and the reality of many agricultural labourers, tribal people and lower caste members in India. The effective implementation of bonded labor laws remains a pressing issue in India today. The Government of India identified about six million individuals as bonded labourers between 1977 and 2008,1 and the Walk Free Foundation estimated that about 14.28 million people worked as slaves in India in 2013.2 Regarding this implementation gap, Kara claimed that reports on bonded labor in India demonstrated the “utter contempt and disregard for justice for bonded labourers across the nation.”3 The United States Department of State Trafficking in Persons (tip) report on Indian labor and anti-forced la- bor laws concluded: “[L]aws were ineffectively enforced, and their prescribed penalties– a maximum of three years in prison – are not sufficiently stringent.”4 * My research on this topic has developed out of my work on my dissertation. -
'Power Skills' for Becoming a Team Leader
Advice, technology and tools Send your careers story Your Work to: naturecareerseditor story @nature.com GETTY Leading a diverse team requires effective communication and organization. FIVE ‘POWER SKILLS’ FOR BECOMING A TEAM LEADER Volunteering with an organization can improve communication and help you adapt to the unexpected. By Sarah Groover and Ruth Gotian any scientists will oversee a team at can motivate and help trainees to reach their (APSA) in Westford, Massachusetts. The other some point in their careers, whether full potential. One of us (S.G.) is an immunology (R.G.) has nearly three decades of experience it is one or two undergraduates PhD student at Oklahoma State University in in directing leadership and mentoring devel- doing a summer internship, an Tulsa and volunteers as vice-president of the opment programmes in higher education and entire research group, or a depart- American Physician Scientists Association academic medical centres. Mment with students, technicians and postdoc- Identifying and developing ‘power skills’ toral researchers. Scientists are trained in their “Identifying and — the crucial abilities that enable a manager discipline, but are rarely, if ever, trained in how developing ‘power skills’ to connect with people, communicate to manage and mentor trainees. All too often, effectively, adapt to the unexpected and this results in a series of trials and errors that can help you to succeed be open-minded — can help you to succeed are frustrating to both mentor and protégé. in a supervisory role.” in a supervisory role. It is never too early Based on our respective experiences, we or too late to develop these competencies. -
Team Leader REPORTS TO: Day Services Manager DEPARTMENT
JOB TITLE: Team Leader REPORTS TO: Day Services Manager DEPARTMENT: Day and Employment Services JOB SUMMARY: Support adults with intellectual and developmental disabilities to provide person centered opportunities; promote confidentiality, respect, dignity, uniqueness, and physical and emotional well-being. Work with the people we support to develop and maintain relationships, advocate for justice, equality and full community inclusion. A Team Leader will demonstrate respect, integrity and responsibility to the people supported, as well as to co-workers and members of the community. ESSENTIAL DUTIES AND RESPONSIBILITIES Participates in the development and implementation of schedules, activities, and or employment opportunities. Communicates concerns to Day Services Manager in a timely manner. Organizes assigned DSP staff in implementing plans, objectives and activities as planned. Provides supports in accordance with the individual’s program plan. Consistently implements and adheres to behavior management plans. Receives instruction, guidance, and direction from clinical staff on particular methods, treatments, etc. Utilizes a person centered approach by directly or indirectly providing opportunities for the people supported to make choices and decisions, learning to recognize individual’s non- traditional expressions of preference, and encouraging the development of relationships with those other than paid staff and with other individuals with developmental disabilities. Provides written and/or verbal feedback to appropriate supervisory staff regarding individual or facility related concerns. Assists in determining needed equipment and supplies and is responsible for monitoring and maintaining spending for program and staying within budget. Contributes to the effectiveness of treatment or habilitative plans by actively participating in their development, implementation, and documentation. Monitor and maintain a clean, safe, and supportive environment for the people supported at all times.