West Virginia Division of Labor State Overtime Requirements
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Gender Pay Gaps
Equality and Human Rights Commission Briefing paper 2 Gender pay gaps David Perfect Gender pay gaps David Perfect, Equality and Human Rights Commission © Equality and Human Rights Commission 2011 First published Spring 2011 ISBN 978 1 84206 351 4 Equality and Human Rights Commission Research The Equality and Human Rights Commission publishes research carried out for the Commission by commissioned researchers and by the Research Team. The views expressed in this report do not necessarily represent the views of the Commission. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research Team for further information about other Commission research reports, or visit our website: Research Team Equality and Human Rights Commission Arndale House The Arndale Centre Manchester M4 3AQ Email: [email protected] Telephone: 0161 829 8500 Website: www.equalityhumanrights.com You can download a copy of this report as a PDF from our website: http://www.equalityhumanrights.com/ If you require this publication in an alternative format, please contact the Communications Team to discuss your needs at: [email protected] Key findings Men working full-time continue to have higher average (mean) hourly, weekly and annual earnings than women. Across the United Kingdom, the mean full-time gender pay gap (the difference in percentage terms between the average earnings of women and men working full-time) in 2010 was 15.5 per cent for hourly earnings excluding overtime and 21.5 per cent for gross weekly earnings. The gap was wider in weekly than hourly earnings, since men tend to work longer weekly hours than women and are also more likely to receive additional payments, such as overtime. -
Overtime Procedure 5320 P3 9.12.17
Provo City School District Policy Series 5000: Personnel 5320 P3 Compensation and Benefits: Overtime Compensatory Time Compensatory (Comp) time off in lieu of overtime pay is not permitted. (See Flex Time Procedure 5320 P5) ESP Overtime Work The Provo City School District determines the working hours and shift schedule for all non-exempt employees. The workweek for employees will be Sunday through Saturday and no more than forty (40) hours per week, except in unusual circumstances or during seasonal overloads. Except when life, limb or property is at risk, overtime requires the prior written approval (email) of the employee’s supervisor. All overtime must be submitted in the pay period earned with the written request to and approval by the Supervisor. Supervisors will coordinate with employees to schedule assigned work within allotted time when possible. a. Non-exempt employees required to work over forty (40) hours in the same week shall be paid one and one-half (1.5) times their hourly rate for each hour over forty (40). b. Off-duty, non-exempt employees who are called in to work shall be given a minimum of one (1) hour of pay. If the work hours exceed the forty (40) hour per week maximum, the employee will be paid at the overtime rate. c. Non-exempt, contracted employees required to work days beyond those specified on their contract will be compensated at their appropriate daily rate. Licensed Overtime Work Professional teachers, as exempt employees, are expected to work the number of hours to successfully complete their job assignments. Teachers’ professional salaries are calculated based upon a forty-hour work week. -
The Fair Labor Standards Act of 1938, As Amended
The Fair LaboR Standards Act Of 1938, As Amended U.S. DepaRtment of LaboR Wage and Hour Division WH Publication 1318 Revised May 2011 material contained in this publication is in the public domain and may be reproduced fully or partially, without permission of the Federal Government. Source credit is requested but not required. Permission is required only to reproduce any copyrighted material contained herein. This material may be contained in an alternative Format (Large Print, Braille, or Diskette), upon request by calling: (202) 693-0675. Toll-free help line: 1-866-187-9243 (1-866-4-USWAGE) TTY TDD* phone: 1-877-889-5627 *Telecommunications Device for the Deaf. Internet: www.wagehour.dol.gov The Fair Labor Standards Act of 1938, as amended 29 U.S.C. 201, et seq. To Provide for the establishment of fair labor standards in emPloyments in and affecting interstate commerce, and for other Purposes. Be it enacted by the Senate and House of Representatives of the United States of America in Congress assembled, That this Act may be cited as the “Fair Labor Standards Act of 1938”. § 201. Short title This chapter may be cited as the “Fair Labor Standards Act of 1938”. § 202. Congressional finding and declaration of Policy (a) The Congress finds that the existence, in industries engaged in commerce or in the Production of goods for commerce, of labor conditions detrimental to the maintenance of the minimum standard of living necessary for health, efficiency, and general well-being of workers (1) causes commerce and the channels and instrumentalities of commerce to be used to sPread and Perpetuate such labor conditions among the workers of the several States; (2) burdens commerce and the free flow of goods in commerce; (3) constitutes an unfair method of competition in commerce; (4) leads to labor disputes burdening and obstructing commerce and the free flow of goods in commerce; and (5) interferes with the orderly and fair marketing of goods in commerce. -
The Effect of Overtime Regulations on Employment
RONALD L. OAXACA University of Arizona, USA, CEPS/INSTEAD, Luxembourg, PRESAGE, France, and IZA, Germany The effect of overtime regulations on employment There is no evidence that being strict with overtime hours and pay boosts employment—it could even lower it Keywords: overtime, wages, labor demand, employment ELEVATOR PITCH A shorter standard workweek boosts incentives Regulation of standard workweek hours and overtime for multiple job holding and undermines work sharing hours and pay can protect workers who might otherwise be Standard workweek (hours) Percent moonlighting required to work more than they would like to at the going rate. By discouraging the use of overtime, such regulation 48 44 can increase the standard hourly wage of some workers 40 and encourage work sharing that increases employment, with particular advantages for female workers. However, regulation of overtime raises employment costs, setting in motion economic forces that can limit, neutralize, or even reduce employment. And increasing the coverage of 7.6 overtime pay regulations has little effect on the share of 4.8 4.3 workers who work overtime or on weekly overtime hours per worker. Source: Based on data in [1]. KEY FINDINGS Pros Cons Regulation of standard workweek hours and Curbing overtime reduces employment of both overtime hours and pay can protect workers who skilled and unskilled workers. might otherwise be required to work more than they Overtime workers tend to be more skilled, so would like to at the going rate. unemployed and other workers are not satisfactory Shortening the legal standard workweek can substitutes for overtime workers. potentially raise employment, especially among Shortening the legal standard workweek increases women. -
Winning Wage Justice
JULY 2013 Winning Wage Justice: A Summary of Research on Wage and Hour Violations in the United States Wage theft – shortchanging workers of the wages they are owed – is becoming a defining trend of the 21st century labor market. It takes many forms for workers, including being paid less than the minimum wage or other agreed upon wage, working “off-the-clock” without pay, getting less than time-and-a half for overtime hours, having tips stolen, being misclassified as an “independent contractor” instead of an employee1 and underpaid, having illegal deductions taken out of paychecks, or simply not being paid at all. A growing body of research – national studies, industry and regionally-specific studies, and government reports – documents a broad and worsening wage theft crisis in the United States. These studies show that far from being incidental or rare, wage theft takes place in industries that span the economy, including retail, restaurant and grocery stores; caregiver industries such as home health care and domestic work; blue collar industries such as manufacturing, construction and wholesalers; building services such as janitorial and security and personal services such as dry cleaning and laundry, car washes, and beauty and nail salons. Below, we summarize this expanding body of research, focusing on reports that use various survey-based methodologies to document wage and hour violations experienced by low-wage workers in industries and regions across the country. Although this review focuses primarily on survey-based research, we also highlight key 1 There are many reports analyzing the prevalence of the misclassification of “employees” as independent contractors, and the impact this illegal practice has not just on workers, but on the public coffers. -
Employee Handbook
City School District of Albany EMPLOYEE HANDBOOK Office of Human Resources – Revised June 2015, Logo/Mission Edit 2019 CITY SCHOOL DISTRICT OF ALBANY EMPLOYEE HANDBOOK I. Mission ...................................................................................................................................... 1 II. Overview .................................................................................................................................... 1 III. Definitions .................................................................................................................................. 2 IV. Purpose of Employee Handbook ................................................................................................. 2 V. The Americans with Disabilities Act Policy .................................................................................. 2 VI. Affirmative Action and Equal Employment Opportunity ............................................................. 3 A. Affirmative Action .................................................................................................................. 3 B. Equal Employment Opportunity Policy .................................................................................... 3 C. BOE Policy 0100 ‐ Anti‐Discrimination & Equal Employment Opportunity ............................... 3 D. Fair Treatment Policy ............................................................................................................. 4 VII. Sexual Harassment and Bullying Prevention .............................................................................. -
BP Labour Rights & Modern Slavery Principles
BP Labour Rights & Modern Slavery Principles © BP 2019 We are committed to respecting workers’ rights, in line with International Labour Organisation Core Conventions on Rights at Work and expect our contractors, suppliers and joint ventures we participate in to do the same. Our expectation is that workers in our operations, joint ventures and supply chains are not subject to abusive or inhumane practices, such as child labour, forced labour, trafficking, slavery or servitude, discrimination, or harassment. The below principles are intended to assist our businesses as they work to check performance on this expectation, including with our contractors and suppliers. 1. Terms: Workers have clear, written employment terms 8. Working time and rest: Workers are not required to before deployment in a language they understand, and in work unreasonable hours, hours beyond legal limits, or line with terms at point of recruitment, which are without appropriate breaks and defined leave periods. consistently upheld.1 9. Grievance: A grievance process is in place by which 2. Legal status: Workers are legally authorized to work for workers can make complaints, including anonymously, and their employer and possess the necessary visas, work receive appropriate responses and timely updates on the permits, and any similar legal documentary requirements. status of concerns. Concerns may be raised through any process (formal or informal) without fear of retaliation, 3. Protection of Young Persons: Workers below 15 or discrimination or harassment. the legal minimum working age (whichever is higher) are not hired, either directly or indirectly. 10. Working conditions and accommodation: Workers enjoy a safe and hygienic working environment. -
Overtime and Compensatory Time Updated: June 2021 Federal and State Law
Overtime and Compensatory Time Updated: June 2021 Federal and State Law • Fair Labor Standards Act (FLSA): Requires that employees are paid overtime for work in excess of forty (40) hours in a week. • California Labor Code§514: Requires that employees are paid overtime for work in excess of eight (8) hours in a day; while the City and County of San Francisco is not covered by this law because our employees are covered under collective bargaining agreements, we have negotiated that our employees receive this benefit. 2 MOU Overtime – 1x v. 1.5x • One-And-One-Half-Time (1.5x) Overtime (‘OTP’): Earned for hours worked in excess of 8 in a day or 40 hours in a week. • Straight-Time (1x) Overtime (‘OST’): Earned for hours worked outside an employee’s regular work schedule where an employee has not yet worked more than 8 hours in a day or 40 in a week under an MOU based on calculating overtime on hours worked (not hours paid). 3 MOU Overtime – 1x v. 1.5x Example 1: Employee works their regular work schedule from 8:00am to 5:00pm with one hour unpaid lunch and then works four additional hours of overtime. All four hours are earned at the 1.5x overtime rate. Example 2: Same employee takes off two hours of paid sick leave at the beginning of their regular work schedule and then works the remaining six hours of their regular shift. The employee then works four additional hours of overtime of which two are at the 1x rate and two are at the 1.5x overtime rate. -
Unemployment As a Hiring Problem
UNEMPLOYMENT AS A HIRING PROBLEM Robert J. Flanagan CONTENTS Introduction ............................... 124 1 . What is different about the European unemployment experience? . 125 Unemployment flows ........................ 126 II . The failure of supply-side explanations ............... 127 111 . Hiring decisions and unemployment ................. 129 A . Fixed employment costs .................... 129 B. Uncertainty about employee quality .............. 130 C . Uncertainty about future demand ............... 132 D. General implications of the "reluctance to hire" view ..... 133 E . Hiring relationships ...................... 144 Conclusions ............................... 147 Annex: Sources and definitions .................... 151 Bibliography ............................... 152 The author is Professor of Labor Economics. Graduate School of Business. Stanford University. Stanford. California. This paper was prepared as part of a consultancy for the OECD .The opinions expressed herein are those of the author and should not be interpreted to reflect the views of the OECD or its Member Governments. The author is grateful to Janice Callaghan and Rita Varley for research assistance and to David Coe. Franpoise Cor6. David Grubb. John Martin. Franciscus Meyer.zu.Schlochtern. and participants at a seminar held at the OECD for helpful comments and assistance. 123 INTRODUCTION The rise in unemployment in OECD countries during the 1970s and 1980s remains one of the central concerns of economic analysis and policy. Within the general growth of unemployment are several varieties of unemployment experience, however. For example, developments in the 1970s and 1980s reversed one of the previously accepted facts of comparative macroeconomics: average unemployment rates in Europe, which were persistently lower than in the United States before the 1970s, have been persistently higher in the 1980s. Moreover, there is significant variation in the unemployment experience within Europe. -
Memorandum for All State Employees
KANSAS ADJUTANT GENERAL’S DEPARTMENT ________________________________________________________________________ MEMORANDUM FOR ALL STATE EMPLOYEES FROM: TAG-SHRO SUBJECT: Overtime and Other Compensation TAG Policy No. 034-07 EFFECTIVE DATE: March 1, 2017; amended April 1, 2018; amended Sept. 1, 2018 ___________________________________________________________________________________________ POLICY STATEMENT: It is the policy of the Adjutant General’s Department to comply with State and Federal laws and regulations related to overtime compensation and to establish guidelines for the fair and equitable administration of overtime and other forms of compensation while meeting the operational needs of the Department. DEFINITIONS: Additional Regular Pay. Hours paid in excess of 40 hours in a work week at the employee’s regular hourly rate when hours were not actually worked and do not qualify for overtime are Additional Regular Pay. Call-In Call-Back. Calling an employee into work on a regular day off or back to work following a regular scheduled work day is Call-In Call-Back. Compensatory Time. Time off, in lieu of monetary payment, for overtime worked which is computed at the rate of one and a half hours per one hour worked is Compensatory Time. Director. The employee who manages a group of employees who make up an office or department of the Adjutant General’s Department is the Director. Established Core Hours. The Established Core Hours for the Adjutant General’s Department is 6:00 a.m. to 6:00 p.m. The work schedule for employees must begin and end within the Core Hours unless the work of the position requires shift or other non-standard work schedules. -
Earned Sick Time Faqs
Massachusetts Attorney General’s Office – Earned Sick Time FAQs Earned Sick Time in Massachusetts Frequently Asked Questions These FAQs are based upon the Massachusetts Earned Sick Time Law, M.G.L. c. 149, § 148C, and its accompanying regulations, 940 CMR 33.00. The Earned Sick Time Law sets minimum requirements; employers may choose to provide more generous policies. Table of Contents Section 1: Introduction, Applicability & Eligibility .......................................................................................................... 2 Subsection A: Introduction .......................................................................................................................................... 2 Subsection B: Employees Eligible for Earned Sick Time ............................................................................................... 2 Subsection C: Which Employers Need to Provide Earned Sick Time? ......................................................................... 4 Section 2: Paid versus Unpaid Earned Sick Time ............................................................................................................. 5 Section 3: General Rules .................................................................................................................................................. 6 Subsection A: How is Earned Sick Time Accrued? ....................................................................................................... 6 Subsection B: Carryover of hours from one year to the next ..................................................................................... -
Wage & Hour Laws
wage & hour laws 101 Table of Contents Exempt to Non-Exempt or Vice Versa: How to Reclassify Employees...........................................................................3 From time to time, you may need to reclassify an employee due to a change in job duties and responsibilities. Whether it’s non-exempt to exempt or vice versa, we cover best practices for handling the change. Overtime, Travel and More: Frequently Asked Questions.................................................................................,............6 For many employers, it can be confusing to know when to pay employees for overtime, training, or travel time. Here we address frequently asked questions on these and other pay-related scenarios. Independent Contractors: Frequently Asked Questions..............................................................................................10 While independent contractors generally relieve employers of certain obligations related to taxes and benefits, the consequences of misclassifying an employee as an independent contractor can be costly. Learn how to properly assess independent contractor relationships. When Weather’s Frightful, What Are the Rules for Paying Employees?......................................................................14 Severe weather conditions can create unsafe travel conditions. When this happens, employers may be forced to close and/or employees may not be able to report to work. Learn how to handle pay issues resulting from inclement weather. Exempt to Non-Exempt or Vice Versa: How to Reclassify Employees From time to time, you may need to reclassify an employee due to a change in job duties and responsibilities. Whether it’s non-exempt to exempt or vice versa, we cover best practices for handling the change. 3 Wage & Hour Laws 101 December 2016 Exempt to Non-Exempt or Vice Versa: How to Reclassify Employees The federal Fair Labor Standards Act (FLSA) requires virtually all employers • Avoid improper deductions.