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Root Causes of Low Employee Morale Study
Federal Election Commission Office of Inspector General Root Causes of Low Employee Morale Study July 2016 Assignment No. OIG-15-06 Root Cause(s) of Low Employee Morale July 2016 EXECUTIVE SUMMARY Job Performance Systems (JPS) was hired by the Office of Inspector General (OIG) to report on the root causes of the Federal Election Commission’s (FEC) low morale. This study was motivated by past Federal Employee Viewpoint Surveys (FEVS) that place the FEC low on the Partnership for Public Service’s ranking of The Best Places to Work in the Federal Government. In addition employees have complained to the OIG about low employee morale. METHODOLOGY Following a review of the FEVS results and internal agency documents, JPS interviewed 78 individuals, facilitated 4 focus groups, and analyzed a customized survey completed by 185 personnel. The key statistic we used in evaluating survey items was the percent of respondents (excluding those choosing Not Applicable) that selected either the Agree or Strongly Agree option. From all this data, JPS identified the major factors that were contributing to low morale. The statements made in this report are therefore based on an aggregation of data from what FEC staff communicated to JPS through interviews, focus groups, and a survey, as well as an analysis of FEVS data. FINDINGS The major causes of low morale can be grouped in five categories as shown in Figure 1. Figure 1 Causes of Low Morale at the FEC Job Performance Systems i Root Cause(s) of Low Employee Morale July 2016 Commissioners’ Statements and Actions Employees fault the Commissioners for much of the low morale at the Agency. -
Performance Appraisal Timeline And
Annual Performance Appraisal Timeline FY21 (July 1, 2020 – June 30, 2021) June 7, 2021: Each employee will receive a self-evaluation in their Workday Inbox July 09, 2021: Self-evaluations should be completed and submitted. July 30, 2021: Supervisor’s portion should be completed and submitted by the immediate supervisor. August 13, 2021: Review process by higher level supervisor and the additional reviewer* should be completed and submitted. *At the discretion of the Dean, Director, Vice President or his/her designee an additional reviewer can be added. This must occur BEFORE the higher level supervisor approves/submits the review. August 27, 2021: Immediate supervisor completes Workday To Do by meeting with employee to discuss the appraisal; AND Employee acknowledges in Workday that they met with their immediate supervisor to discuss the appraisal. Job Aids are in Workday Performance Appraisal – Self-Evaluation Performance Appraisal – Supervisor Evaluation Performance Appraisal Status Report Updating Goals Performance Appraisal – Instructions To Add an Additional Approver If you have any questions, please do not hesitate to contact: Gabrielle Zaidman, Manager, Employee Relations and Development (561) 297-3072 or [email protected] Annual Performance Appraisal Process FY21 (July 1, 2020 – June 30, 2021) We are excited to kick off the performance appraisal process for all AMP and SP employees, for work completed in FY21 (July 1, 2020 - June 30, 2021). Please note that all work completed after July 1, 2021, should be included in the performance appraisal for next year, FY22. The following are the steps to complete the performance appraisal process. Note that all notifications will appear in your WD Inbox: Each employee will receive a self-evaluation in their WD Inbox on June 7, 2021. -
City Employee Handbook 2020
Table of Contents INTRODUCTORY STATEMENT ................................................................................................................ 7 EQUAL EMPLOYMENT OPPORTUNITY POLICY ...................................................................................... 8 CODE OF ETHICS / CONFLICTS OF INTEREST ......................................................................................... 9 ROMANTIC AND/OR SEXUAL RELATIONSHIP WITH OTHER EMPLOYEES ............................................ 10 DOING BUSINESS WITH OTHER EMPLOYEES ....................................................................................... 10 OUTSTANDING WARRANT POLICY ...................................................................................................... 10 REPORTING ARRESTS .......................................................................................................................... 11 IMMIGRATION LAW COMPLIANCE ..................................................................................................... 11 JOB DESCRIPTIONS .............................................................................................................................. 12 DISABILITY ACCOMMODATION (ADA REQUESTS) ............................................................................... 16 Definition of reasonable accommodation ...................................................................................... 16 Examples of reasonable accommodation ...................................................................................... -
5—Government Organization and Employees § 4302
Page 343 TITLE 5—GOVERNMENT ORGANIZATION AND EMPLOYEES § 4302 HISTORICAL AND REVISION NOTES—CONTINUED Par. (2)(E). Pub. L. 95–251 substituted ‘‘administrative law judge’’ for ‘‘hearing examiner’’. Revised Statutes and 1970—Par. (1)(ii). Pub. L. 91–375 repealed cl. (ii) which Derivation U.S. Code Statutes at Large excluded postal field service from definition of ‘‘agen- June 17, 1957, Pub. L. 85–56, cy’’. § 2201(21), 71 Stat. 159. July 11, 1957, Pub. L. 85–101, CHANGE OF NAME 71 Stat. 293. ‘‘Government Publishing Office’’ substituted for Sept. 2, 1958, Pub. L. 85–857, ‘‘Government Printing Office’’ in par. (1)(B) on author- § 13(p), 72 Stat. 1266. Mar. 26, 1964, Pub. L. 88–290, ity of section 1301(b) of Pub. L. 113–235, set out as a note ‘‘Sec. 306(b)’’, 78 Stat. 170. preceding section 301 of Title 44, Public Printing and Documents. In paragraph (1), the term ‘‘Executive agency’’ is sub- EFFECTIVE DATE OF 1996 AMENDMENT stituted for the reference to ‘‘executive departments, the independent establishments and agencies in the ex- Amendment by Pub. L. 104–201 effective Oct. 1, 1996, ecutive branch, including corporations wholly owned see section 1124 of Pub. L. 104–201, set out as a note by the United States’’ and ‘‘the General Accounting Of- under section 193 of Title 10, Armed Forces. fice’’. The exception of ‘‘a Government controlled cor- EFFECTIVE DATE OF 1978 AMENDMENT poration’’ is added in subparagraph (vii) to preserve the application of this chapter to ‘‘corporations wholly Amendment by Pub. L. 95–454 effective 90 days after owned by the United States’’. -
Workplace Bullying; 3
Sticks, stones and intimidation: How to manage bullying and promote resilience Ellen Fink-Samnick Charlotte Sortedahl Principal Associate Professor, Univ. of Wis. Eau Claire EFS Supervision Strategies, LLC Chair, CCMC Board of Commissioners Proprietary to CCMC® 1 Agenda • Welcome and Introductions • Learning Outcomes • Presentation: • Charlotte Sortedahl, DNP, MPH, MS, RN, CCM Chair, CCMC Board of Commissioners • Ellen Fink-Samnick, MSW, ACSW, LCSW, CCM, CRP Principal, EFS Strategies, LLC • Question and Answer Session 2 Audience Notes • There is no call-in number for today’s event. Audio is by streaming only. Please use your computer speakers, or you may prefer to use headphones. There is a troubleshooting guide in the tab to the left of your screen. Please refresh your screen if slides don’t appear to advance. 3 How to submit a question To submit a question, click on Ask Question to display the Ask Question box. Type your question in the Ask Question box and submit. We will answer as many questions as time permits. 4 Audience Notes • A recording of today’s session will be posted within one week to the Commission’s website, www.ccmcertification.org • One continuing education credit is available for today’s webinar only to those who registered in advance and are participating today. 5 Learning Outcomes Overview After the webinar, participants will be able to: 1. Define common types of bullying across the health care workplace; 2. Explore the incidence and scope of workplace bullying; 3. Discuss the implications for case management practice; and 4. Provide strategies to manage bullying and empower workplace resilience. -
Workplace Bullying Legislation That Would Allow Workers to Sue for Harassment Without Requiring a Showing of Discrimination
Workplace-Bullying Laws on the Horizon? By Roy Maurer Since 2003, 25 states have introduced workplace bullying legislation that would allow workers to sue for harassment without requiring a showing of discrimination. Critics contend that these laws would encourage frivolous lawsuits. Could they protect workers from bullying while not opening up employers to scores of meritless claims or imposing a civility code on the workplace? “In fact, workplace bullying may lead to the boldest proposed change in U.S. employment law since the passage of Title VII of the Civil Rights Act,” said Lori Armstrong Halber, a partner in the Philadelphia office of Fisher & Phillips. “We all agree with the concept that there shouldn’t be jerks in the workplace, but the issue is whether we can legislate that,” said Rick Grimaldi, a partner in the Philadelphia and Washington, D.C., offices of Fisher & Phillips. “The whole concept is difficult to get your head around when you think about how expansive this could be. Every disgruntled employee becomes a potential plaintiff.” Presently, bullying by itself does not violate Title VII or any other anti-discrimination law. Employees can sue companies for creating a “hostile work environment,” which can include bullying as harassment, but the harassment usually is tied to a protected category, such as race, sex, religion or national origin. Anti-bullying advocates are pushing legislation to protect workers who are not in a protected class. Other countries—England, Sweden, Australia—already have such laws. But how do you define bullying? asked Armstrong Halber. “In an effort to avoid litigation, employers would be mediating all sorts of employee interactions. -
Introduction to Mobbing in the Workplace and an Overview of Adult Bullying
1: Introduction to Mobbing in the Workplace and an Overview of Adult Bullying Workplace Bullying Clinical and Organizational Perspectives In the early 1980s, German industrial psychologist Heinz Leymann began work in Sweden, conducting studies of workers who had experienced violence on the job. Leymann’s research originally consisted of longitudinal studies of subway drivers who had accidentally run over people with their trains and of banking employees who had been robbed on the job. In the course of his research, Leymann discovered a surprising syndrome in a group that had the most severe symptoms of acute stress disorder (ASD), workers whose colleagues had ganged up on them in the workplace (Gravois, 2006). Investigating this further, Leymann studied workers in one of the major Swedish iron and steel plants. From this early work, Leymann used the term “mobbing” to refer to emotional abuse at work by one or more others. Earlier theorists such as Austrian ethnologist Konrad Lorenz and Swedish physician Peter-Paul Heinemann used the term before Leymann, but Leymann received the most recognition for it. Lorenz used “mobbing” to describe animal group behavior, such as attacks by a group of smaller animals on a single larger animal (Lorenz, 1991, in Zapf & Leymann, 1996). Heinemann borrowed this term and used it to describe the destructive behavior of children, often in a group, against a single child. This text uses the terms “mobbing” and “bullying” interchangeably; however, mobbing more often refers to bullying by more than one person and can be more subtle. Bullying more often focuses on the actions of a single person. -
Whistleblower Protections for Federal Employees
Whistleblower Protections for Federal Employees A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2010 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 September 2010 The President President of the Senate Speaker of the House of Representatives Dear Sirs and Madam: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this U.S. Merit Systems Protection Board report, Whistleblower Protections for Federal Employees. The purpose of this report is to describe the requirements for a Federal employee’s disclosure of wrongdoing to be legally protected as whistleblowing under current statutes and case law. To qualify as a protected whistleblower, a Federal employee or applicant for employment must disclose: a violation of any law, rule, or regulation; gross mismanagement; a gross waste of funds; an abuse of authority; or a substantial and specific danger to public health or safety. However, this disclosure alone is not enough to obtain protection under the law. The individual also must: avoid using normal channels if the disclosure is in the course of the employee’s duties; make the report to someone other than the wrongdoer; and suffer a personnel action, the agency’s failure to take a personnel action, or the threat to take or not take a personnel action. Lastly, the employee must seek redress through the proper channels before filing an appeal with the U.S. Merit Systems Protection Board (“MSPB”). A potential whistleblower’s failure to meet even one of these criteria will deprive the MSPB of jurisdiction, and render us unable to provide any redress in the absence of a different (non-whistleblowing) appeal right. -
Morale Best Practices
Morale Best Practices 1-800-667-7325 www.customlearning.com 0 Morale Best Practices Morale Best Practices Table of Contents 1. Morale Quick Hits......................................................................................................................2 2. My L.I.S.T. ................................................................................................................................3 3. We’ve Got Values ......................................................................................................................4 4. FROG Forward ..........................................................................................................................5 5. Thank You Habit........................................................................................................................5 6. Tell Your Story ..........................................................................................................................6 7. Healing Hearts ...........................................................................................................................7 8. Give One, Take One ..................................................................................................................7 9. 10 Ways to Boost Employee Morale in the Workplace: Actionable Tips .................................8 10. 11 Ways to Boost Employee Morale .......................................................................................11 11. 20 Creative Ways to Boost Employee Morale .........................................................................15 -
Bullying in the Workplace
Bullying in the Workplace by Susan L. Nardone and James J. La Rocca o law in the United States expressly out- the course of employment.”1 The WBI adds the requirement laws bullying at work, yet there has been that the conduct be “health-harming” in its definition: a significant amount of attention paid to “repeated, health-harming mistreatment of one or more per- workplace bullying concerns. As a result, sons (the targets) by one or more perpetrators,” which over the past decade 26 states have intro- includes “abusive conduct” that is: 1) “threatening, humiliat- duced ‘healthy workplace’ legislation ing, or intimidating,” or 2) constitutes “work interference— Naimed at combating workplace bullying—including proposed sabotage—which prevents work from getting done,” or 3) bills by the Senate and Assembly in New Jersey. Although constitutes verbal abuse.2 none of these healthy workplace bills have become law, pru- David Yamada, a law professor at Suffolk University Law dent employers should be prepared to prevent workplace bul- School, is the original author of the Healthy Workplace Bill. lying and address employee complaints. The most recent iteration of the Healthy Workplace Bill defines abusive conduct as “acts, omissions, or both, that a Workplace Bullying Defined reasonable person would find abusive, based on the severity, Not surprisingly, workplace bullying is difficult to define. nature and frequency of the conduct.”3 Under the model leg- Bullying behavior, when aimed at a particular individual islation, it is an aggravating factor when “the conduct exploit- because of his or her membership in a legally protected class, ed an employee’s known psychological or physical illness or may give rise to claims under the anti-discrimination laws. -
Helping to Reduce the Sting of Absenteeism for Small Businesses
Group Benefits Helping to reduce the sting of absenteeism for small businesses The indirect costs of poor health including absenteeism, disability, or reduced work output may be several times higher than direct medical costs.1 Absenteeism is a challenge for many 2. Potential for a costly ADA lawsuit businesses, but small companies can be Under the Americans with Disabilities Act particularly vulnerable. That’s because smaller Amendments Act (ADAAA), employers firms have a limited pool of workers, making it must apply a consistent process to evaluate harder to cover an employee who’s absent – or each employee’s request for a disability simply not working at full capacity. accommodation.2 The Act further mandates Extended absences may put small companies that each reasonable accommodation at even greater risk. The costs associated determination be based on the individual with compensation and lost productivity can employee’s circumstances. have a significant financial impact on smaller For small companies, this can be a challenge: companies. • It poses administrative demands that Three big challenges that unplanned smaller organizations may not be able to absences introduce accommodate • Employers who lack adequate training 1. Mounting day-to-day costs in Americans with Disabilities Act (ADA) Absenteeism can be a significant financial compliance are at greater risk for litigation drain, resulting in: • Just one lawsuit can devastate a small • Compensation for temporary workers business • Overtime wages • Lost productivity • Compensation to absent employees • Reduced employee morale continued Group Benefits 3. Limited absence management resources Despite the negative impact of unplanned absences, many companies don’t have an effective absence management program in place. -
A Human Resource Development Performance Improvement Model for Workers with Mental Retardation in Supported Employment
172 A Human Resource Development Performance Improvement Model for Workers with Mental Retardation in Supported Employment Sandra Fornes, Howard Rosenberg, Tonette S. Rocco, and Jo Gallagher Florida International University This literature review discusses the factors for successful job retention of adult workers with mental retardation (MR) including external factors related to work environments and internal issues of the individual worker. Through the synthesis of the literature, a performance improvement model for supported employment (SE) is discussed based on Holton’s HRD/PI theory. Keywords: Job Retention, Job Performance, Workforce Development Among the 54 million adults with disabilities in the United States 33 million have a severe disability and 10 million need assistance in their daily living (U.S. Department of Census, 2000). Most individuals with disabilities want to work, are capable of exceptional job performance (Bellamy, Rhodes, Mank, & Albin, 1988; Konig & Schalock, 1991) and are equal to people without disabilities in terms of productivity, turnover rates, absenteeism, and accident rates (Parent & Everson, 1986), yet over 75% of individuals with disabilities remain unemployed (U.S. Department of Census, 2000). During the 1970s societal perspectives of disability underwent considerable changes including: (a) deinstitutionalization – the process of moving individuals with disabilities out of institutions into society; (b) mainstreaming – the process of moving children with disabilities out of segregated special schools into regular schools in the least restrictive environments with their non-disabled peers; and (c) normalization – the process of making the life and environment of individuals with disabilities as normal as possible (Pagliano, 2001). A number of legislative initiatives illustrate this changes and the role of people with MR in our society.