Bullying of Teachers Pervasive in Many Schools May 16, 2012 by Twalker
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Contract Between the Licking Valley Local School
08-30-2018 2653-01 18-MED-02-0128 K37107 CONTRACT BETWEEN THE LICKING VALLEY LOCAL SCHOOL DISTRICT BOARD OF EDUCATION and the LICKING VALLEY EDUCATION ASSOCIATION July 1, 2018 through June 30, 2021 5307702v5 TABLE OF CONTENTS ARTICLE 1 - RECOGNITION ......................................................................................... 1 ARTICLE 2 - NEGOTIATIONS PROCEDURE ............................................................... 1 ARTICLE 3 - PROVISIONS CONTRARY TO LAW ........................................................ 2 ARTICLE 4 - GRIEVANCE PROCEDURE ..................................................................... 2 ARTICLE 5 - ASSOCIATION RIGHTS ........................................................................... 5 ARTICLE 6 - INDIVIDUAL RIGHTS ................................................................................ 6 ARTICLE 7 - CONTRACTS ............................................................................................ 7 ARTICLE 8 - VACANCIES, TRANSFERS, PROMOTIONS ........................................... 8 ARTICLE 9 - REDUCTION IN FORCE ........................................................................... 9 ARTICLE 10 - WORKING CONDITIONS ..................................................................... 10 ARTICLE 11 - EVALUATION ....................................................................................... 14 ARTICLE 12 - SICK LEAVE ......................................................................................... 15 ARTICLE 13 - SEVERANCE PAY ............................................................................... -
Faqs About Retirement Plans and ERISA
FAQs about Retirement Plans and ERISA U.S. Department of Labor Employee Benefits Security Administration What is ERISA? The Employee Retirement Income Security Act of 1974, or ERISA, protects the assets of millions of Americans so that funds placed in retirement plans during their working lives will be there when they retire. ERISA is a federal law that sets minimum standards for retirement plans in private industry. For example, if your employer maintains a retirement plan, ERISA specifies when you must be allowed to become a participant, how long you have to work before you have a non-forfeitable interest in your benefit, how long you can be away from your job before it might affect your benefit, and whether your spouse has a right to part of your benefit in the event of your death. Most of the provisions of ERISA are effective for plan years beginning on or after January 1, 1975. ERISA does not require any employer to establish a retirement plan. It only requires that those who establish plans must meet certain minimum standards. The law generally does not specify how much money a participant must be paid as a benefit. ERISA does the following: Requires plans to provide participants with information about the plan including important information about plan features and funding. The plan must furnish some information regularly and automatically. Some is available free of charge, some is not. Sets minimum standards for participation, vesting, benefit accrual and funding. The law defines how long a person may be required to work before becoming eligible to participate in a plan, to accumulate benefits, and to have a non-forfeitable right to those benefits. -
Oregon Public Service Retirement Plan (OPSRP) Members Unless Membership Was Previously Established in PERS
PERS-covered employees hired on or after August 29, 2003 are Oregon Public Service Retirement Plan (OPSRP) members unless membership was previously established in PERS. OPSRP has two components: the Pension Program and the Individual Account Program. What is the OPSRP Pension Program? The OPSRP Pension Program is funded by your employer and provides a lifetime pension. It is designed to provide approximately 45 percent of your final average salary at retirement (for a general service member with a 30-year career or a police and firefighter member with a 25-year career). Final average salary is generally the average of the highest three consecutive years (or less if you were employed for less than three years) or 1/3 of total salary in the last 36 months of employment. General service member benefit information for the OPSRP Pension Program Unless you are in a police or firefighter position, you are considered a general service member. When you retire, PERS will calculate your monthly benefit using the following formula: General service: 1.5 percent x years of retirement credit x final average salary. Normal retirement age for general service members is age 65, or age 58 with 30 years of retirement credit. General Service Benefit Calculation Example (you can estimate your benefit using any number of years and any final average salary) Final average salary: $45,000 Retirement credit: 30 years as an OPSRP member 30 (years) x 1.5 percent = 45 percent 45 percent x $3,750 (final average monthly salary) = $1,687.50 Single Life Option monthly benefit = $1,687.50 ($20,250 annual benefit) Police and firefighter (P&F) benefit information for the OPSRP Pension Program To be classified as a P&F member at retirement, you must have been employed continuously as a P&F member for at least five years immediately preceding your retirement. -
Improving Business Performance Through Gender Equality Strategies for the Apparel Supply Chain
IMPROVING BUSINESS PERFORMANCE THROUGH GENDER EQUALITY STRATEGIES FOR THE APPAREL SUPPLY CHAIN ANNIE S. O’CONNOR AND MANAUS. OCTOBER 2017 TABLE OF CONTENTS 3 THE OPPORTUNITY 11 FRAMEWORK FOR ACTION 5 TEN STRATEGIES TO IMPROVE BUSINESS PERFORMANCE 12 RELATIVE MERITS OF THE TEN STRATEGIES FOCUS AREAS FOR INVESTMENT: 13 CONCLUDING REMARKS 6 SKILL DEVELOPMENT 14 RELATIVE MERITS CALCULATION 7 PREGNANCY & PARENTHOOD 15 GENDER EQUALITY METRICS 8 MENSTRUATION 16 ACKNOWLEDGEMENTS 9 WAGES & WORK HOURS 17 NOTES 10 HARASSMENT & GENDER BASED VIOLENCE IMPROVING BUSINESS PERFORMANCE THROUGH GENDER EQUALITY: STRATEGIES FOR THE APPAREL SUPPLY CHAIN THE OPPORTUNITY GARMENT MANUFACTURERS WHO INVEST IN EQUALITY INCREASE ALL WORKERS’ WELL-BEING, IMPROVE THEIR BUSINESS PERFORMANCE, AND ARE MORE COMPETITIVE. LEVI STRAUSS & CO’S. COMMITMENT TO WORKER WELL-BEING IMPORTANCE OF GENDER EQUALITY “Profits through principles”. This ethos drives Levi Strauss & Co’s. LS&Co. promotes gender equality because it understands that (LS&Co.) business decisions and its vision for the global supply chain. all workers benefit when the most vulnerable thrive. Across the Twenty-five years after introducing the first Terms of Engagement to international apparel supply chain, women are more vulnerable than the protect workers’ rights and the environment, LS&Co. is leading the next men they work with.7 On average, women make up 80 percent of apparel wave of industry evolution. Through the Worker Well-being initiative, workers, and their basic human needs — safety, respect, fairness, and LS&Co. is partnering with global manufacturers to go beyond labor growth — are often unmet.8 compliance and improve health, financial empowerment, and equality Female workers in the supply chain are commonly paid lower wages, for the workers who make its products1. -
Early Unemployment and Subsequent Career Complexity: a Sequence-Based Perspective1
Early Unemployment and Subsequent Career Complexity: 1 A Sequence-Based Perspective By Anna Manzoni and Irma Mooi-Reci Abstract We aim to examine how previous unemployment affects future unemployment and career complexity over the life course. Theory suggests that unemployment triggers negative chains of ‘low-pay-no-pay’ circles. Using longitudinal data on men aged 18-64 from the German Socio-Economic Panel, we employ sequence-based methods to quantify career complexity and dynamic panel models to test our hypotheses about the process of cumulative disadvantage on employment careers for the previously unemployed workers over time. We find that unemployment ‘breeds’ unemployment and increases career complexity over the life course. However, unemployment at older ages leads to much higher career complexity than at younger ages. JEL Classification: J21; J60; J64 1 An earlier version of this paper was presented at the 9th GSOEP Conference in Berlin, Germany. We thank the participants of the conference for their comments and suggestions. 1 1. Introduction In recent years, a considerable debate has arisen about the role played by trigger events (i.e., disruptive life course events such as childbirth, divorce, and unemployment) in generating patterns of social inequality (DiPrete, 2002; England and Budig, 2003; Gangl, 2004, 2006). Research suggests that trigger events in general, and unemployment in particular, cause a disproportionate drawback or ‘scar’ on subsequent labor market outcomes (Gangl, 2004; Jacobson et al. 1993; Gregg, 2001; Arulampalam et al., 2001). Although much has been learned about the consequences of unemployment, a detailed understanding of the persistence of these scarring effects on workers’ entire careers is not yet fully obtained. -
Demystifying the Gender Pay Gap Evidence from Glassdoor Salary Data
Research Report | March 2016 Demystifying the Gender Pay Gap Evidence From Glassdoor Salary Data By Dr. Andrew Chamberlain Chief Economist, Glassdoor Executive Summary This study examines the gender pay gap using a unique data set of hundreds of thousands of Glassdoor salaries shared anonymously by employees online. Unlike most studies, we include detailed statistical controls for specific job titles and company names. We estimate the gender pay gap in five countries: the United States, the United Kingdom, Australia, Germany and France. • MAIN TAKEAWAY: The gender pay gap is real, both in the U.S. and around the world. Men earn more than women on average in every country we examined, both before and after adding statistical controls for personal characteristics, job title, company, industry and other factors designed to make an apples-to-apples comparison between workers. • HOW LARGE IS THE GAP? Based on more than 505,000 salaries shared by full-time U.S. employees on Glassdoor, men earn 24.1 percent higher base pay than women on average. In other words, women earn about 76 cents per dollar men earn. This is consistent with official sources that show women earn on average 75 to 80 cents per dollar earned by men.1 However, comparing workers with similar age, education and years of experience shrinks that gap to 19.2 percent. Further, comparing workers with the same job title, employer and location, the gender pay gap in the U.S. falls to 5.4 percent (94.6 cents per dollar). • We find a similar pattern in all five countries we examined: a large overall or “unadjusted” gender pay gap, which shrinks to a smaller “adjusted” pay gap once statistical controls are added. -
The Views of the U.S. Left and Right on Whistleblowers Whistleblowers on Right and U.S
The Views of the U.S. Left and Right on Whistleblowers Concerning Government Secrets By Casey McKenzie Submitted to Central European University Department of International Relations and European Studies In partial fulfillment of the requirements for the degree of Master of Arts Supervisor: Professor Erin Kristin Jenne Word Count: 12,868 CEU eTD Collection Budapest Hungary 2014 Abstract The debates on whistleblowers in the United States produce no simple answers and to make thing more confusing there is no simple political left and right wings. The political wings can be further divided into far-left, moderate-left, moderate-right, far-right. To understand the reactions of these political factions, the correct political spectrum must be applied. By using qualitative content analysis of far-left, moderate-left, moderate-right, far-right news sites I demonstrate the debate over whistleblowers belongs along a establishment vs. anti- establishment spectrum. CEU eTD Collection i Acknowledgments I would like to express my fullest gratitude to my supervisor, Erin Kristin Jenne, for the all the help see gave me and without whose guidance I would have been completely lost. And to Danielle who always hit me in the back of the head when I wanted to give up. CEU eTD Collection ii Table of Contents Abstract ....................................................................................................................................... i Acknowledgments..................................................................................................................... -
The Competition of Slave and Free Labor in Artisanal Production: Buenos Aires, 1770-1815
The Competition of Slave and Free Labor in Artisanal Production: Buenos Aires, 1770-1815 LYMAN L. JOHNSON Summary: Between 1770 and 1815 the population of Buenos Aires nearly doubled. Despite this impressive growth, the city and its hinterland suffered from a chronic labor shortage. Efforts to expand artisanal production were undermined by the resultant high wage levels. Similar problems affected the countryside where slaves and the forced labor of Indians and convicts failed to meet harvest needs. This paper examines the competition among these forms of labor. Economic, social and cultural factors that helped determine the allocation of labor types are also analyzed. Finally, since scores of slaves and Indian laborers gained freedom and entered the labor market each year, the economic and cultural factors that facilitated this movement are examined. Little attention has been paid to wage labor in the history of colonial Spanish America. Yet, across the empire, wage labor was increasingly important in urban manufacturing and service sectors and in mining from the mid seventeenth century. By the late eighteenth century, the skilled trades of the empire's largest cities and towns relied primarily on wage laborers. Both transportation and construction were also largely dependent on wage labor. Although some urban economies retained their early dependence on the coerced labor of Indians and slaves, the most dynamic urban economies of Spanish America were moving dramatically in the direction of wage labor by the end of the colonial period. Nevertheless, the coerced components of both rural and urban production have received much greater attention from historians and other social scientists. -
The Bullying of Teachers Is Slowly Entering the National Spotlight. How Will Your School Respond?
UNDER ATTACK The bullying of teachers is slowly entering the national spotlight. How will your school respond? BY ADRIENNE VAN DER VALK ON NOVEMBER !, "#!$, Teaching Tolerance (TT) posted a blog by an anonymous contributor titled “Teachers Can Be Bullied Too.” The author describes being screamed at by her department head in front of colleagues and kids and having her employment repeatedly threatened. She also tells of the depres- sion and anxiety that plagued her fol- lowing each incident. To be honest, we debated posting it. “Was this really a TT issue?” we asked ourselves. Would our readers care about the misfortune of one teacher? How common was this experience anyway? The answer became apparent the next day when the comments section exploded. A popular TT blog might elicit a dozen or so total comments; readers of this blog left dozens upon dozens of long, personal comments every day—and they contin- ued to do so. “It happened to me,” “It’s !"!TEACHING TOLERANCE ILLUSTRATION BY BYRON EGGENSCHWILER happening to me,” “It’s happening in my for the Prevention of Teacher Abuse repeatedly videotaping the target’s class department. I don’t know how to stop it.” (NAPTA). Based on over a decade of without explanation and suspending the This outpouring was a surprise, but it work supporting bullied teachers, she target for insubordination if she attempts shouldn’t have been. A quick Web search asserts that the motives behind teacher to report the situation. revealed that educators report being abuse fall into two camps. Another strong theme among work- bullied at higher rates than profession- “[Some people] are doing it because place bullying experts is the acute need als in almost any other field. -
Perspective of Bullying Problem at Workplace in Nigeria: the Experience of Workers
International Journal of Arts and Commerce Vol. 1 No. 3 Perspective of Bullying problem at workplace in Nigeria: The experience of workers Prof. Oghojafor, B. E. A., Department of Business Administration University of Lagos, Akoka, Yaba, Lagos Muo, F.I., and Department of Business Administration University of Lagos, Akoka, Yaba, Lagos Olufayo, T. O. Department of Business Administration University of Lagos, Akoka, Yaba, Lagos [email protected] Abstract This study empirically examines bullying in workplace in Nigeria, because the incidence of bullying is seen to be increasing and empirical study is sparse. The study was inspired by the similar work done by Chartered Management Institute London (2005) titled “Bullying at work: the experience of managers.” As a result of this the study adopted descriptive research design by using questionnaire to collect information from employees in the government establishments as well as private institution across the country. The findings of the study suggested that the scope of bullying is adjudged to be low but there is considerable incidence of bullying and that bullying incidence is increasing in the workplace in Nigeria. This is against the case in England where bullying incidence is said to be steadily increasing. There are no policies put in place in many organisations to check the incidence, hence it is feared that the case of bullying may go out of hands. Leadership styles contribute to bullying; hence bureaucracy and authoritarian leadership styles top the list of leadership styles to encourage bullying. Among the types of bullying in the work place are unfair treatments, verbal insults, misuse of power or position and blocking promotion or training opportunities. -
Hrmd-494/2020
HUMAN RESOURCE MANAGEMENT DIVISION CORPORATE OFFICE, PLOT NO-4, SECTOR-10 DWARKA, NEW DELHI-110 075 HO:HRMD:IG:19-20 26th March, 2020 TO ALL OFFICES HUMAN RESOURCE MANAGEMENT DIVISION CIRCULAR NO. 494/2020 MASTER CIRCULAR ON IR MATTERS RELATED TO WORKMEN STAFF The policy on IR matters, duly approved by the Board effective from 01/04/2020 for workmen staff after amalgamation of OBC & UBI into PNB is enclosed herewith. All concerned are advised to note the contents of this circular for meticulous compliance. 74070 (DINESH SAXENA) GENERAL MANAGER Encl: As above 27/03/2020 08:36 INDEX S.No. Subject Page No. 1 Posting of Daftary 01 2 Posting of Drivers 02 3 Fitment on promotion from Clerical Cadre to Officer 03-06 Cadre 4 Fitment on promotion from Subordinate Cadre to 07-09 Clerical Cadre 5 Posting of Head Cashier-II and related matters 10-11 6 Posting of Head Peons 12 7 Conduct of Industrial Relations Machinery Meetings 13-15 8 Payment of Officiating Allowance 16-18 9 Overtime to Workmen Staff 19-20 10 Posting & fixation of wages of Part Time Employees 21-23 (Sweepers). 11 Policy & Procedure concerning promotion of Clerks & 24-30 Special Assistants as Officers and direct recruitment of officers and related matters 12 Policy & Procedure in respect74070 of promotion from 31-34 subordinate cadre to clerical cadre and related matters. 13 Recruitment of Subordinate Staff 35-46 14 Posting of Single Window Operator-B and related 47-48 matters 15 Policy & procedure concerning27/03/2020 posting of Clerks 08:36 as 49-64 Special Assistants and related matters 16 Transfer Guidelines of workmen staff 65-71 17 Recruitment of Clerical staff 72 18 Disciplinary Action against Workmen staff and 73-75 procedure thereof 19 Fixation of inter-se seniority in the Subordinate Cadre 76 in the case of equality in the length of service CONFIDENTIAL (Strictly for internal circulation only) POSTING OF DAFTARY 1. -
Minding the Manufacturing Gender Gap How Manufacturers Can Get Their Fair Share of Talented Women
Minding the manufacturing gender gap How manufacturers can get their fair share of talented women Table of contents Minding the gender gap in manufacturing 4 Driving enterprise value through gender diversity 6 The diversity journey: attracting female talent in manufacturing 10 Getting retention strategies on track 14 Forging a path to advance talented women 20 The path forward 25 Minding the manufacturing gender gap 3 Minding the gender gap in manufacturing Passengers in rail stations around the world overhear Given the severity of the issue, The Manufacturing a warning each time a train’s doors open and close: Institute, APICS Supply Chain Council, and Deloitte worked “mind the gap.” This ubiquitous message, translated into together to understand why manufacturing isn’t getting its countless native tongues, is meant to keep passengers fair share of talented women. We surveyed more than 600 from tripping or falling when crossing from train to women in manufacturing, across all functional roles and platform, or vice versa. The same urgent message – “mind levels, to get their gauge of how well companies are doing the gap” – can also apply to manufacturers looking at attracting, retaining and advancing women. We also to successfully navigate the path ahead. In the case held an executive roundtable in Washington, D.C., where of manufacturing, it is the gender gap that poses an we convened senior leaders – representing a diverse group immediate challenge that is equal-parts serious threat and of some of the world’s largest manufacturing companies significant opportunity. – to bring into focus their executive view of human capital and talent concerns.