Interwar Unemployment in International Perspective
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
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). -
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. -
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 -
UNEMPLOYMENT and LABOR FORCE PARTICIPATION: a PANEL COINTEGRATION ANALYSIS for EUROPEAN COUNTRIES OZERKEK, Yasemin Abstract This
Applied Econometrics and International Development Vol. 13-1 (2013) UNEMPLOYMENT AND LABOR FORCE PARTICIPATION: A PANEL COINTEGRATION ANALYSIS FOR EUROPEAN COUNTRIES OZERKEK, Yasemin* Abstract This paper investigates the long-run relationship between unemployment and labor force participation and analyzes the existence of added/discouraged worker effect, which has potential impact on economic growth and development. Using panel cointegration techniques for a panel of European countries (1983-2009), the empirical results show that this long-term relation exists for only females and there is discouraged worker effect for them. Thus, female unemployment is undercount. Keywords: labor-force participation rate, unemployment rate, discouraged worker effect, panel cointegration, economic development JEL Codes: J20, J60, O15, O52 1. Introduction The link between labor force participation and unemployment has long been a key concern in the literature. There is general agreement that unemployment tends to cause workers to leave the labor force (Schwietzer and Smith, 1974). A discouraged worker is one who stopped actively searching for jobs because he does not think he can find work. Discouraged workers are out of the labor force and hence are not taken into account in the calculation of unemployment rate. Since unemployment rate disguises discouraged workers, labor-force participation rate has a central role in giving clues about the employment market and the overall health of the economy.1 Murphy and Topel (1997) and Gustavsson and Österholm (2006) mention that discouraged workers, who have withdrawn from labor force for market-driven reasons, can considerably affect the informational value of the unemployment rate as a macroeconomic indicator. The relationship between unemployment and labor-force participation is an important concern in the fields of labor economics and development economics as well. -
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. -
ED309204.Pdf
DOCUMENT RESUME ED 309 204 UD 026 853 AUTHOR O'Neill, June; And Others TITLE The Economic Progress of Black Men in America. Clearinghouse Publication 91. INSTITUTION Commission on Civil Rights, Washington, D.C. PUB DATE Oct 86 NOTE 166p. AVAILABLE FROMUnited States Commission on Civil Rights, Washington, DC 20425. PUB TYPE Reports - Research/Technical (143) EDRS PRICE MF01/PC07 Plus Postage. DErCRIPTORS *Black Employment; Blacks; Civil Rights Legislation; *Economically Disadvantaged; *Education Work Relationship; Equal Opportunities (Jobs); Labor Market; *Males; Multivariate Analysis; *Racial Differences; Racial Discrimination; Research Proposals; *Salary Wage Differentials; Unemployment IDENTIFIERS '.*Economic Equity ABSTRACT This report attempts to identify and analyze the causes of the differences between the earnings and employment of black males and white males. Although the earnings gap between black and white men was substantially reduced between 1940 and 1980, black men still earn less than white men. While the relative earnings of black men has risen since 1940, their relative employment has declined. Factors that influence the earnings gap include the following: (1) discrimination; (2) education; (3) region of residence; (4) industrial sector; and (5) marital status. The report finds that while a narrowing of racial differences in worker characteristics accounts for part of the earnings convergence, other factors, including declining racial prejudice, federal civil rights policies, and unmeasured changes in employment skills, -
“Practical Guide” on Job Sharing
A PRACTICAL GUIDE JOB SHARING TWO PROFESSIONALS FOR THE PRICE OF ONE CONTENTS PART-TIME WORK AND THE LABOUR MARKET 1 A MODEL FOR ALL AGES 3 DEFINITION OF JOB SHARING 4 LEGAL ISSUES 5 ADVANTAGES 8 CHALLENGES AND CONSTRAINTS 9 ORGANISATION 10 INTERGENERATIONAL JOB SHARING 11 The Go-for-jobsharing THE IDEAL PARTNER AND THE JOB APPLICATION 12 initiative is supported by the Federal Office for Gender Equality. ENSURING A SUCCESSFUL JOB SHARE 15 Federal Department of Home Affairs FDHA TESTIMONIALS 16 Federal Office for Gender Equality FOGE Funded under the Equal Opportunities Act PERCEPTION WITHIN THE ORGANISATION 18 WHEN A PARTNERSHIP ENDS 19 EDITED AND PRINTED BY Authors : Irenka Krone-Germann SUPPORT FROM THE TOP 20 and Anne de Chambrier, Association PTO Graphic design : THE 10 STEPS TO JOB SHARING 21 Contreforme sàrl Photographs : Keren Bisaz (Introduction, p. 1 and p. 25) TESTIMONIALS 22 www.miragesphoto.com Photograph on p. 1 taken at Kelly Services in Fribourg USEFUL WEBSITES IN SWITZERLAND 25 Proofreading : Anne Kelleher Cuendet February 2015 INTRODUCTION Dear Readers, The number of part-time workers has grown steadily in Switzerland over a number of years, especially among women. With one-third of its working population holding part-time positions, Switzerland is virtually the European record-holder where part-time work is concerned, just after the Netherlands. Yet despite the fact that part-time positions help provide work-life balance, these jobs have a number of disadvantages. For example, part-time positions are not typically advertised, but rather granted at the specific request of the employees. Part-time work is rarely offered for positions with a high-level of responsibility, makes it difficult for a part-time employee to change jobs even within the company and hinders the employer’s abililty to ensure coverage at the workplace every day of the week. -
Opening Doors: Employing the Disabled. INSTITUTION Arizona State Dept
DOCUMENT RESUME ED 257 298 EC 172 726 AUTHOR Maurer, Lydia TITLE Opening Doors: Employing the Disabled. INSTITUTION Arizona State Dept. of Education; Phoenix. Div. of Career and Vocational Education.; Arizona Univ., Tucson. Coll. of Education. SPONS AGENCY Department Jf Education, Washington, DC. PUB DATE [85] NOTE 59p.; Paper based on handbook was presented at the Annual Convention of the Council for Exceptional Children (63rd, Anaheim, CA, April 15-19, 1985). For a related document, see EC 1.72 725. PUB TYPE Guides - Non-Classroom Use (055) EDRS PRICE MF01/PC03 Plus Postage. DESCRIPTORS *Accessibility (for Disabled); Attitude Change; *Disabilities; *Employer Attitudes; *Employment; Epilepsy; Hearing Impairments; Interaction; Learning Disabilities; Mental Retardation; Physical Disabilities; Physical Mobility; Visual Impairments ABSTRACT The handbook is intended to help employers understand barriers to employment of disabled people. Barriers are examined, including attitudinal, physical (architectural, transportation, site, and equipment), policy and practice barriers (interviewing and recruiting), and communication barriers. Suggestions and guideline for dealing with the barriers are offered. Six types of disabilities are examined and guidelines offered for interaction: learning disabilities, hearing impairments, epilepsy, mobility impairments, mental retardation, and visual impairments. Approaches to preparing coworkers are noted along with a series of mini-activities allowing people to express their feelings about disabilities through -
Compensation
GUIDE 3 Compensation KEY TOPICS audit compensation philosophy compensation policy compensation structure discrimination external equity flexible work internal equity merit office housework opportunity gap parity productivity socioeconomic inequality suppressed earnings transparency value of work wage gap Compensation issues exist throughout our profession arising from inequitable opportunities, valuation of work, and pay practices. Removing compensation gaps supports the influx, development, and retention of talent and the economic stability and growth of individuals, firms, and the profession. This guide discusses current wage gaps in architecture, how they occur, and what their impacts are and suggests steps for evaluating, establishing, and maintaining equity and parity in compensation. The University of Minnesota for the American Institute of Architects Equity and the Future of 3Architecture Committee 3.02 GUIDE 3 * COMPENSATION WHAT IS IT? What is compensation? Compensation is the sum of all tangible GAPS Women in the United States earn 80 cents per dollar and intangible value provided by earned by men for full-time work.1 That compensation employers to employees in exchange for in the United States is neither equal nor equitable is work. Employers use compensation to clearly reflected in the wage gaps that exist between almost every demographic—gender, gender identity, attract, recognize, and retain employees. sexual orientation, race, ethnicity, physical ability, Employees use it to achieve a standard age—for both salaried and hourly workers, regardless of living, gauge the relative value of their of education level, occupation, or industry.2 Here are additional gaps as of 2017: Compared to a dollar earned work contribution to an employer and to by white men, Asian women earn 87 cents, white women society, and make employment choices. -
Employee Handbook May 2018 Final.Pdf
Missouri Department of Transportation EMPLOYEE HANDBOOK Human Resources Division Revised May 2018 - Replaces January 2017 An Affirmative Action/EEO Employer, M/F Contents PREFACE Welcome 1 How to Use Your Employee Handbook 2 Mission Statement 3 Values 4 Results 5 Commission and Department Organization 6 PART 1 – EMPLOYMENT About Your Job 7 Personnel Files and Employee Records 7 Commercial Driver’s License (CDL) 7 Loss of Driving Privileges 8 Loss of Personal Property 8 Permanent Part-Time and Job Share Employment 8 Probationary Period 9 Preferred Employee Qualities 9 Diversity and Inclusion 9 Competitive Promotions and Advancement 9 Career Ladder Promotions 10 Demotion 10 Waiver of Job Specification Minimum Requirements 11 Substitution of Education or Experience 11 Employment of Relatives 11 Resignation 12 Temporary Modified Duty 12 Vehicle Liability 12 Work Hours 12 Telework 12 Background Checks 13 PART 2 – CONDUCT Alcohol Testing 13 Drug-Free Workplace 13 Drug Testing 14 Disclosure of Confidential Information 14 Communications and Information Systems 14 Outside Employment 15 i Performance/Conduct Intervention 15 Standard Rules of Conduct 15 Fraud, Waste, and Abuse 16 Political Activity 16 Attendance 17 Safety 17 Smoking and Tobacco Use 17 Use of State Vehicle 18 Workplace Security 18 Workplace Relationships 18 PART 3 – COMPENSATION AND BENEFITS Benefits Cafeteria Plan 18 Deferred Compensation 19 Deductions 19 Employee Training Opportunities 19 Educational Assistance 19 Work Life Balance Program 20 Employee Assistance Program 20 Public -
Civil Service Guide to Job-Sharing Practical Advice for Job-Sharers, Their Managers and Their Teams
Civil Service guide to job-sharing Practical advice for job-sharers, their managers and their teams 0 Introduction When job-sharing works well, it works very well, and brings lots of advantages, both for individuals and for their departments. Job-sharers can get the balance they want between work and the rest of their lives, and still take on a job with the full range of responsibilities. For the Civil Service, job-sharing (among the range of flexible working options) allows us to hold on to, and make the most of, staff skills and experiences. For managers and teams, job-sharing brings the advantage of two sets of skills, experience and ideas to any one post. At the same time, if you’re thinking about job-sharing, or, as a manager, taking on job-sharers in your team, you need to be aware of the potential challenges and manage them proactively. The key to successful job-sharing is good and clear communication structures, both with one another and with all colleagues and stakeholders. Having two sets of skills and ideas is a real strength of job-sharing; but job- sharers need to work hard behind the scenes to give their colleagues a clear and consistent approach. Every job-share partnership is different, and depending on the work you do, your particular working styles, and the needs of your colleagues, you’ll need to decide your way of making it work. The suggestions in this report are designed to help you do that. Many employees working in the Civil Service have made a success of job- sharing. -
Women in the World of Work. Pending Challenges for Achieving Effective Equality in Latin America and the Caribbean.Thematic Labour Overview, 2019
5 5 THEMATIC Labour Women in the World of Work Pending Challenges for Achieving Effective Equality in Latin America and the Caribbean 5 Women in the World of Work Pending Challenges for Achieving Effective Equality in Latin America and the Caribbean Copyright © International Labour Organization 2019 First published 2019 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Licensing), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: [email protected]. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with a reproduction rights organ- ization may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. ILO Women in the world of work. Pending Challenges for Achieving Effective Equality in Latin America and the Caribbean.Thematic Labour Overview, 2019. Lima: ILO / Regional Office for Latin America and the Caribbean, 2019. 188 p. Employment, labour market, gender, labour income, self-employment, equality, Latin America, Central America, Caribbean. ISSN: 2521-7437 (printed edition) ISSN: 2414-6021 (pdf web edition) ILO Cataloguing in Publication Data The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its author- ities, or concerning the delimitation of its frontiers.