Overtime and Extended Work Shifts: Recent Findings on Illnesses, Injuries, and Health Behaviors
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Work Stress and Overtime Work – Effects on Cortisol, Sleep, Sleepiness and Health
Work stress and overtime work – effects on cortisol, sleep, sleepiness and health Anna Dahlgren Department of Psychology Stockholm University The work reported in this thesis was carried out at the National Institute for Psychosocial Medicine, IPM. Published articles have been printed with permission from the publisher. ©Anna Dahlgren, Stockholm 2006 ISBN 91-7155-374-9 Printed in Sweden by Universitetsservice US-AB, Stockholm 2006 Department of Psychology Stockholm University 2 Work stress and overtime work – effects on cortisol, sleep, sleepiness and health Akademisk avhandling som för avläggande av filosofie doktorsexamen vid Stockholms Universitet offentligen försvaras på det engelska språket i David Magnussonsalen, Psykologiska Institutionen, Stockholms Universitet, fredagen den 15 december kl. 10.00 Anna Dahlgren In Sweden the National Bureau of Statistics has reported an increase in stress-related disorders and sleep problems since the mid-1990’s. They also report that the number of hours of overtime worked has increased. Previous research on work-related stress and overtime work has demonstrated associations with altered physiological arousal, increased risk for stress related diseases, shorter sleep, greater fatigue and impaired performance. However, there is a lack of knowledge on the effects within individuals. The general aim of the thesis was to investigate the effect of overtime work and increased work stress on sleep, the diurnal pattern of cortisol, sleepiness and subjective stress in a within-subject design. In addition, it examined individual differences in the diurnal cortisol response to stress. We used a combination of methods – questionnaires, sleep and wake diaries, objective measures of sleep, stress hormones (salivary cortisol) and ambulatory measures of heart rate and blood pressure. -
The Effects of Shift Work on the Lives of Employees
The effects of shift work on the lives of employees About 1 in 6 employees works other than regular days schedules, but data are scarce on how workers are affected; incomes may rise, but family routine, social life, and health often suffer PETER FINN At least 10 million Americans are regularly engaged in on-the-job safety. However, shift work provides unique shift work. According to data from the Current Popula- benefits for many employees as well as proving advanta- tion Survey,' which almost surely underestimates the geous in many ways for industry and for society at prevalence of shift work,' nearly one worker in six was large. It is important for government policymakers, employed full time in 1978 during hours that differ business leaders, and shift workers themselves to be- from typical daytime schedules. There were 4.9 million come familiar with the major effects that working eve- nonfarm wage and salary workers on the evening shift, nings and nights may have on employees and their 2.1 million on the night shift, and 2.8 million on miscel- families, in order to consider ways to modify the fea- laneous shifts. tures that are deleterious, while retaining or enhancing The term "shift work" means different things to dif- those that are beneficial. This study summarizes what is ferent people. Shift work is popularly regarded as work currently known about these effects, with principal at- in which employees "shift" schedules on some regular tention focused on the harmful consequences that call basis from daytime to evening or nighttime. Many re- for amelioration . -
Off-The-Clock Claims from the Employee's Perspective
Off-The-Clock Claims From The Employee’s Perspective Adam Klein and Sean Farhang I. Defining Compensable Work A. What Time is Compensable? B. Statutory Exclusions 1. Preliminary and Postliminary Work 2. Changing Clothes and Washing II. Ascertaining Compensable Work Time In Practice A. Travel Time B. Preparatory & Concluding Activities: Clothes, Equipment, & Animal Care C. Meal/Rest Breaks D. Training, Lectures, Etc. E. On-Call Time F. De Minimis Time III. Suffer Or Permit Standard Applied To Off-The-Clock Claims IV. Record-Keeping Duties Applied To Off-The-Clock Claims A. Basic Record Keeping Duties On Employer B. Consequences Of Record Keeping Violation In Off-The-Clock Case V. Collective Actions A. Notice B. Similarly Situated Standard Applied In Off-The-Clock Claims 1. Two-Stage Approach 2. Lenient Standard For Ordering Notice In Off-The-Clock Claims In Stage One 3. A Significant Number Of Opt-Ins Weighs In Favor Of Ordering Notice 4. Where Plaintiffs’ Evidence Does Not Warrant Notice Of The Scope Sought, Courts Nevertheless Frequently Order Notice Of An Appropriate Scope 5. Stage-Two: Close of Discovery VI. Off-The-Clock Class Actions Under State Law A. Availability Of The Class Device As Opposed To Collective Action B. Possible Advantages Under State Labor Laws In Off-The-Clock Claims C. Concurrent FLSA Collective Actions And State Class Actions 1 Introduction In this paper we discuss legal issues relevant to off-the-clock wage and hour claims. By “off-the-clock” claims we refer to claims alleging that the defendant failed to pay an employee for work time which was compensable under relevant wage and hour law. -
Metabolic Syndrome
THE INFLUENCE OF WORK PATTERNS ON LIFESTYLE BEHAVIOURS AND CARDIOVASCULAR RISK IN FEMALE HOSPITAL WORKERS. by Megan Kirk A thesis submitted to the School of Nursing In conformity with the requirements for the degree of Master’s of Science. Queen’s University Kingston, Ontario, Canada (September, 2009) Copyright © Megan Kirk, 2009 Library and Archives Bibliothèque et Canada Archives Canada Published Heritage Direction du Branch Patrimoine de l’édition 395 Wellington Street 395, rue Wellington Ottawa ON K1A 0N4 Ottawa ON K1A 0N4 Canada Canada Your file Votre référence ISBN: 978-0-494-65207-7 Our file Notre référence ISBN: 978-0-494-65207-7 NOTICE: AVIS: The author has granted a non- L’auteur a accordé une licence non exclusive exclusive license allowing Library and permettant à la Bibliothèque et Archives Archives Canada to reproduce, Canada de reproduire, publier, archiver, publish, archive, preserve, conserve, sauvegarder, conserver, transmettre au public communicate to the public by par télécommunication ou par l’Internet, prêter, telecommunication or on the Internet, distribuer et vendre des thèses partout dans le loan, distribute and sell theses monde, à des fins commerciales ou autres, sur worldwide, for commercial or non- support microforme, papier, électronique et/ou commercial purposes, in microform, autres formats. paper, electronic and/or any other formats. The author retains copyright L’auteur conserve la propriété du droit d’auteur ownership and moral rights in this et des droits moraux qui protège cette thèse. Ni thesis. Neither the thesis nor la thèse ni des extraits substantiels de celle-ci substantial extracts from it may be ne doivent être imprimés ou autrement printed or otherwise reproduced reproduits sans son autorisation. -
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. -
Redalyc.Scientific Production About Night Shift Work in Nursing: a Review
Revista de Pesquisa Cuidado é Fundamental Online E-ISSN: 2175-5361 [email protected] Universidade Federal do Estado do Rio de Janeiro Brasil Silveira, Marlusse; Camponogara, Silviamar; Colomé Beck, Carmem Lúcia Scientific production about night shift work in nursing: a review of literature Revista de Pesquisa Cuidado é Fundamental Online, vol. 8, núm. 1, enero-marzo, 2016, pp. 3679-3690 Universidade Federal do Estado do Rio de Janeiro Rio de Janeiro, Brasil Available in: http://www.redalyc.org/articulo.oa?id=505754103029 How to cite Complete issue Scientific Information System More information about this article Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Journal's homepage in redalyc.org Non-profit academic project, developed under the open access initiative ISSN 2175-5361 DOI: 10.9789/2175-5361.2016.v8i1.3679-3690 Silveira M, Camponogara S, Beck CLC. Scientific production about … As produções científicas sobre o trabalho noturno na enfermagem: uma revisão de literatura Scientific production about night shift work in nursing: a review of literature La producción científica acerca del trabajo nocturno en enfermeria: una revisión de literatura Marlusse Silveira 1, Silviamar Camponogara 2, Carmem Lúcia Colomé Beck 3 Objective: recognizing the scientific productions that approach night shift work carried out by the nursing staff in hospitals. Method: this is a bibliographic, narrative, exploratory and descriptive research. The search was developed in the Virtual Health Library, from July to August 2012. Results: studies point to the fact that most workers are married women with spouses and/or children, who have to do housework and deal with their profession, in one or two jobs. -
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. -
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. -
Health & Safety Guidelines for Shift Work & Extended
id23972500 pdfMachine by Broadgun Software - a great PDF writer! - a great PDF creator! - http://www.pdfmachine.com http://www.broadgun.com HEALTH & SAFETY GUIDELINES FOR SHIFT WORK & EXTENDED WORKING HOURS CONTENTS 1. INTRODUCTION 1 2. PURPOSE 2 3. SCOPE 2 4. LEGAL OBLIGATIONS 3 5.DEFINITION 3 6. WHO WORKS SHIFT WORK AND EXTENDED WORKING HOURS? 4 7. WHY ARE SHIFT WORK AND EXTENDED HOURS HAZARDOUS? 5 The circadian clock 6 Sleep difficulties 6 Sleep debt 7 Fatigue 7 Night work 8 Disrupted eating patterns 8 Stress 8 Increased use of alcohol and other drugs 8 Exposure to other OHS hazards 9 Medical problems 9 Effects on women 10 Older employees 10 Cumulative effects 10 8. OVERCOMING THE HAZARDS OF SHIFT WORK AND EXTENDED WORKING HOURS 11 STEP ONE: A SAFE PROCEDURE 11 Consultation 11 Expert advice 12 Information provision 12 Monitoring and evaluation 12 Health assessments of employees 13 STEP TWO IDENTIFYING THE HAZARDS 14 STEP THREE FACTORS TO CONSIDER IN ASSESSING THE RISKS 14 Workload 14 Needs of employees 15 STEP FOUR MEASURES TO CONTROL THE RISKS Hierarchy of controls 15 Length of shifts and working hours 15 Split or broken shifts 16 Overtime 16 Night work 16 Extended and 12 hour shifts 17 Breaks during shifts 17 Breaks between shifts 18 Rest days 18 Timing of shifts 19 Rotating shifts 19 Roster pattern and length of cycle 19 Standby and on-call duties 19 Exchange of shifts 19 Exposure to other OHS hazards 20 Isolated work 20 Hand-over 20 Travel 20 Safety and security 21 Communication 21 Representation 21 Information and Training 21 First aid 21 Heating and cooling 22 Facilities 21 Child care 22 Home modification 22 9.