When Dr. Warren Brown took a task from March at the head of a small personal discovery, he suddenly encountered the need to stay on top of remote workplaces. Here, store your studies and plan draft in detail to help tell others. nonprofits, there’s a lot to do in this domain as we go along, so stay tuned as we explore the topic more intensely in the coming months, adding technical policies for virtual teams in our September 24 webinar. articles or presentations in this domain, and specific on the topic of staffing that is shared between being eligible for telework and not.
Spark Washington College is a private, six-employee nonprofit that provides grants for school reform. I became the new CEO of Spark Washington College on March 23, 2020, and since my first day, all the staff have been telepainting because of the pandemic. During my guidance with the retired Executive Director, she noted that due to the pandemic and the order to “stay home” in Washington state, she reluctantly allowed painters to paint over the phone through the organization’s weather policy. Telepaintings, the organization did not have a telepainting policy or a broader policy on the hours of the paintings of choice. With this reluctance, he felt referred to the bad weather policy, which allows painters to paint from home only if their son’s school closed, he responded to the emergence of the pandemic.
When the outgoing CEO came out, she gave me a record of her notes on election box schedules and teleworking. In this record was an article that criticized the entire bureaucracy of election schedules. Bird (2010) argues that employers believe in lower clinical generalization. Specifically, Bird (2010) states that previous studies on telepainting had “taken into account their actually extensive and decidedly lost past costs, implications and studies on the subject” (p. 1079). Since literature in this domain frames telepaints and telepaints in the broader context of flexible painting environments, the article will incorporate terminology.
Last week, washington state’s order to “stay home” expired, allowing painters to repaint for the next two months. At the same time, my staff told me they wanted to continue telepainting in the future.
The objective of this article is to consult the literature on whether my thesis, which telework is a positive advantage for workers and the non-profit organization, is correct. I will do this by comparing human resources literature with legal literature, and then noticing more productive research-based practices to expand a telework policy.
Based on the article by Bird (2010), it is clear that there are contradictory perspectives on the effectiveness and defense of telepaints painting, however, a closer look at the human resources literature shows a much greater defense of a policy organizational telepainting. 2017) has the maximum method of comprehensive studies on this subject, achieving periodic interperspectives with more than 100,000 respondents related to the environment of paintings. His most recent report indicates a strong empirical for most of the execution time being telepaints, because “an optimal construction in engagement occurs when painters dedicate 60 to 80% of their timeArray . . . to painting remotely the longest part of the time, while staying face to face with managers and colleagues “(The Gallup Organization, 2017, p. 153).
With regard to the effectiveness of distance paintings, studies indicate that due to the high degree of autonomy of an employee and while performing the paintings remotely, there is a corresponding higher point of quality and fewer errors in his paintings (Hsu, Chen and Shaffer, 2019).
While telecommuting helps workers balance their work-life commitments, it creates greater permeability between the two, which can lead to stressors at the family circle level. Ollier-Malaterre, Jacobs and Rothbard (2019) point out that workers want to be supported in intrusions in complex houses of hard work technology, “the control of limits can be better understood as a multidimensional structure that involves time, area and relationships, and we emphasize that adapting to a more intensely connected world requires an abundant effort to manage “(p. 445).
From a human resources perspective, while there are warnings that oppose the intrusion of tasks into the home, most studies indicate a strong advocacy and effectiveness of employers for telepainting painters (Hsu, Chen and Shaffer, 2019; The Gallup Organization, 2017). Examine through Choudhury, Foroughi and Larson (2019), “painters are willing to settle for an 8% decrease in wages in exchange for an option of remote paintings, suggesting that remote painting policies are perceived as a valuable non-monetary advantage to gain advantages through painters (p. . ten). ” Therefore, Bird’s findings (2010) are dated and unclassified through existing human resources studies. The next segment explores the legal and threat control issues that need to be addressed for a successful telepinturas policy.
Since many non-profit organizations have indicated that teleworking occurs as a reaction to the pandemic, regardless of existing telework processes, they will set a precedent for telework policies and worker adaptations. While nonprofits want to expand normal telework practices. , there are several problems that non-profit organizations want to address from a legal and risk reduction perspective.
As noted in the previous section, telepaints blur the barriers between our domestic and pictorial spaces, which can exacerbate conflicts between painting and non-public life. This blurred border is due to cellular technologies. Sending professional emails and text messages to your phone outside the doors of popular paint days creates legal questions about when painters paint. The law is beginning to meet this challenge through so-called legal “disconnect rights” (Von Bergen, Bressler and Proctor, for example, the New York City City City Council has drafted a regulation restricting communications of electronic paintings outside the doors of general operating hours; at present, the regulation has not yet been met in light of legal arguments that uppin US fair labor standards. But it’s not the first time The New York Law and Law already address the Law on Exempt and Non-Exempt Hard Work (Von Bergen, Bressler and Proctor, 2019); however, France and some other countries are implementing such national laws.
With regard to the developing implementation of “rights to disconnect”, the Fair Labour Standards Act (FLSA) creates an essential employment criterion that non-profit organizations must meet. For example, Sudbury
In addition, under the Families First Coronavirus Response Act (FFCRA), nonprofits with fewer than 500 painters will have to adhere to new regulations related to poor health leave. The FFCRA has some other provision identified as the Emergency Paid Sickness Leave Act (EPSLA) that requires paid leave for ill health to be allowed for up to 80 hours during a two-week era (Department of Labor, 2020a). The ultimate vital challenge for non-profit organizations is to create a telepainting policy in case of illness. This policy explains the attitudes of non-profit organizations towards painters who telepin at the same time that they also receive paid leave for health problems (Sudbury
The Occupational Health and Safety Act (OSHA) presents intriguing telepainting liability disorders. As Swink (2000) points out, “OSHA asks employers to take due diligence to identify in advance the potential dangers that would possibly be related to the express assignments of home paintings” (p. 864). The verification of responsibility is whether the condition was known or deserved to have been known through the non-profit organization, regardless of where the paintings are made, so it becomes a necessity for non-profit organizations to know where painters are telepainting and any potentially harmful scenarios (Wade, 1999). In addition, an injury occurs in telepaints, so the nonprofit will have to adhere to the laws of payment of painters. reimbursement of painters for the non-profit organization (Guiler and Kelly, 2009).
The Americans with Disabilities Act (ADA) is a vital legal factor related to telework. Qualified workers and employers are subject to ADA regulations through the Equal Employment Opportunity Commission (EEOC) (Dolch
Given the limitations of the area, I am not in a position to provide more examples of telework legislation and threat relief issues. Pasini (2019) lists seven laws that would possibly apply to teleworkers, but I will not be able to talk about the following: Family and Medical License Act (FMLA); Equal Pay Act; and the Age discrimination in Employment Act (ADEA). However, a telework style policy should take into account these legal implications.
Peters
Make sure the office is known, secure, and in the same state as the nonprofit.
By interviewing literature, comparing human resources prospects with legal perspectives, I was able to determine the effectiveness, price and legal considerations of telework policy. Using the most productive practices in literature, I was able to write a new telework policy (see appendix) and give it to Spark Washington College for adoption.
Nonprofits face a litany of economic, aptitude and employment crises during the pandemic. However, Vardarlier (2016) notes: “Employee confidence and acceptance as true in an organization are the driving forces behind morale and motivation. Therefore, control will have to implement policies that maintain worker confidence, not only during crises, but also in general market conditions”(p. 471). Although Spark Washington College has not been proactive in developing a telework policy, implementing politics at this critical time will help the nonprofit and worker morale.
References:
Bae, KB, Lee, D. , Sohn, H. (2019). How to increase participation in telework systems in U. S. federal agencies. U. S. : Review of the effects of being a female supervisor, solidarity leadership, and diversity management. 48 (4), 565-583.
Bailey, D. E. et Kurland, N. B. (2002). A review of telework research: results, new instructions and classes for fashion work, Journal of Organizational Behavior, 23, 383-400, Doi: 10,1002 / job. 144
Bird, Q. C. (2010) Four-Day Painting Week: Old Lessons, New Questions, Connecticut Law Review, (4), 1059-1080.
Choudhury, P. , Foroughi, C. et Larson, B. (2019). Work From Anywhere: Geographic Flexibility in Productivity. Harvard Business School Operations and Technology Management. Unit working document no. 19-054; Research Paper 3494473 from Northeastern University School of Law.
Delanoeije, J. , Verbruggen, M. et Germeys, L. (2019) Role-to-limit transitions: a day-to-day technique to explain the effects of teleworking at home on the clashes between work and work between home and work Human relations, 72 (12), 1843-1868.
Department of Labor (2020a). COVID-19 and the American workplace. Work Department.
Department of Labor (2020b). Families First Coronavirus Response Act: Q&A. Department of Labor.
Dolch, N. A. and Herson, B. A. (2020). Urban Nonprofit Law, IL: Sagamore Venture Publishing
Dwoskin, L. B. et Squire, Mr. B. (2013). Reasonable accommodations under the new ADA: how far do employers go?Employee Relations Law Journal, 38 (4), 3-27.
Gallup (2020). COVID-19: Leader in the development of a home painting strategy. Gallup Organization.
Gallup (2017). U. S. state. Gallup Organization.
Guiler, J. K. et Kelly, Sr. (2009). Don’t look at me, I’ll be running at Starbucks today: a review of regulations that would possibly apply to off-site workplaces. SAM Advanced Management Journal, 74 (2), 23-31.
Hsu, Y. S. , Chen, Y. P. y Shaffer, MA (2019). Reduce cognitive disorders in paintings and at home: the roles of flexible hours in paintings and perceived control, Journal of Business and Psychology, 1-18.
Kaplan, S. , Weiss, S. , Moon, N. W. et Baker, P. (2006). A framework for offering telework as accommodation: some considerations about a comparative case study. Work, 27 (4), 431-440.
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Director’s Bulletin (March 1, 2019). See the map: headaches lurk when telework crosses the state’s borders. Director’s Legal Bulletin, 33 (5), 2.
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Pasini, R. (2019). Federal protections: 7 legislation that would possibly apply to remote workers. Virtual vocations. Retrieved 1 June 2020.
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Spark Washington College (CSW) supports the concept of telework and encourages this practice when it interferes with the effective and effective purposes of the office. CSW recognizes the benefits of telework, including increased productivity, superior morale, and reduced traffic congestion.
CSW hires workers on time, exempt and not exempt. Each of these types of workers has other regulations based on the Federal Fair Labor Standards Act (FFLSA) and the Occupational Health and Safety Administration (OSHA). It is the duty of the worker and the CSW to perceive and those regulations, in general, but especially in the context of telework.
CSW supports telework as an advantage for workers when certain situations are met to the satisfaction of the CSW Executive Director. These situations include:
Dr. Warren Brown is the new EXECUTIVE Director of Spark Washington College. Prior to his appointment, Dr. Brown worked for more than 20 years on Washington state intuitions on higher education in university and administrative functions. His previous position was as president of North Seattle University.
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