Businesses are cutting back on hours to avoid having to provide health care coverage under the new Affordable Care Act.

Steve Julian: Business analyst Mark Lacter, who's affected here?

Mark Lacter: Thirty hours a week is the magic number for workers to be considered full time under the new law.  If a business has 50 or more full-time employees, health care coverage has to be provided.  Except that a lot business owners say that the additional cost is going to be a financial killer, so instead, some of them have been cutting back hours to below that 30-hour threshold.  More than 200,000 Californians are at risk of losing hours from the health care law - that according to one study.

Julian: What kinds of businesses are doing this?

Lacter: Restaurant chains have received much of the attention, but the city of Long Beach, as an example, is going to reduce hours for a couple of hundred of its workers.  And, last week came word that the L.A.-based clothing chain Forever 21 will cut some of its full-time employees to a maximum 29-and-a-half hours a week, and classify them as part time.  That touched off an outcry on the Internet - people were saying that Forever 21 was being unfair and greedy - though the company says that only a small number of employees are affected, and that its decision has nothing to do with the Affordable Care Act.  There's really no way to know - Forever 21 is a private company, which means it's not obligated to disclose a whole lot.  What we do know is that those people will be losing their health care coverage.

Julian: And, the ultimate impact on businesses and workers?

Lacter: Steve, you're looking at several years before the picture becomes clear.  Here in California, workers not eligible for health care through their employer can get their own individual coverage, and if their income levels are not over a certain amount, they'd be eligible for Medicaid.  And, let's not forget many businesses already provide coverage for their employees.  So, lots of rhetoric - but, not many conclusions to draw from, which does make you wonder why so many business owners are unwilling to at least give this thing a chance.  Just doesn't seem to be much generosity of spirit for their workers, not to mention any recognition that if people can go to a doctor instead of an emergency room we'd probably all be better off.

Julian: Health care is far from the only controversy for Forever 21, true?

Lacter: In some ways, it's one of the biggest Southern California success stories.  Don Chang emigrated here in 1981 from Korea at the age of 18, opened his first store in Highland Park three years later (it was called Fashion 21), and he never looked back.  Today, revenues are approaching $4 billion.  But, the guy must have some pretty hefty legal bills because his company has been accused of all kinds of workplace violations.  The lawsuits alleged that workers preparing items for the Forever 21 stores didn't receive overtime, that they didn't get required work breaks, that they received substandard wages, and that they worked in dirty and unsafe conditions - sweatshop conditions, essentially.

Julian: Are most of their claims settled out of court?  You don't hear much about them.

Lacter: They are, which means there's usually a minimal amount of media coverage.  If a privately held company decides to keep quiet by not releasing financial results or other operational information, there's not likely to be much of a story - unlike what happens with a company like Apple, which is always under scrutiny.  Sometimes, plaintiffs will try to organize class-action suits, but that's extremely tough when you're dealing with low-wage workers who are often very reluctant to get involved because of their legal status.  And, let's not forget that Forever 21 - like any low-cost retailer - is simply catering to the demand for cheap, stylish clothes that are made as quickly as possible.

Julian: I guess you can't make that happen when wages and benefits are appreciably higher than your competition.

Lacter: The next time you walk into a Forever 21 store and wonder how prices can be so reasonable, that's how.

Mark Lacter writes for Los Angeles Magazine and pens the business blog at LA Observed.com.

This content is from Southern California Public Radio. View the original story at SCPR.org.

How can smaller, locally-owned home service businesses compete with larger companies for a new generation of workers? Beyond better pay and a more engaging culture, they must use technology to attract younger employees.

 Many parents avoid any discussion about the facts of life with their children. Are you one of many contractors who have never clearly defined the “facts of wages” with each of your employees? 

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A spokesperson said the company's move was "part of our efforts to align resources with our long-term strategic goals."

After a lengthy consideration, the National Labor Relations Board has ruled that Amazon’s “captive-audience meetings” are a violation of the National Labor Relations Act. These are mandatory meetings where an employer shares its stance on unionization.

“Ensuring that workers can make a truly free choice about whether they want union representation is one of the fundamental goals of the National Labor Relations Act. Captive audience meetings—which give employers near-unfettered freedom to force their message about unionization on workers under threat of discipline or discharge—undermine this important goal,” Chairman Lauren McFerran said of the ruling. “Today’s decision better protects workers’ freedom to make their own choices in exercising their rights under the Act, while ensuring that employers can convey their views about unionization in a noncoercive manner.”

The decision noted that employers may hold meetings about unionization as long as workers receive advanced notice about the topic, are told that attendance is voluntary and without consequences for opting not to participate, and that attendance records are not kept.

Today’s ruling centers on Amazon, which has a rocky history with its employees’ efforts to organize and with the NLRB. However, the decision could impact other big tech firms that have followed similar practices around unionization.

1. Swiggy IPO makes 500 employees 'crorepatis'; unlocks ₹9,000 cr worth of ESOPs  The Hindu
2. Swiggy Share Price & IPO Listing Highlights: Swiggy shares surge 10% after listing at premium on NSE, BSE  BusinessLine
3. Maruti drives in ‘next generation’ Dzire at Rs 6.8 lakh  The Times of India
4. Swiggy's dollar millionaires: 70 employees to pocket over $1 million each as company delivers IPO  Moneycontrol
5. Swiggy delivers best major listing in 10 years  The Economic Times

Hundreds of employees at Bethesda have gone on strike, according to a report from Inverse.

Bethesda employees in Maryland and Texas have claimed the company has not addressed remote work concerns at the bargaining table and has been outsourcing quality assurance work without an agreement with the union.

"I'm excited. I'm really looking forward to tomorrow. I think it's going to be a fun event," said quality assurance test lead Rhyanna Eichner a day before the strike.

"I know that sounds weird, but we're all really looking forward to coming together and spending time together. Everybody understands that this needs to happen. This is what needs to be done to move on. We're all just kind of ready for it."

The union is looking to limit the percentage of quality assurance testers that Bethesda outsources when compares to the number of full-time employees.

The union is also looking for a more flexible remote work policy. Currently ZeniMax employees are required to go to the office twice a week and the union says many employees have been denied remote work requests.

"They have continually given us their first proposal again and again, and it’s become obvious that our different mobilization tactics have not worked," said Eichner.

Senior quality assurance tester at Rockville, Maryland Juniper Dowell added, "Striking isn’t fun or ideal, but there’s a satisfaction in having a concrete physical action we can do to fight for better work conditions. Hopefully, we can convince them to stop dragging their feet and meet us at the table."

A life-long and avid gamer, William D'Angelo was first introduced to VGChartz in 2007. After years of supporting the site, he was brought on in 2010 as a junior analyst, working his way up to lead analyst in 2012 and taking over the hardware estimates in 2017. He has expanded his involvement in the gaming community by producing content on his own YouTube channel and Twitch channel. You can contact the author on Twitter @TrunksWD.

Full Article - https://www.vgchartz.com/article/463058/hundreds-of-bethesda-employees-go-on-strike/

Dearness Allowance is a critical part of government employees' and pensioners' earnings, helping to balance rising living costs and providing financial relief in times of inflation

Swiggy IPO makes 500 employees crorepatis, unlocking ₹9,000 crore in ESOPs, with shares listing at a premium

More bad news from Mozilla. The Mozilla Foundation, the nonprofit arm of the Firefox browser maker Mozilla, has laid off 30% of its employees as the organization says it faces a “relentless onslaught of change.” Announcing the layoffs in an email to all employees on October 30, the Mozilla Foundation’s executive director Nabiha Syed confirmed that two of the foundation’s major divisions — advocacy and global programs — are “no longer a part of our structure.” ↫ Zack Whittaker at TechCrunch This means Mozilla will no longer be advocating for an open web, privacy, and related ideals, which fits right in with the organisation’s steady decline into an ad-driven effort that also happens to be making a web browser used by, I’m sorry to say, effectively nobody. I just don’t know how many more signs people need to see before realising that the future of Firefox is very much at stake, and that we’re probably only a few years away from losing the only non-big tech browser out there. This should be a much bigger concern than it seems to be to especially the Linux and BSD world, who rely heavily on Firefox, without a valid alternative to shift to once the browser’s no longer compatible with the various open source requirements enforced by Linux distributions and the BSDs. What this could also signal is that the sword of Damocles dangling above Mozilla’s head is about to come down, and that the people involved know more than we do. Google is effectively bankrolling Mozilla – for about 80% of its revenue – but that deal has come under increasing scrutiny from regulars, and Google itself, too, must be wondering why they’re wasting money supporting a browser nobody’s using. We’re very close to a web ruled by Google and Apple. If that prospect doesn’t utterly terrify you, I honestly wonder what you’re doing here, reading this.

Life Is Good CEO Bert Jacobs reveals the most effective interview questions he uses to select ideal candidates for his company.

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Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people do not leave jobs; they leave managers.

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There is a lot to be said for those rare few that possess the ability to create huge companies with hundreds or thousands of employees that are all just ecstatic to be at work. It is exceptionally difficult and equally as impressive, which is why they end up taking up space on the front page of a major magazine or journal.

Although it appears flashy and glamorous, particularly with the amount of celebrity that todays super entrepreneurs wield, there is a tremendous amount of flexibility that is lost, almost by default, once you pass a certain size. Now, not only am I not one of those few, but I really do not want to be.

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It is pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

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The question becomes, what would your customer do when they turn to you and then you hire an independent contractor?

You are not ready to bring on a fulltime employee yet. But your customer is thinking at this point, why do not I hire the independent contractor and save some money? Does this scenario sound familiar to you?

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When a key employee quits, it is a gut-wrenching experience for most small-business owners.

That single loss will likely result in a significant performance drop for the firm because that lost employee might represent an entire function. The drain will last for months because a good replacement takes time to recruit, hire, train and get up to speed. Plus, a significant portion of the manager’s time will be diverted toward recruiting and training a replacement.

Most small-business managers know little about retention. Their focus is often elsewhere. So they find themselves completely surprised when a key employee quits.

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The worlds top companies are starting to manage employee energy like a strategic asset. They know that ever-increasingly pace of change requires more and more human energy. Any entrepreneur will tell you that it take a tonne of energy to grow a business. The key is to manage it; sometimes you have to exert energy, other times you need to conserve it to go the distance, and after a sprint you need to replenish it.

A group of senior executives from companies like Facebook, Alibaba, IBM and Johnson & Johnson got together to come up with strategies to better manage collective human energy in their companies. Here are their top five hacks to maximise human energy:


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There are a lot of reasons to hate a job: annoying co-workers; bad working conditions; long hours for too little pay; the stress level; and more.

But one of the worst things -- arguably the worst -- is having a bad boss.

When you don't feel seen, appreciated, or listened to by your direct manager, it can have a dramatic impact on not only your work performance, but also your sense of self-esteem. Over time, you can begin to feel anxious, worthless, and demoralized.

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Leaders of movements--entrepreneurial businesses included--incite followers to believe in a vision, in one another, and in themselves. To amass the power of many, they address the needs and dreams of individuals.

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News of the vaccine also raises questions for business owners: Can you require employees to be vaccinated, and if so, how do you go about it?

Employment lawyers and HR professionals say that policies regarding the flu vaccine are a good place to start. Many states mandate that hospital workers and other health care professionals, as well as school children and preschoolers in daycare, get flu shots and other vaccines. But it's not required for most professions. Generally, employers can require a flu vaccination, but an employee may be entitled to an exemption if he or she has a particular disability that needs to be accommodated, or a sincerely-held religious objection to taking the vaccine, says Michael Schmidt, a New York-based employment lawyer for Cozen O'Connor.

In both cases, the employer may have to pay for the vaccine or reasonable accommodation. If you refuse to make accommodations for an anti-vaxxer, it's possible to face a claim for violating the Americans with Disabilities Act (ADA), the Civil Rights Act, or the Occupational Safety and Health Administration's whistleblower protection program. Most of the time, Schmidt says, the advice is for employers to encourage employees to get a flu shot rather than try to create a policy that demands it. However, he notes, many would argue that the Covid-19 situation is far more threatening than the flu is at this point, meaning a vaccine may be more crucial to the overall health of a workplace.

The Covid-19 pandemic caused an unprecedented financial ripple effect in nearly every industry but hit the small businesses that define America the hardest. Throughout the first six months of the pandemic, more than 60 million Americans filed for unemployment insurance. That’s 23 million more than the 37 million who filed claims during the 18-month Great Recession.

By now, many small-business owners who made the difficult decision to shrink or temporarily pause are rebuilding. As they have already learned, though, rebuilding your business is not as easy as flipping a switch and watching your business rebound to its pre-Covid-19 state. As a small-business owner, your plan to rebuild should focus on rehiring employees who can fulfill your immediate needs while simultaneously paving the groundwork for growth in the new norm.

Prime Aviation Services Pvt. Ltd. airlines/aviation. Company Details. Employee Charts. View Prime Aviation Services Pvt. Ltd.'s full profile. Prime Aviation Services Pvt. Ltd. Details. Since 1996 Prime Aviation is engaged in providing quality Aviation Services for all type of aircraft operating to or through Indian Airspace by obtaining Civil permissions from Director General of Civil Aviatio ...

Performance is everything on the job. If you're at the helm of any kind of business, you need to be on the lookout for exemplary employees, period. Lack of qualified team members can lead to all sorts of major issues. It can greatly interfere with your desire for pure achievement as well. If you want to reward outstanding team members who are part of your business, then you need to take action.

Encouraging health and wellness among employees to have a healthy and productive workforce.

According to the latest statistics from ASTD (American Society for Training & Development), U.S. companies spent almost $126B on employee education in 2010. A good portion of that was spent on e-learning. While remote education is now a popular and cost-effective method for providing access to the continuing education employees need, businesses shouldn't depend solely on this method. Rather, companies should blend e-learning with face-to-face learning by sending them to live industry conferences. Continue reading to learn three reasons you should send some of your employees to conferences.

Increase Networking Opportunities
One benefit of in-person conferences is that your employees can meet interesting and knowledgeable people who may inspire them to go “above and beyond” once they return to work. In-person conferences also provide opportunities for your employees to ask questions and exchange ideas with industry experts, conference speakers, and other attendees. These types of interactions are most effective when conducted in-person.

Capitalize on Internal Talent
At live conferences, attendees are often exposed to some of the most up-to-date and modern business techniques and products used in your industry. Your employees may return to their jobs with new ideas that can be applied within your company which may transform and improve some aspect of your organization. In addition, your employees’ new-found knowledge could save you money since you would have less need to recruit “new blood.” This makes good business sense since your current employees have already proven their value and loyalty, unlike new talent that you may recruit.

Make Employees Happier
Finally, an employee who attends a conference in another city or state may greatly appreciate the opportunity to enjoy a short break from the office, attend interesting sessions at the conference, and enhance their knowledge. It can be rejuvenating, refreshing, and stimulating. They should return to work more inspired and motivated as a result of their experience.

Guest Blog Contributor By-line:
This guest post was contributed by Angelita Williams, who writes on the topic of online courses. She welcomes your comments at her email id: angelita.williams7@gmail.com.

MBA courses are full of all sorts of people at varying stages of their lives. There are those who start head strong right after completing their undergrad, while others wait a couple of years before re-immersing themselves in their studies. Then there are those who wait even longer—10-15 years sometimes—before heading back to school and hitting the books.

In this episode, entrepreneur and bestselling author Josh Kaufman reveals the secrets to running a successful creator business as a solo entrepreneur. Josh shares his insights on leveraging AI and smart systems to accomplish the work of an entire team while maintaining work-life balance. Learn practical strategies for working efficiently, understanding your audience, and building […]

Aim/Purpose . The quantitative comparative ex post facto research study covered in this paper aims to fill gaps in the literature by focusing on whether gender influences perceptions of leadership; diversity, equity, inclusion, and accessibility (DEIA); and job satisfaction among federal employees within the Department of Justice using empirical data. The study also explores whether there are relationships between the perception of leadership and job satisfaction and the perception of DEIA and job satisfaction. Background. Since 2002, the United States Office of Personnel Management (OPM) has administered the Federal Employee Viewpoint Survey (FEVS), which measures employee perceptions of whether and to what extent successful organizational conditions exist in their agencies. Areas currently assessed within the FEVS include training, job satisfaction, leadership effectiveness, management effectiveness, work-life balance, and diversity, equity, inclusion, and accessibility. The exploration of variations in perceptions of leadership, DEIA efforts, and job satisfaction among U.S. federal employees by gender and other criteria are crucial areas for research that are underrepresented in the literature. This is not only important for the United States federal government, which is grappling with high attrition rates, but also for public administrations around the world. Methodology. A quantitative ex post facto research design was used to analyze data from responses of U.S. federal employees working for the Department of Justice. Leadership, job satisfaction, and DEIA were all measured using aggregate scores from pre-determined question sets. Differences based on gender were analyzed using t-tests. Additionally, chi-squares and Spearman’s rank correlations were employed in order to explore whether there is a relationship between the perception of leadership and job satisfaction and the perception of DEIA efforts and job satisfaction among U.S. federal government workers. Contribution. The findings of this study aid in providing empirical data to support the need for federal government leadership to understand the impact of employees’ perceptions on their willingness to continue working in the federal government. The research study was grounded in Public Service Motivation Theory, which centers around factors that motivate individuals to pursue and maintain careers in the public service sector. More specifically, this study supported the public service motivation theory in that it looked at gender as a mitigating factor in public service motivation as well as explored the role of leadership and DEIA as a correlating factor to job satisfaction. The results of this research have practical implications for federal government leaders interested in increasing employee motivation and retention and who should be considering the range of sociocultural and demographic characteristics that have been found in the research to impact employee perceptions and experiences. Findings. The analyses found differences in perceptions of leadership, DEIA, and job satisfaction among United States Federal Government employees based on gender. Additionally, perceptions of leadership and DEIA were both found to influence job satisfaction. The first research question explored in this study used a t-test to consider whether the perception of leadership among U.S. federal employees differed based on participant gender with significance found. The second research question examined whether the perceived job satisfaction of U.S. federal employees differed based on gender, with statistical significance detected. The third research question focused on whether perception of DEIA differed when gender was explored and the results of the t-test indicated a significant difference in perceptions of DEIA when gender was considered. The fourth research question considered the relationship between the perception of leadership and job satisfaction. A Chi-square and a Spearman Rank Correlation were performed, and a relationship was found to exist. Research question five explored whether a relationship exists between the perception of diversity, equity, inclusion, and accessibility initiatives and job satisfaction, with significance found following a chi-square and a Spearman rank correlation. Recommendations for Practitioners. Leadership behaviors of managers and the existence of DEIA policies play a critical role in employees’ job satisfaction and commitment. The recommendations for organizational leadership in the public service sector include addressing gender inequality in work practices and environments and cultivating more inclusive organizational cultures. Recommendations for Researchers. The lack of inclusion of socio-cultural norms in the research on public service motivation is a gap that has yet to be sufficiently addressed and is an area of research that should be explored. Impact on Society. Research on public service motivation in local, state, national, and international government employment can aid organizations in developing strategies for improving recruitment, selection, and retention in public service organizations. This information can advance scientific knowledge on transforming management and leadership practices across sectors. Future Research. Future research can expound on what has been done here by examining in more detail how various identities, and more specifically intersecting identities, within the LGBTQIA+ community as well as other historically marginalized groups, impact such factors as perceptions of leadership, job satisfaction, employee motivation and retention, and work-life balance. Perceptions of specific DEIA initiatives should also be further explored.

Power differences affect implementation of information and communication technology (ICT) in a way that creates differences in ICT use. Involuntary non-use of new ICT at work occurs when employees want to use the new technology, but are unable to due to factors beyond their control. Findings from an in-depth qualitative study show how involuntary non-use of new ICT can be attributed to power differences between occupational groups in the same organization. The findings suggest that experience is a moderating variable and that closeness to formal power holders as well as closeness to the new technology increases the probability for expert control of the ICT-organization processes. These power differences favor ICT experts over ICT novices and result in a high-quality learning environment for the ICT experts characterized by autonomy, inclusion, and adequate work processes and technological solutions. The ICT novices try to navigate in a learning-hostile work environment characterized by marginalization through expert control, isolation, and inadequate work processes and technological solutions. This led to involuntary non-use by the ICT novices, while the experts became more proficient in ICT use. These findings give managers facing a technological organizational change tools to understand important mechanisms for implementing the change in their own organization, and help them take the right actions to integrate new technology and new organization of work.

Aim/Purpose: This paper identifies the antecedents that affect E-Banking (EB) adoption and investigates the relationship between the level of EB adoption and the performance of private banks. Background: Rapid technological advancement has transformed the business environment dramatically. These advancements particularly the Internet has reshaped the way businesses operate. Over the last decade, the banking industry has become highly complex and competitive and operates in a highly volatile and unpredictable global economy. With the increasing demand for electronic services, banks are harnessing EB technology to improve their products and services. Methodology: Quantitative research using Structural Equation Modelling (SEM) was carried out with a sample size of 211 by sending questionnaires to employees of six banks in Khartoum, Sudan. The study is based on different technology theories and models. Contribution: The study provides insights into the employees’ perception of EB adoption in their banking transactions. Findings: The results showed that four factors are significant in the adoption of EB in Sudan. However, training and user trust were insignificant in determining its adoption. Moreover, the level of adoption of EB significantly affected private bank performance. Recommendations for Practitioners: Private banks in Sudan that are interested in EB might find these findings helpful in guiding their technology adoption and application initiatives. Recommendation for Researchers: To validate the research model, cross data from different countries are encouraged to apply the model to capture the differences and similarities among them. In addition, a longitudinal research could be conducted to gather data for adoption process over a longer period rather than one point of time, to investigate antecedents and bank performance outcomes by the end of the study period. Other antecedents and outcomes could possibly be included to improve the power of the study model. Impact on Society: This study provides a reference for banks with similar developing country backgrounds in adopting EB to enhance their performance. Moreover, knowledge of antecedents and outcomes of EB adoption could be positively reflected in service quality performance. Future Research: This research is limited to the employees’ perspective, and future research could consider the perception of customers from a developing country towards EB adoption.

Aim/Purpose. COVID-19 was an unprecedented disruptive event that accelerated the shift to remote work and encouraged widespread adoption of digital tools in organizations. This empirical study was conducted from an organizational-strategic perspective, with the aim of examining how the COVID-19 pandemic outbreak affected employees’ use of organizational information systems (IS) as reflected in frequency. Background. To date, only a limited effort has been made, and a rather narrow perspective has been adopted, regarding the consequences of the adoption of new work environments following COVID-19. It seems that the literature is lacking in information regarding employee use of organizational IS since the outbreak of the pandemic. Specifically, this issue has not yet been examined in relation to employees’ perception about the organization’s digital efforts and technological maturity for remote work. The present study bridges this gap. Methodology. The public sector in Israel, which employs about a third of the Israeli work-force, was chosen as a case study of information-intensive organizations. During the first year of COVID-19, 716 questionnaires were completed by employees and managers belonging to four government ministries operating in Israel. The responses were statistically analyzed using a Chi-Square and Spearman’s Rho tests. Contribution. Given that the global pandemic is an ongoing phenomenon and not a passing episode, the findings provide important theoretical and practical contributions. The period prior to the COVID-19 pandemic and the period of the pandemic are compared with regard to organizational IS use. Specifically, the study sheds new light on the fact that employee perceptions motivated increased IS use during an emergency. The results contribute to the developing body of empirical knowledge in the IS field in the era of digital transformation (DT). Findings. More than half of the respondents who reported that they did not use IS before COVID-19 stated that the pandemic did not change this. We also found a significant positive correlation between the perception of the digital efforts made by organizations to enable connection to the IS for remote work and a change in frequency of IS use. This frequency was also found to have a significant positive correlation with the perception of the organization’s technological maturity to enable effective and continuous remote work. Recommendations for Practitioners. In an era of accelerating DT, this paper provides insights that may support chief information officers and chief digital officers in understanding how to promote the use of IS. The results can be useful for raising awareness of the importance of communicating managerial messages for employees regarding the organizational strategy and the resilience achieved through IS not only in routine, but also in particular in emergency situations. Recommendations for Researchers. Considering that the continual crisis has created challenges in IS research, it is appropriate to continue researching the adaptation and acclimation of organizations to the “new normal”. Impact on Society. The COVID-19 pandemic created a sudden change in employment models, which have become more flexible than ever. The research insights enrich the knowledge about the concrete consequences of this critical change. Future Research. We suggest that researchers investigate this core issue in other sectors and/or other countries, in order to be obtain new and complementary empirical insights on a comparative basis.

Aim/Purpose: To explore the incidence of addiction potential within the Iranian public working population, describing how many Iranian public employees fall within the diagnostic categories of low, moderate, and high addiction potential. Also, to investigate the predicting role of occupational variables such as perceived stress, job security, and job satisfaction on addiction potential and belonging to low, moderate, and high addiction potential diagnostic categories. Background: Substance addiction among employees can lead to several negative consequences at the individual and organizational levels. Also, it is the fourth cause of death in Iran. However, few studies have been conducted on the topic among employees, and non among Iranian employees. Methodology: The study participants were 430 employees working in governmental offices of the North Khorasan province, Iran. Descriptive statistical analysis and multiple linear regression analysis were conducted to explore the incidence of addiction potential within the analyzed population and to investigate whether occupational variables such as perceived stress, job security, and job satisfaction predicted low, moderate, or high addiction potential. Contribution: This paper suggests that perceived stress might act as a risk factor for developing addiction, whereas job security and job satisfaction might be protective factors against the likelihood of addiction development. Findings: More than half of the sample showed moderate to high addiction potential. Perceived stress was positively related to addiction potential. Job security and job satisfaction were negatively related to addiction potential. Recommendation for Researchers: When addressing the topic of substance addiction, researchers should focus on the preventative side of investigating it; that is, addiction risk rather than already unfolded addiction. Also, researchers should be mindful of the cultural context in which studies are conducted. Future Research: Future research might investigate other relevant occupational predictors in relation to employee addiction potential, such as leadership style, work-life balance, and worktime schedule, or expand on the relevant causal chain by including personality traits such as neuroticism.

Drawing on human capital theory, strategy scholars have emphasized firm-specific human capital as a source of sustained competitive advantage. In this study, we begin to unpack the micro-foundations of firm-specific human capital by theoretically and empirically exploring when employees perceive their skills to be firm-specific. We first develop theoretical arguments and hypotheses based on the extant strategy literature, which implicitly assumes information efficiency and unbiased perceptions of firm-specificity. We then relax these assumptions and develop alternative hypotheses rooted in the cognitive psychology literature, which highlights biases in human judgment. We test our hypotheses using two data sources from Korea and the United States. Surprisingly, our results support the hypotheses based on cognitive bias - a stark contrast to the expectations embedded within the strategy literature. Specifically, we find organizational commitment and, to some extent, tenure are negatively related to employee perceptions of the firm-specificity. We also find that employer provided on-the-job training was unrelated to perceived firm-specificity. These findings suggest that firm-specific human capital, as perceived by employees, may drive behavior in ways not anticipated by existing theory - for example, with respect to investments in skills or turnover decisions. This, in turn, may challenge the assumed relationship between firm-specific human capital and sustained competitive advantage. More broadly, our findings may suggest a need to reconsider other theories, such as transaction cost economics, that draw heavily on the notion of firm-specificity and implicitly assume widely shared and unbiased perceptions.

Published on behalf of SAP Concur. Are companies relieved of their duty to care for the wellbeing of their employees during this lockdown period? Angelique Montalto, Regional Sales Director at SAP Concur, clarified the situation: “Organisations owe it to their employees...

Two employees have died following an explosion at a Louisville, Kentucky, factory that caused a partial collapse of the building and blew out windows in nearby homes and businesses, the company said Wednesday.

Washington Post employees enjoying flexible work schedules introduced as the pandemic unfolded will return to the office full time starting in February.

Imagine training employees with a virtual reality, audio-visual headset that puts them on the job, inside a realistic house, with saws buzzing, hammers tapping and birds chirping. That is the concept behind an industry-leading virtual reality training program sponsored by Owens Corning.

Every day in the United States, more than 10,000 workers are injured on the job with 14 of those injuries resulting in death. While the sheer number of those injuries is staggering, the financial impact to employers is crippling.

Is your office prepared to deal with workplace violence? If you’re unsure or think it’s unlikely to occur, consider this: “Some 2 million American workers are victims of workplace violence each year,” states OSHA, which adds that “workplace violence can strike anywhere, and no one is immune.”

Austin, TX — The percentage of injured workers who returned to work within six months of an injury steadily rose about 5 points in Texas during a recent 11-year period, according to a recent report from the Texas Department of Insurance Division of Workers’ Compensation.

Washington — The Department of Labor has issued a final rule that targets “employee misclassification” of workers as independent contractors.

Washington — The House has passed legislation that would expand the types of medical professionals who can treat injured employees under the Federal Workers’ Compensation Program.

Albany, NY — Legislation signed into law by New York Gov. Kathy Hochul (D) on Oct. 28 expands whistleblower protections for the state’s private-sector employees.

What is the best way to achieve a higher level of employee engagement in our safety and health training sessions?