Impossible Choices: How Workers Manage Unpredictable Scheduling Practices

A total of 16 percent of hourly workers and 36 percent of workers paid on some other basis experience unstable work schedules due to irregular, on-call, rotating, or split shifts, which negatively impact workers’ ability to manage family responsibilities, finances, and health. Primarily drawing on data from in-depth interviews conducted in Oregon in 2016, this study expands research on how workers navigate through “bad jobs” by exploring the ways in which they respond in an attempt to manage the individual impacts of precarious work arrangements. We found that workers respond to unpredictable scheduling in four ways: they acquiesce, self-advocate, quit, or directly oppose employers. Our findings highlight the “impossible choices” workers face as they negotiate prevalent, unpredictable work conditions, juggle work-life obligations, and struggle to remain employed. We conclude with fair week, work policy recommendations

Defining and Measuring The Creation of Quality Jobs

Our research is intended to support our peers in the Community Development Financial Institution (CDFI) industry who, through their financing, have served low-income and other disadvantaged communities for two decades.  While the CDFI industry has been instrumental in supporting job creation across the U.S., we believe that now is the time to focus greater attention on the quality of the jobs created in order to combat rising income and wealth inequality.Through a better understanding of what defines a quality job and a set of practical methods for measuring the quality of jobs created, we believe CDFIs and others in the impact investing community will be better positioned to make more effective investments that support good jobs for workers, businesses, and communities

Greater Washington Works: IT and Health Careers with Promise

The Greater Washington Workforce Development Collaborative, an initiative of The Community Foundation for the National Capital Region, has partnered with JPMorgan Chase & Co. to develop new a research report, Greater Washington Works: IT and Health Careers with Promise, released today. The report focuses on how our region can address the skills gap and lift more of our neighbors out of poverty through careers in IT and Healthcare.With over 70% of net new jobs requiring post-secondary education and training, the Washington regional economy continues to be highly knowledge-based. Local employers, however, face challenges in finding skilled workers. Nearly 800,000 individuals in our region have no education past high school, highlighting a skills gap that has the potential to undermine our region's global economic competitiveness.Further, while it is encouraging that our regional unemployment rate has improved to pre-Great Recession levels, many of our neighbors are still struggling to make ends meet. Our region can count 100,000 additional residents living below the Federal poverty level since 2009. African American or Latino workers in the region are three times more likely to earn an income below the poverty level. Addressing our region's race, ethnicity, and gender-based income inequality is a critical challenge for our region to tackle if we want to ensure that all in our region have a fair shot for prosperity

Flexible Work Arrangements: The Overview Memo

Many employees today have ongoing, predictable demands on their time outside of work. These demands may include dependent children, an ill family member, a long commute, a desire for increased education, or a commitment to community or religious activities. To meet these demands, and to get a paying job done, such individuals often need to work at a different time or in a different place than the traditional “9 am to 5 pm, five days/week, face time at the workplace” rubric. In response to employee and employer needs and preferences, some employers provide what we call “Flexible placethat work gets done on a regular basis. An employee may arrange to have an FWA for only a select period of time or an employee may be hired with the understanding that an FWA will be on a permanent basis until it is changed by mutual consent

Attempting to Close the Food Gap: An Evaluation of the 2011 Fair Share Program in Gettysburg, PA

Background: Families in Adams County with an income between 160% and 250% of the Federal Poverty Income Guidelines and ineligible for federal food assistance programs were determined to be in the “food gap.” In collaboration with Adams County Farm Fresh Markets and the Center for Public Service at Gettysburg College, the Adams County Food Policy Council developed the Fair Share Program to provide monthly food vouchers and educational sessions to a group of families in the food gap to use at farmers markets in Gettysburg, PA. The goals of the program were to provide families not eligible for federal food assistance with an increased ability to purchase healthy foods, increase fruit and vegetable consumption, support local farms the local economy, and provide nutrition education and support. Purpose: We sought to identify the effectiveness of the pilot Fair Share Program in reaching its goals and to determine ways to improve the program in the future. Methods: 25 families who participated in the Fair Share Program during the summer of 2011 were given surveys at the start of the program, and interviews were conducted with participants at the end of the program. Surveys were given to the participating vendors at the farmers markets at the conclusion of the program. A bivariate analysis of the participant survey was done comparing results from Hispanic and non-Hispanic participants using SPSS Statistics 17.0, while the vendor surveys and interviews were evaluated qualitatively. Results: There were several noteworthy differences between the habits and perceptions of the Hispanic and non-Hispanic participants, including fruit and vegetable consumption patterns, reasons for not shopping at the farmer’s markets, and where food is typically obtained from. Interviews indicated that both participants and vendors had overall positive experiences with the program even though challenges including price and language differences were experienced. Conclusion: The Fair Share Project reached its goals and had a positive impact on the community. Improvements should be made if the program is to be continued in the future to address the challenges participants faced while participating, and there is strong support for continuation and extension of the program

Public Perceptions of the Midwest’s Pavements - Iowa - Phase III

There are several objectives to this report. The first objective is to describe the sample with regard to the physical pavement data and three measures of driver satisfaction. In this section, the proportion of respondents who are satisfied with pavements on two-lane, rural, state highways will be examined and the distribution of pavement condition and roughness indices will be presented. The second objective will be a short description of the highway segments and any differences in satisfaction found between regions and pavement types. This was done in Phase II in each state and a letter sent showing the results in all three states. That letter sets forth the revised work plan and budget for Phase III of the project. The third objective is to describe the relationship between physical pavement characteristics and driver satisfaction. This will include a description of both the magnitude of relationship as well as identifying critical International Road Index (IRI) and Pavement Condition Index (PCI) cutoffs where a majority of the sample were satisfied. This will be done for comparative purposes with the Phase II approach, using the total sample to compute cumulative percentages responding to each of the three series of satisfaction questions

Work-Life Balance 2.0? An Examination of Social Media Management Practice and Agency Employee Coping Strategies in a 24/7 Social World

This study examines the work experiences of public relations agency professionals who specialize in social media and digital strategy for clients and those who manage employees tasked with monitoring, updating and responding to social media content. Building upon existing literature focused on work-life balance dynamics for strategic communicators, the research draws from a series of in-depth interviews and correspondence conducted with 26 agency professionals, representing a brand range of the industry. Participants were asked to describe how social media has impacted the nature and volume of their job responsibilities over the past five years, and to discuss how social media management duties have influenced career satisfaction within the industry. Interviewees were also asked about strategies their agencies are using to help employees respond to client needs and the 24/7 nature of social media. Common themes among responses were identified, as well as noteworthy anecdotal evidence. While interviewees expressed mixed emotions related to social media and its impact on their careers, personal lives and the broader industry, participants agreed the rise of social media has dramatically altered agency practice and client expectations, especially related to the speed of the workflow. Participants discussed issues of employee burnout and reported specific challenges related to keeping pace with quickly evolving technology, and the perceived need to maintain a personal brand conveying cutting-edge expertise. Others highlighted opportunities and unique challenges social media has created for more junior agency employees. Interviewees also described family dynamics and the distinct work-life challenges faced by parents, especially mothers, in juggling care-giving roles with agency responsibilities. Findings include identification of best practices and potential strategies for addressing contemporary work-life balance challenges

Nurses\u27 Job Satisfaction in Northwest Arkansas

During the month of October 2013, approximately 450 registered nurses working at a hospital in Northwest Arkansas were surveyed. All registered nurses were included in the study and were given the survey with instructions to complete it and return it within 30 days. A modified version of the McCloskey/Mueller Satisfaction Scale by Tourangeau was utilized, evaluating factors as they related to job satisfaction such as control and responsibility, scheduling, professional opportunities, praise and recognition, balance of family and work, relationship with coworkers, salary/vacation/benefits, maternity leave/child care, care delivery, social contact, research opportunities, and decision making. These variables were all rated individually using the scale of seven factors. Ninety-three were returned, giving a response rate just over twenty percent, 20.67%. Of the 93 returned, 14 were incomplete, approximately 15.1%. After receiving the surveys, the data was entered into an excel spreadsheet. Demographics such as gender, employment status, were given numeric values. Analyses were completed using the IBM SPSS Statistics version 20. Demographics were analyzed along with factors affecting job satisfaction and factors affecting likelihood to remain at the hospital or in their current position. The only two statistically significant subscales included satisfaction with work conditions and supervisor support and satisfaction with collegial relationships and support. When grouped as likely or unlikely to remain working at the current hospital until retirement, 39 of the 80 RNs (49%) who responded to this item did not intend to stay until retirement. From these findings, the hospital will be able to improve retention strategies. The limitations of this study were that a better response rate would have been achieved had we been able to mail out the surveys and a reminder to return them after a certain amount of time, as well as the fact that the median age of those surveyed was 28 years, so it was unrealistic to ask if they planned on staying until retirement. Overall, a great deal can be taken away from this study and used to improve nursing turnover in this particular hospitals and in hospitals elsewhere