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On-Demand Platform Workers in New York State: The Challenges for Public Policy
Get PDF[Excerpt] This report examines one specific subset of New York state’s contingent workforce: on-demand workers who obtain work through online platforms or “apps.” Often referred to popularly as “gig” workers, we use the phrase “on-demand platform workers” in an attempt to clarify the workers to whom we refer.
Our research shows that on-demand platform workers: Are notoriously difficult to count, due to factors such as the part-time quality of their work, high turnover rates and confusion over the definition of terms; Experience low and unstable earnings and a lack of benefits, requiring reliance on second or third jobs, other family members’ incomes, and various types of public aid; Experience a range of dangerous health and safety hazards on the job, most of which are uncompensated; Suffer from evaluations based primarily on consumer ratings of workers’ performance, with no recourse for workers to appeal disciplinary actions; and Are negatively impacted by automated matching between workers and consumers and other communication asymmetries.
Forms of control vary across different platforms, but in general platforms transfer or externalize risks onto workers, with those that use strict automated control systems (known as algorithmic management) maximizing their control over the labor process.
On-demand platform work, like other forms of contingent and temporary employment, destabilizes industries, undermines worker protections and living standards, and significantly contributes to wealth and income inequality.
Correct classification of workers is a core issue for labor standards in the “on-demand” economy, in part because the impact of worker misclassification on New York state funds and tax revenues is severe.
New York’s regulatory structure does not now provide the necessary level of oversight to curb abuse in the on-demand economy and protect worker, business, and taxpayer interests.
Policymakers in New York state now have the opportunity to lead the way by making sure that on-demand platform workers will enjoy the same status and protections as all other workers in the state
On-Demand Employment, Worker Misclassification, and Labor Standards
Get PDF[Excerpt] On-demand platform work, like other forms of contingent and temporary employment, destabilizes industries, undermines worker protections and living standards, and significantly contributes to wealth and income inequality
Worker Participation in Employer-Sponsored Pensions: A Fact Sheet
Get PDF[Excerpt] This fact sheet provides data on the percentage of U.S. workers who have access to and who participate in employer-sponsored pension plans. The data are from the National Compensation Survey (NCS), conducted by the Bureau of Labor Statistics (BLS)
Buffalo’s Outer Harbor: The Right Place for a World-Class Park
Get PDFBuffalo’s Outer Harbor is a stunning natural area in a remarkable location. This report details the natural, historic, and recreational assets of the Outer Harbor and its connections to nearby parks and trails
Membership And Local Statistics, Union Organizing Facts, Organizing in Healthcare Facilities, and NLRB Election Report, 1970-1978
Get PDFUnion organizing statistics and facts
What Are the Demonstrated Impacts of Mindfulness/Meditation/Energy Management’ on Individual and Organizational Performance?
Get PDF[Excerpt] Organizations are increasingly becoming interested in mindfulness and meditation. In a recent study, sixty one percent of companies said they have either implemented mindfulness solutions or considered implementing them in the past two years. The amount of interest in this topic leads many to believe that mindfulness is a cure all to their organizational problems. But is mindfulness really impacting business results?
Mindfulness has many definitions. For the purpose of our research we narrowed mindfulness down to these characteristics. Mindfulness strengthens present moment attention, intentionality, attitudes of self-compassion, and clarity. It makes individuals more likely to detect changes in their environment as well as corresponding opportunities for action
What Future Emerging Outsourcing Countries Should Companies Evaluate for Expansion?
Get PDF[Excerpt] With the rise of globalization and rapid advancements in technology, companies have looked at alternative measures such as outsourcing to keep capital and labor costs low, increase efficiency, improve revenue and profitability, gain competitive business advantages, focus on core business and reduce risks. Also, outsourcing can help companies tap into unexplored territories and talents that the increasingly globalized workforce has to offer. The role of human resources professionals is to decide what and how to source, and manage supplier coordination and development. In this research paper, these questions will be answered: 1) how to make outsourcing decisions, 2) how to manage outsourcing decisions, and 3) what are the potential markets
How do Organizations Develop Global Talent Strategies While Accounting for Regional Differences?
Get PDF[Excerpt] The rapid pace of demographic changes, coupled with globalization, has fueled the need for more effective Talent Acquisition (TA)/Talent Management (TM) practices in developing critical leadership talent, this is especially true in human resources (HR). In the US alone, companies spend almost $14 billion annually on leadership development. With only 33% of leaders believing that they have become more effective as managers after taking part such development programs and only 13% of senior executives having confidence in rising leaders at their firms, organizations must reevaluate their TA/TM strategies