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Redefining the Badges of Slavery
Get PDFSection 2 of the Thirteenth Amendment grants Congress the authority to eliminate the “badges and incidents” of slavery. What constitutes an incident of slavery is clear: the incidents of slavery are the legal restrictions, such as submission to a master and a ban on the ownership of productive property, that were inherent in the institution of slavery itself. What constitutes a badge of slavery is far less certain, and relatively few legal scholars have examined the historical meaning of the metaphor. Nevertheless, there has emerged a renewed interest in Section 2, such that the literature now abounds with proposals for eliminating contemporary badges of slavery. Section 2 has been cited as grounds for addressing hate speech, the removal of Confederate monuments, racial profiling, sexual orientation discrimination, violence against women, limitations on the right to an abortion, sexual harassment, sweatshop labor, and more.Yet there is a widening gulf between those who invoke the badges metaphor in support of contemporary legislative proposals and those who have examined the history of the metaphor itself. For legal scholars like Jack Balkin, Akhil Amar, Alexander Tsesis, and Andrew Koppelman, the badges metaphor can be used to characterize a number of present day injustices, injustices that Congress can address via its Section 2 authority. Lending support to this view is a series of modern cases, beginning with Jones v. Alfred H. Mayer Co., in which the Supreme Court of the United States held that Congress may “determine what are the badges and the incidents of slavery” and “translate that determination into effective legislation,” subject only to rational basis review. If this view is correct, Congress’s Section 2 authority is more expansive than is commonly recognized and Section 2 can be used to address a number of contemporary injustices
Hilton Worldwide Holdings Inc.
Get PDFConrad Hilton bought his first property, the Mobley Hotel, in sleepy Cisco, Texas in 1919 for $5,000. Since those humble beginnings, the Hilton Hotel empire has grown to be one of the largest and most respected global hospitality brands. Hilton’s vision is simple and remains true to its founder, Conrad Hilton\u27s aspirations; “to fill the earth with the light and warmth of hospitality.” As of 2021, the hotel brand has more than cashed in on Conrad’s vision. Hilton operates more than 6,500 properties, across 18 hotel brands that span 119 countries.
Since 2007, Hilton has been led by Christopher Nassetta, a seasoned hospitality industry executive (see Exhibit 1 for top management bios). Nassetta previously held a variety of senior leadership positions at Host Hotels and Resorts, Inc., a real estate investment firm focused on the hotel industry. Under his leadership, Hilton has continued to make great strides. Fortune Magazine has ranked Hilton #2 on its list of the “World’s Best Places to Work”, and Hilton remains the only hospitality brand on the list. According to Nassetta, “our team members have always been at the heart of our success, and at a time when the light and warmth we share with the world has never been more important, we remain deeply committed to showing them the same hospitality they share with our guests.”
Hilton’s mission and values not only support this dedication to its team members, but also a dedication to provide a warm experience for the more than 3 billion guests it has welcomed at its properties. According to Hilton, its mission is “to be the most hospitable company in the world – by creating heartfelt experiences for guests, meaningful opportunities for team members, and high value for owners and a positive experience in our communities.” Hilton supports its mission through six core values, using an easy to remember acrostic format from their company name, Hilton.
● Hospitality: We’re passionate about delivering exceptional guest experiences
● Integrity: We do the right thing, all the time
● Leadership: We’re leaders in our industry and in our communities
● Teamwork: We’re team players in everything we do
● Owners: We’re the owners of our actions and decisions
● Now: We operate with a sense of urgency and disciplin
The Stickiness of Tea Garden Workers’ Situation in Assam, India
No full textTea garden workers in Assam, India continue to face precarious living and working conditions which have led to recent protests by workers’ unions and student organisations in Assam. This study examines a survey of over 3,000 tea garden worker respondents in three locations across Assam to understand the material realities of these workers and their families. The authors employ a concept that they term ‘stickiness’, drawing on the work of James C. Scott (1976) and Anna Tsing (2005), to describe the theorised interplay between the living and working conditions of plantation life and the vulnerability of the workers. Empirical findings are organised and presented using descriptive statistics around problem areas that provide a broad understanding of the living and working conditions of tea garden workers in Assam. The study also identified a rise in trafficking amongst tea garden families. This study concludes with recommendations from the researchers and partner organisations, as well as intentions for future inquiry
Invasive Plant Management at Huguenot Flatwater
Get PDFInvasive plants have become a wicked problem of the 21st century. Brought to areas outside of their native range by humans, they cause ecological and economic harm by disrupting ecosystem dynamics that in turn affect humans. Management methods include mechanical, chemical, and biological treatments, but each of these have their own advantages and limitations, which further adds to the complexities of invasive plant management. Units of the James River Park System in Richmond, Virginia are plagued by invasive plants, which are managed by the Invasive Plant Task Force. One of these units, Huguenot Flatwater, is overrun by invasive plants but does not have a recent written management plan. Data about the treatment methods at six other units were collected from site leaders of the Invasive Plant Task Force. Using literature research, these data were analyzed in order to create a potential management plan for six invasive plants at Huguenot Flatwater- English ivy, Chinese privet, Amur honeysuckle, Japanese honeysuckle, wintercreeper, and tree of heaven. The groundwork for a removal event at Huguenot Flatwater with volunteers from the University of Richmond was established so that a future student could implement it. Invasive plant management is a complex field full of trial and error, but the recommendations in this paper are a start.
Paper prepared for the Environmental Studies Senior Seminar/Geography Capstone
Supreme Court Creates Establishment Clause Confusion
No full textAre official prayer and Bible-reading about to return to public schools? Numerous constitutional law professors across the United States believe that soon will happen — at least in some states
