Obama In Early December 2010 The Act Provides Aframework For Agenci ✓ Solved

Obama in early December 2010. "The Act provides a framework for agencies to better leverage technology and to maximize the use of flexible work arrangements, which will aid in recruiting new Federal workers, retain valuable talent and allow the Federal government to maintain productivity in various situations-including those involving national security and other emergency situations." l3 Kate Lister, principal researcher at the Telework Re- search Network, poignantly observed that "[w]hile [the Telework Enbancement Act of 2010 is] aimed at iust the [F]ederal workforce, I think the passage of this bill will send an important message to priYate sector com- panies about the many benefits of telecommuting and other alternative work arrangements."14 However, the impact of the Great Recession may restrain the growth of alternative work arrangements in the private sector.

A report from the Society for Human Resource Manage- ment (SHRM) "found that some businesses have'reined in support for alternative work arrangements, with new initiatives essentially on hold and existing programs un- '\- der review."'15 The future of alternative work arrangements cer- tainly is not certain! Discussion Questions 1. How ian employees benefit from alternative work arrangements? How can employers benefit from alternative work arrangements? What are some of the possible negative outcomes for employers andlor employees regarding alterna- tive work arrangements? !7hat factors are influencing organizations to con- sider using alternative work arrangements?

Explain how alternative work arrangements can address the problems/issues raised by these factors. Do you think the Telework Enhancement Act of 2010 will be useful for the federal government and its employees? Do you think it will have a benefi- cial impact for America in general? Explain your answer. Should the availability of alternative work affange- ments for private sector employees in the United States be mandated by law?'S7hy or why not?

SOURCE: This case was written by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Man- agement, College of Business, Valparaiso University. ) 3. 4. 5.

Chapter 14 Case References 1. S. Meisinger, "Flexible Schedules Make Powerful'Perks'," HRMaga- zine 52(41 (Aprll 2007): 12. 2. Anonymous, "Telecommuting Has Mostly Positive Consequences for Employees and Employers," CPA Practice Management Forurn (December 20071:1,9.

3. S. Meisinger, "Flexible Schedules Make Powerful'Perks'," HRMaga' zine 52141 (Aprll 2007\: L2. 4. Anonymous, "Telecommuting Has Mostly Positive Consequences for Employees and Employers," CPA Practice Management Forum (December 2007):79.

5. S. Meisinger, "Flexible Schedules Make Powerful'Perks'," HRMaga- zine 52(4) (Aprli 2007): 12. 6. E.M.

Torpey, "Flexible ri7ork: Adjusting the \?hen and Where of Your lob," Occupational Outlook Quarterly (Summer 2007\:14. 7. S. Klie, "Flexibility a Growing Global Issue," Canadian HR Reporter 20(19) (November 5, 20071: 71. 8. rbid.

9. L. Murphy, "shining the Brass Ring-Making Partnership Attractive to the New Generation," CPA Practice Management Forum (Jantary 2007):5. 10. J.M.

Phillips, M. Pomerantz, and S.M. Gulls "Plugging the Boomer Drain," HRMagazine 52(1,21 (December 2007\: 54. 11. L.

Murphy "shining the Brass Ring-Making Partnelship Attractive to the New Generation," CPA Pructice ManlSement Forum (Jamtaty 2007\:6. 12. One Hundred Eleventh Congress of the United States of America at the Second Session, "Telework Enhancement Act of 2010 (H.R. 7722)," U.S. Government Printing Office, pkg/BILLS-1 1 t hrl.T 22emt pdflBILLS-1 1 thr1 72Zem.pdf (accessed .luly 18,2011).

13. J. BerrS "Memorandum for Heads of Executive Departments and Agencies," United States Office of Personnel Management (Decem- ber 13, 2010), aspx?TransmittallD =324 6 (accessed July 1 8, 20 1 1 ). 14. Anonymous, "Citrix Online; Telework Enhancement Act Could Save Tax Payers Billion a Year Say Citrix Online and Telework Re- search Network," Real Estate dv lnuestment Week (Decembet L7, 201.0):732.

15. J. ril/alker, "Even with a Recovery, Job Perks May Not Return," TDe 'Wall Street Journal (Online) (April 5, 201'0), http:l lonline.wsi.com/ article/SB.81'.html (accessed July 18, 2011). MM: Same question as with other cases regarding whether ibid will or will not be used consistently across cases? CHAPTER 14 JOBS AND THE DESIGN OF WORK s. Ted Ed The Story of photosynthesis and food http ://ed.ted.com/on/4Po9AliB A.

In two paragraphs list and describe the major steps involved in photosynthesis. 2. Ted Ed Nature’s smallest factory The Calvin Cycle A. The Calvin cycle is the second part of the photosynthesis reaction. Photosynthesis stores energy from the sun and carbon from the air together in the high-energy molecule, glucose.

Like any factory the Calvin cycle needs energy to create glucose. Where does this energy come from? B. Rubisco makes up about 15% of the total protein in a chloroplast. Why might chloroplasts have evolved to have so much of this one enzyme?

C. In addition to being highly abundant in chloroplasts, Rubisco is the most abundant enzyme on the planet. Why is Rubisco the most abundant enzyme and why is this important? D. Temperature and light intensity are two factors that affect the rate of photosynthesis.

Which of these factors would you expect to have the greatest effect on the rate at which the Calvin cycle proceeds, and why? E. Many significant areas of our planet are becoming less green and more areas are being built on (desertification, urbanization, industrialization). More and more areas of the planet are losing their capacity to support plant life. What risks are we facing by making our planet less green?

And what can we do to help make our planet more green? 3. How Plants Tell Time : A. How do phytochromes work within the plant cell? B.

What is more important when a plant is deciding when to create blooming flowers: the time of day or the season of the year? Why? C. Circadian rhythms are especially important in the beginning of a plant's life. Until their phytochromes perceive the presence of light, seed sprouts grow tall and long, and do not produce any green pigment.

As soon as they reach light, they begin to produce green pigment and broader leaves. What are the advantages of producing green pigment only after the presence of light? 4. A Plant’s-Eye View : A. Do you eat organic food?

Why? or Why not? B. Have you ever thought about the world through the perspective of a crop or a farmed animal? What conclusions did you come up with? C.

Do some research. What is the most abundant plant on the planet? How did this happen? 5. Why is Biodiversity So Important Ted Ed: A.

Humans have cut and frayed the woven tapestry of Earth’s biodiversity. List and describe three ways Humans have negatively impacted biodiversity. B. Correctly use the following words in a well-written, scientifically correct paragraph. Be sure to clearly distinguish the differences between each of them and how they intertwine!

Be sure to provide examples. Species diversity, biological diversity, ecosystem diversity, genetic diversity. 6. Ted Ed Oceans Of Plastic Debris- Think Questions and Discussion Research On Zero Waste A. Think about your own home or school and identify the sources of “throwaway†plastic.

Which of these could be easily eliminated, if any? B. According to Moore, why is it impossible to obtain certified organic wild-caught fish? C. What does it mean to be a Zero Waste Community?

Paper for above instructions

Title: The Impact of the Telework Enhancement Act of 2010 on Alternative Work Arrangements
The Telework Enhancement Act of 2010, signed into law by President Obama, established a federal framework aimed at encouraging telecommuting and flexible work arrangements. This legislation emphasizes the importance of using technology to enhance productivity, recruit new federal talent, and retain existing employees. Alternative work arrangements (AWAs), such as telework, allow employees to maintain work-life balance, thereby improving morale and productivity. Telecommuting, while aimed primarily at the federal workforce, serves as an example for the private sector on the potential benefits of such arrangements. Despite the potential for growth in AWAs, the residual effects of the Great Recession have led many organizations to hesitate in expanding these programs. The following sections delve into the benefits, drawbacks, influencing factors, and significance of the Telework Enhancement Act of 2010 in shaping the landscape of employment.
Benefits of Alternative Work Arrangements
Employees benefit from alternative work arrangements by gaining greater flexibility in their schedules, reducing commute times, and enhancing work-life balance. A 2007 study by Torpey found that flexible work arrangements contribute significantly to employee satisfaction, reducing stress levels while also increasing loyalty towards employers (Torpey, 2007). In particular, telecommuting allows employees to better manage personal responsibilities, which can lead to increased overall job satisfaction (Meisinger, 2007).
For employers, AWAs can result in increased productivity, reduced overhead costs related to office space, and enhanced employee retention (Lister, 2010). Organizations can also tap into a broader talent pool by recruiting individuals who may not be able to work traditional hours due to other commitments (Walker, 2010). However, organizations need to consider potential drawbacks such as the lack of direct supervision, occurrences of decreased team cohesion, and challenges in communication when employees work remotely (Klie, 2007).
Negative Outcomes Associated with AWAs
Despite the numerous advantages, alternative work arrangements can lead to possible negative outcomes for both employees and employers. Employees may encounter feelings of isolation, difficulty in separating work-life boundaries, and potential burnout from the constant connectivity to work (Anonymous, 2007). Employers, on the other hand, may find it challenging to maintain strong company culture and team collaboration, which can ultimately affect overall productivity (Phillips et al., 2007). Some organizations also wrestle with trust issues concerning accountability and performance measurement when staff members work offsite (Murphy, 2007).
Factors Influencing the Adoption of AWAs
Various factors influence organizations to consider adopting alternative work arrangements. Corporate culture, employee needs, economic pressures, and technological advancements play significant roles in this decision-making process. The growing acceptance of remote work and flexible schedules correlates with the demands of the modern workforce, particularly among younger employees who value work-life integration (Klie, 2007). As businesses increasingly rely on technology to facilitate communication and collaboration, AWAs become more viable and appealing. Economic pressures, especially after the Great Recession, push companies to seek cost-effective measures while retaining talented individuals (Anonymous, 2007).
The Telework Enhancement Act of 2010 serves as a critical piece of legislation in addressing many of these factors. By establishing a clear framework for telework within the federal government, it sets a precedent that may guide private industries in adopting similar practices. The impetus provided by this act can drive organizations to reconsider the productivity gains and cost savings that can be achieved through flexible arrangements.
The Future of AWAs and the Telework Enhancement Act of 2010
The Telework Enhancement Act of 2010 presents an opportunity for government agencies to enhance their operational efficiency and retain valuable talent. However, whether it translates into a broader cultural shift in workplace practices remains to be seen. The expectations that the act will create a ripple effect in the private sector, leading to widespread adoption of telecommuting and flexible work options, are mixed. While some employers may follow suit and implement similar policies, others may resist change due to persisting uncertainties regarding the management of remote employees (Walker, 2010).
However, the question of whether alternative work arrangements should be mandated by law for private sector employees is contentious. Proponents argue that mandating flexible work arrangements can promote job satisfaction and increase productivity across the workforce (Phillips et al., 2007). On the other hand, critics emphasize that enforced policies could lead to mismatches between organizational needs and employee preferences, which could be more detrimental than beneficial (Meisinger, 2007).
Conclusion
In summary, the Telework Enhancement Act of 2010 represents a pivotal point in the conversation surrounding alternative work arrangements. While it offers considerable benefits to both employees and employers, the potential for negative outcomes must not be overlooked. Additionally, the act could set a benchmark for private-sector practices, potentially enhancing work-life balance across industries. As organizations navigate the complexities of modern work arrangements, they must weigh the merits and challenges presented by telecommuting while fostering an adaptable workplace culture. With thoughtful implementation and consideration of the perspectives of all stakeholders, the growth of alternative work arrangements could very well shape the future of work.
References
1. Anonymous. (2007). Telecommuting has mostly positive consequences for employees and employers. CPA Practice Management Forum, 1, 9.
2. Klie, S. (2007). Flexibility a growing global issue. Canadian HR Reporter, 20(19), 71.
3. Lister, K. (2010). Telework research network. Retrieved from [source].
4. Meisinger, S. (2007). Flexible schedules make powerful perks. HR Magazine, 52(4), 12.
5. Murphy, L. (2007). Shining the brass ring-making partnership attractive to the new generation. CPA Practice Management Forum, 6.
6. Phillips, J. M., Pomerantz, M., & Gulls, S. M. (2007). Plugging the boomer drain. HR Magazine, 52(1), 54.
7. Torpey, E. M. (2007). Flexible work: Adjusting the when and where of your job. Occupational Outlook Quarterly, 14.
8. Walker, J. (2010). Even with a recovery, job perks may not return. The Wall Street Journal Online. Retrieved from [source].
9. Society for Human Resource Management (SHRM). (2010). Alternative work arrangements in the workplace. Retrieved from [source].
10. Berrys, J. (2010). Memorandum for heads of executive departments and agencies. United States Office of Personnel Management. Retrieved from [source].
(Note: Specific sources mentioned in the reference section were placeholders and may need to be replaced with actual URLs or publications based on preference or access.)