To Employ and Uplift Them is a social and economic history of the Newfoundland branch of the Royal Naval Reserve. Established in 1900, the Newfoundland reserve provided part-time employment to fishermen and trained them to be Royal Navy sailors during war. Imperialists and the Newfoundland government hoped that the unit would alleviate outport unemployment and make Newfoundlanders better subjects. But the system had to contend with the British Treasury Office's scrutiny and the Admiralty's strategic objectives. In the end, Newfoundland reservists filled many roles during World War I, but London's post-war fiscal restraint terminated the Newfoundland reserve in the 1920s.
This collection of narrative essays by sex workers presents a crystal-clear rejoinder: there's never been a better time to fight for justice. Responding to the resurgence of the #MeToo movement in 2017, sex workers from across the industry—hookers and prostitutes, strippers and dancers, porn stars, cam models, Dommes and subs alike—complicate narratives of sexual harassment and violence, and expand conversations often limited to normative workplaces. Writing across topics such as homelessness, motherhood, and toxic masculinity, We Too: Essays on Sex Work and Survival gives voice to the fight for agency and accountability across sex industries. With contributions by leading voices in the movement such as Melissa Gira Grant, Ceyenne Doroshow, Audacia Ray, femi babylon, April Flores, and Yin Q, this anthology explores sex work as work, and sex workers as laboring subjects in need of respect—not rescue. A portion of this book's net proceeds will be donated to SWOP Behind Bars (SBB).
Employees have personal responsibilities as well as responsibilities to their employers. They also have rights. In order to maintain their well-being, employees need opportunities to resolve conflicting obligations. Employees are often torn between the ethical obligations to fulfill both their work and non-work roles, to respect and be respected by their employers and coworkers, to be responsible to the organization while the organization is reciprocally responsible to them, to be afforded some degree of autonomy at work while attending to collaborative goals, to work within a climate of mutual employee-management trust, and to voice opinions about work policies, processes and conditions without fear of retribution. Humanistic organizations can recognize conflicts created by the work environment and provide opportunities to resolve or minimize them. This handbook empirically documents the dilemmas that result from responsibility-based conflicts. The book is organized by sources of dilemmas that fall into three major categories: individual, organizational (internal policies and procedures), and cultural (social forces external to the organization), including an introduction and a final integration of the many ways in which organizations can contribute to positive employee health and well-being. This book is aimed at both academicians and practitioners who are interested in how interventions that stem from industrial and organizational psychology may address ethical dilemmas commonly faced by employees.
Social equity, or the lack of social equity, is practiced in all of our organizations. By focusing on advancing social equity in organizational culture, public and non-profit organizations can create more inclusive operations, correct historical injustices, and fulfill their mission to serve the community. Social equity is often explored as a grand theory, but it is critical for organizations to identify and practice strategies to apply theory into action. Organizational Culture and Social Equity: An Experiential Guide is the first book of its kind to provide the public service-minded reader with an opportunity to practice social equity. The chapters are designed to be both theoretical and practical, helping the reader develop knowledge to analyze social equity efforts in their own organization as well as the tools to act. The contributing chapter authors in this book explore social equity through various dimensions of organizational culture: physical characteristics and general environment; policies, procedures, and structures; socialization; leadership behavior; rewards and recognition; discourse; and learning and performance. Each contributor provides a thorough overview of their respective culture category along with important theories and concepts, definitions, and strategies for practice. The chapter authors then examine social equity in each area of organizational culture through a learning activity, discussion questions, and a call to action. Each chapter further reinforces concepts with a vignette featuring a public administrator who has faced a situation related to that chapter. Organizational Culture and Social Equity is a timely and essential read for all those who wish to study or practice public administration through an equity lens.
