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<br />002826 <br /> <br />FLSA details - continued <br />Is there a limit on accrual of compensatory time? <br /> <br />Yes - and once that limit is passed, anyover- <br />time incurred must be paid for in cash. The limit, <br />40 hours of overtime or 50 hours of <br />compensatory time, is based on fiscal rule and <br />statute. Accumulated compensatory time must <br /> <br />be taken within two months of the end of the <br />payroll period in which the overtime was worked. <br />An employee who leaves state service must be <br />paid for accumulated compensatory time. <br /> <br />When must cash payment for overtime be paid? <br /> <br />Cash payment for overtime worked must not <br />be delayed beyond the next regularly scheduled <br /> <br />payday following the pay period in which the <br />overtime was worKed. <br /> <br />Can employees complain- about FLSA violations? <br /> <br />Yes. State employees can either file a <br />grievance with the state controller, whose <br />decision constitutes final administrative action for <br /> <br />the state, or complain directly to the U.S. DOL, <br />which may initiate its own investigation. <br /> <br />What type of record keeping is required? <br /> <br />FLSA requires that records be kept on wages, <br />work hours, overtime hours, compensatory time <br />earned and compensatory time used for non-ex- <br />empt (overtime eligible) employees. There is no <br />particular order or form specified, but records <br /> <br />must be accessible and reproducible; the <br />administrator of the federal Wage and Hour <br />Division, DOL, can call for their retrieval within <br />72 hours. The records must be retained for <br />at least three years. <br /> <br />Books of Interest <br /> <br />"The Deming Management Method" <br /> <br />This book was reviewed by <br />Jerry Davies, manager of Tech- <br />nical and Consulting Services <br />for the Department of Person- <br />nel. <br />If you plan to manage in the <br />90s, you rnust read about W. <br />Edwards Deming's manage- <br />ment concepts. Among several <br />options it's hard to find a better <br />overview than the one offered <br />by Mary Walton in her book, <br />The Deming Management <br />Method. <br /> <br />Walton's book might better be <br />titled "starting a revolution." <br />That's what Deming did when <br />he went to Japan after World <br />War II and coached the country <br />to the economic prominence it <br />enjoys today. While the U.S. <br />paid him little attention until <br />1980, his ideas now have taken <br />hold in many private and publiC <br />organizations and are the basis <br />for countless Total Quality <br />Management efforts. <br /> <br />Deming's perspective is that <br />the U.S. had a captive interna- <br />tional market after the war and <br />prospered notwithstanding <br />impoverished management <br />practices. This country ". . .con- <br />fused success with the ability to <br />manage." The Japanese <br />success has changed all of this <br />and now we are trying to incor- <br />porate many of the approaches <br />and techniques they have used <br />to become so successful. <br /> <br />Winter 1991 <br /> <br />Leaders'Digest <br /> <br />PageS <br />