Handbook F-401 - Supervisor's Guide to Scheduling … Handbook F-401 August 2000 Supervisor’s...

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Supervisor’s Guideto Scheduling andPremium PayHandbook F-401August 2000

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Handbook F-401August 2000

Supervisor’s Guide toScheduling and Premium Pay

Transmittal Letter

1. Explanation. This handbook is provided as amanagement tool to assist in the continuingmaintenance of time and attendance incompliance with the Fair Labor Standards Act(FLSA), postal policy, and establishedcontractual agreements.

2. Revision. This revision replaces HandbookEL-401, Supervisor’s Guide to Scheduling andPremium Pay.

3. Distribution. Copies may be requisitioned fromthe material distribution centers by using PSForm 7380, MDC Supply Requisition, duringregular requisitioning cycles.

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4. Comments and Questions.

1. Address any comments or questions to:

MANAGER PAYROLL ACCOUNTINGUNITED STATES POSTAL SERVICE475 L’ENFANT PLZ SW RM 8831WASHINGTON DC 20260-5243

2. References and excerpts from other direc-tives contained in this handbook are currentas of the date of this handbook. Refer tothe original directive if there is any questionabout the accuracy, completeness, or cur-rent status of the reference or excerpt.

5. Effective Date. This handbook is effective uponreceipt.

Donna M. PeakActing Vice President, Finance,Controller of the Postal Service

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Contents

1. Introduction 1. . . . . . . . . . . . . . . . . . . . .

2. Scheduling, Premium Pay, andUnexpected Workhour Liability 3. . . . .

A. Introduction 3. . . . . . . . . . . . . . . . . .

B. Scheduling and Premium PaySituation Analysis 4. . . . . . . . . . . . .

3. Premium and Overtime PaySituations 7. . . . . . . . . . . . . . . . . . . . . . .

A. Introduction 7. . . . . . . . . . . . . . . . . .

B. Night Differential Premium 7. . . . . .

C. Sunday Premium 8. . . . . . . . . . . . . .

D. Out-of-Schedule Premium 9. . . . . . .

E. Holiday Scheduling andPremiums 16. . . . . . . . . . . . . . . . . . . .

F. Overtime 22. . . . . . . . . . . . . . . . . . . .

4. Workhour Guarantees 26. . . . . . . . . . . . .

A. Introduction 26. . . . . . . . . . . . . . . . . .

B. Work Schedule Guarantees 26. . . . . .

C. Guarantees 26. . . . . . . . . . . . . . . . . . .

D. City Letter Carrier 7:01 Rule 28. . . . .

E. Authorization and SupportingForms 29. . . . . . . . . . . . . . . . . . . . . . .

F. Definition of Callback and SplitShift 29. . . . . . . . . . . . . . . . . . . . . . . .

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5. Management Control Activities 31. . . . .

A. Location of Timekeeping Devicesand Time Card/Badge Racks 31. . . . .

B. Five-Minute Leeway Rule 31. . . . . . .

C. Full-Time Employee WorkSchedules 32. . . . . . . . . . . . . . . . . . . .

D. Part-Time Flexible EmployeeWorkhours 33. . . . . . . . . . . . . . . . . . .

E. Employee Schedules 33. . . . . . . . . . .

F. Employee Responsibilities 34. . . . . .

G. Access to Time Cards or Badges 34. .

H. Tardiness 35. . . . . . . . . . . . . . . . . . . .

I. Washup Time 38. . . . . . . . . . . . . . . . .

J. Time Suffered or Permitted 38. . . . . .

K. Disallowed Time and UnauthorizedOvertime 39. . . . . . . . . . . . . . . . . . . .

6. FLSA Workweek Determinations 47. . . .

A. Definition 47. . . . . . . . . . . . . . . . . . . .

B. Management Responsibilities 48. . . .

C. Schedule Changes Resulting inFLSA Overtime 48. . . . . . . . . . . . . . .

D. Determination of anFLSA Workweek OvertimeAdjustment 49. . . . . . . . . . . . . . . . . . .

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7. Pay During Travel 53. . . . . . . . . . . . . . . .

8. Nonbargaining Unit Employees 55. . . . .

A. Employee Classification 55. . . . . . . .

B. Overtime and AdditionalStraight-Time Pay 56. . . . . . . . . . . . .

C. Night Differential 63. . . . . . . . . . . . . .

D. Sunday Premium 63. . . . . . . . . . . . . .

E. Work on Holidays 64. . . . . . . . . . . . .

F. Nonbargaining ReschedulingPremium 65. . . . . . . . . . . . . . . . . . . . .

G. EAS Higher Level 65. . . . . . . . . . . . .

H. Leave Usage by ExemptEmployees 67. . . . . . . . . . . . . . . . . . .

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Exhibits

Exhibit 3-1�� !� ��"# �� $%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�

Exhibit 3-2�!��"�!"�� !� ��"# �� &%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�

Exhibit 3-3'!�(��(�)��! ��"�!"�� !� ��"# �� *+%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�

Exhibit 3-4,� ��-�.�� !� ��"# �� *$%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�

Exhibit 3-5'/��"�� !� ��"# �� 01%�%�%�%�%�%�%�%�%�

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Exhibit 4-12!��3�"�� !� ��"# �� 45%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�

Exhibit 5-1��6�"�*5*7(�� 84%�%�%�%�%�%�%�%�%�%�

Exhibit 5-2��6�"�*5*7(�� 81%�%�%�%�%�%�%�

Exhibit 6-1-�.9.�'/ �# 10%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�

Exhibit 7-1� �� 3�/ �3�"��"#� �� 14%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�%�

Exhibit 8-1�:�"# ��:"#��) !��#� �"� � ;'<� � +*%�%�%�%�

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1. Introduction

This handbook is provided as a management tool toassist in the continuing maintenance of time and at-tendance in compliance with the Fair Labor StandardsAct (FLSA), postal policy, and bargaining agree-ments. The information contained in chapters 1-6 ofthis handbook applies to bargaining unit employeeswho are assigned to post offices, mail processingplants, bulk mail centers, and airmail facilities whoare covered by the National Agreements with theAmerican Postal Workers Union, AFL-CIO (APWU);the National Association of Letter Carriers, AFL-CIO(NALC); and the National Postal Mail HandlersUnion, A Division of the Laborers’ InternationalUnion of North America, AFL-CIO (NPMHU). Itdoes not apply to rural carriers, bargaining unitnurses, or security force employees. The purpose is toprovide each supervisor and manager in those postalinstallations with a source document of related infor-mation pertinent to day-to-day time and attendancesituations. The contents represent policies and proce-dures contained in existing postal directives: Hand-book F-21, Time and Attendance; Handbook F-22,PSDS Time and Attendance; and the Employee andLabor Relations Manual (ELM). These directivesshould be cited as the authoritative references whennoting policies and procedures. Not every question orpolicy relating to time and attendance is presented.However, the major topics of concern to each line su-pervisor and manager are addressed. Remember, eachpostmaster, manager, and supervisor is responsiblefor ensuring that employees are properly compen-sated for work performed. The responsibility is ongo-

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ing and must be met on a day-to-day basis to assureeffective compliance.

To maintain consistency with Postal Service auto-mated timekeeping systems, all references to times ofthe day use the 24-hour clock, which breaks portionsof hours into hundredths. For example,

12:00 midnight = 0000 hours12:15 a.m. = 0025 2:30 a.m. = 02506:45 a.m. = 067512:00 noon = 12003:00 p.m. = 15006:05 p.m. = 180811:25 p.m. = 2342

All managers and supervisors must exercise propercontrol to eliminate unauthorized work and avoidcompensation liabilities in this area. Supervisors andmanagers must implement all postal policies that re-late to time and attendance to ensure the proper com-pensation of employees.

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2. Scheduling, Premium Pay, and UnexpectedWorkhour Liability

A. Introduction

Scheduling employees is an operational function thatis based on workload projection and service commit-ments. Supervisors schedule employees in a processthat factors:

1) Those actions necessary to meet service stan-dard commitments.

2) Scheduling and assigning employees toachieve desired productivity rates, within bud-getary constraints.

Compensation rules contained in the National Agree-ments with labor organizations and the Fair LaborStandards Act (FLSA) often require that the PostalService pay employees more than a flat hourly rate.As a result, the traditional concern of reducingplanned and authorized workhours must be aug-mented and complemented by an increased concernfor minimizing premium pay hours (e.g., night differ-ential, Sunday, holiday, out-of-schedule), guaranteedhours, and unauthorized overtime hours.

FLSA nonexempt employees must be paid for alltime that they work, whether or not the work is autho-rized. It is the responsibility of the supervisor to mini-mize the occurrence of these unauthorized workhoursand to minimize (consistent with operational require-ments) the use of premium pay hours.

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B. Scheduling and Premium Pay SituationAnalysis

The knowledge and application of time and atten-dance policies can assist supervisors in managingtheir operations in a cost effective manner. The fol-lowing situations tell how to do this:

� Post Office X traditionally scheduled Tour 1 em-ployees to report for duty at 2350. A supervisorrecently assigned to Tour 1 analyzed the workloadand service standard factors. This supervisor con-cluded that productivity gains and improved mailflow could be achieved by changing Tour 1 em-ployees’ reporting times from 2350 to 0050. Inaddition to productivity and operational improve-ments, the change of starting times was cost effec-tive. Five employees scheduled to work at 2350Saturday night (Sunday service day) and 2350Sunday night (Monday service day) had been get-ting 16 hours of Sunday premium pay per week.Changing those employees to a 0050 reportingtime changed their Sunday premium eligibility to8 hours per week. Additionally, 1 hour of nightdifferential per service day per employee wassaved by the change of reporting time. It shouldbe noted that employees’ schedules must not bechanged solely to avoid the payment of Sundaypremium. They may, however, be changed forsound operational reasons.

� A maintenance employee who normally reports at1600 was called in at 0900 because of a major me-chanical problem. The employee’s work was com-pleted at 1150. The supervisor directed the em-ployee to go ahead and work until 1750, then go

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home for the day. The supervisor mistakenly as-sumed that a management initiated schedulechange would keep the workhours to 8. Since theemployee was ordered to clock out at 1750 andnot given the opportunity to work his or her regu-lar tour, the Postal Service is liable for:

� 6� hours of postal overtime (4� of which ispenalty overtime) for the period between 0900and the start of the scheduled tour at 1600.

� 1� hours at the straight-time rate for the periodbetween 1600 and 1750.

� Plus 6� hours of administrative leave at thestraight-time rate for the unworked portion ofthe employee’s scheduled tour between 1750and 0050.

In this example, the Postal Service receives 8hours work, but pays for 14� hours, plus pre-miums.

Alternatively, if the employee was told to workthe remaining 1� hours of the guarantee period(0900-1300) when the job was completed, thentold to report back to work the regularly scheduledtour, (1600-0050), he or she would have beenpaid:

� 4 hours at the overtime rate (2 of which is pen-alty overtime) for the period between 0900 and1300.

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� 8 hours at the straight-time rate for the periodbetween 1600 and 0050.

In this way, the Postal Service pays for and re-ceives 12 hours of actual work, plus premiums.

� A carrier, who was scheduled to clock out at 1500,clocked out an average of 10 minutes late eachday for 5 days in a row. The supervisor did not ob-serve whether or not work was performed duringthese periods and could not disallow the unautho-rized overtime. This supervisor had to live with al-most 1 hour of unauthorized overtime on the routefor the week, with penalty overtime on day 5. Hadthe supervisor observed that no work was per-formed, and known when and how to disallow thisovertime, he or she could have saved that hour ofunauthorized overtime. Note that the supervisor inthis example could not disallow the unauthorizedovertime. However, this supervisor should havecorrected the situation by conducting discussionswith the employee or by administering appropriatediscipline.

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3. Premium and Overtime Pay Situations

A. Introduction

The purpose of this chapter is to identify the condi-tions that result in premium and overtime pay. Properapplication of this knowledge will assist the supervi-sor in efficiently scheduling employees, while ensur-ing that employees are properly compensated.

B. Night Differential Premium

Night differential is a premium that is paid to eligibleemployees for all work and paid training or traveltime performed between 1800 and 0600. Generally,all bargaining unit (including transitional) and casualemployees are eligible for night differential. For spe-cific eligibility requirements, refer to Exhibit 3-1.

Eligible employees who are regularly assigned to anight tour of duty are entitled to receive an equivalentamount of night differential when:

1) Rescheduled to day work to participate in com-pensable training.

2) On court leave.

3) On military leave.

4) In a Continuation of Pay (COP) status.

5) Rescheduled to day work due to a compensa-ble disability in lieu of placement in a COP sta-tus. (See ELM Exhibit 434.2.)

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Exhibit 3-1Night Differential Pay Eligibility for Bargaining Unit

(RSC M, P, Q, C, A, and K) and Casual (RSC E)Employees

Employee Category Eligibility

Full-Time Regular Yes

Part-Time Regular Yes

Part-Time Flexible Yes

Transitional Yes

Casual Yes(Reference ELM Exhibit 434.2)

C. Sunday Premium

Sunday premium is paid to eligible employees for allwork and paid training or travel time performed dur-ing a scheduled tour that includes any part of a Sun-day. See Exhibit 3-2 for eligibility requirements.

Notes:

1. An employee who is eligible for Sunday premiummay also be eligible for other premiums for thesame tour. (See ELM Exhibit 434.8.)

2. A bargaining unit employee may not be creditedwith Sunday premium in excess of: the hoursworked per tour; 8 hours per tour; or, 16 hours perservice week. (See ELM 434.31b.)

3. Sunday premium does not apply if Sunday time isdue only to late clocking out or early clocking in.(See ELM 434.31c.)

4. If an employee is on leave for any part of the tour,he or she is not eligible for Sunday premium forthe leave hours.

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Employees’ schedules must not be changed solely toavoid the payment of the Sunday premium. However,as the need arises, employees’ schedules should bechanged consistent with changes in mail flow, dis-patches, etc. Schedule changes must be made in ac-cordance with provisions of the National Agreements.

Exhibit 3-2Sunday Premium Pay Eligibility for Bargaining Unit





Part-Time Flexible Yes

Transitional No

Casual No (Reference ELM Exhibit 434.3)

D. Out-of-Schedule Premium

1) Definition: Out-of-schedule premium is paidto eligible full-time bargaining unit employeesfor time worked outside of, and instead of,their regularly scheduled workday or work-week when employees work on a temporaryschedule at the request of management. (SeeELM 434.611.)

2) Notification Requirement: If notice of a tem-porary change is given to an employee byWednesday of the preceding service week, evenif this change is revised later, the employee’stime can be limited to the hours of the revisedschedule and out-of-schedule premium is paid

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for those hours worked outside of, and insteadof, his or her regular schedule. (See ELM434.612a.)

3) Noncompliance with the Notification Requi-rement: If notice of a temporary schedulechange is not given to the employee byWednesday of the preceding service week, theemployee is entitled to work his or her regularschedule. Therefore, any hours worked in addi-tion to the employee’s regular schedule are notworked “instead of” his or her regular schedu-le. Such additional hours worked are not con-sidered as out-of-schedule premium hours.Instead, they are paid as overtime hoursworked in excess of 8 hours per service day or40 hours per service week. (See ELM434.612b.)

Example: A supervisor plans ahead and noti-fies an employee by the Wednesday of the pre-ceding service week to work a temporaryschedule the following service week from 0600to 1450, instead of his or her regular schedulefrom 0800 to 1650. The employee is paid 2hours out-of-schedule premium for the hoursworked from 0600 to 0800 and 6 hours straighttime for the hours worked from 0800 to 1450.(See ELM 434.615.)

If the same situation occurred, except that thenotification requirement was not met, the timebetween 0600 and 0800 is postal overtime, andthe time between 0800 and 1650 (the regularschedule) is payable as straight time. If the em-ployee was sent home at 1450, he or she must

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be paid for the 2 hours between 0600 and 0800at the overtime rate, straight time for the periodfrom 0800 to 1450, and 2 hours administrativeleave for the period from 1450 to 1650.

4) Exceptions: Eligible employees do not re-ceive out-of-schedule premium when any ofthe following conditions apply (see ELM434.622):

a. Training: Attending a recognized trainingsession that is a planned, prepared, andcoordinated program or course.

b. Request of Employee:

(1) Schedule change is requested by theemployee for personal reasons and isagreed to by the employee’s supervi-sor and shop steward or other collec-tive bargaining representative. Theemployee must complete PS Form3189, Request for Temporary Sched-ule Change for Personal Conve-nience, and obtain all required signa-tures.

(2) Assignment is made to accommodatea request for intermittent leave or a re-duced work schedule for family careor a serious health problem of the em-ployee. (See ELM 515.6.)

c. Tardiness: Allowed or directed to make uptime missed due to tardiness in reporting forduty.

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d. Detail Assignments (when detailed to):

(1) Postmaster position as officer-in-charge.

(2) Rural carrier position.

(3) Ad hoc position for which the em-ployee applied and was selected,when the core responsibilities requirean irregular schedule.

(4) Bargaining or nonbargaining positionin grade 19 or above.

(5) Any nonbargaining position, if theemployee is in the clerk, maintenance,motor vehicle, or materiel supportcraft.

e. Bids: Schedule change is in accord withand permitted by a bid.

f. Light Duty: Assigned to light duty accord-ing to the provisions of the collective bar-gaining agreement, or as required by theFederal Employee Compensation Act(FECA), as amended.

g. Holidays: Working on an actual or desig-nated holiday. However, holiday schedulingpremium may be payable to eligible em-ployees under certain conditions. (See sec-tion E, page 16.)

h. Nonscheduled Days: Working on a non-scheduled day of the regular schedule.There is no regular schedule on a nonsched-uled day. Eligible employees receive over-time for working on nonscheduled days.

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i. Pool Type Assignments: Working a reliefpool assignment that is a full-time bid posi-tion that has varied schedules for the pur-pose of covering temporary relief assign-ments. Employees in these types ofassignments must be notified by the lastworking day prior to the schedule change.These employees are exempt from theWednesday notification requirement.

j. Canceled Leave: Employee works on aregularly scheduled day for which annualleave had been previously approved. Nor-mally, when an employee’s annual leave re-quest has been approved, it should not becanceled. However, if it becomes necessaryto schedule an employee on a day for whichannual leave had been approved, the annualleave will be rescinded. The employee willbe compensated at the regular rate for thehours worked.

5) Unassigned Regular Full-Time Employees:All unassigned regular full-time employeesmust be assigned regular work schedules.When not assigned to a posted position, em-ployees assume, as their regular work sched-ule, the hours worked in the first week of thepay period in which the change to unassignedregular occurred. When a part-time flexible(PTF) employee is converted to full-time regu-lar, and is not assigned to a full-time bid posi-tion, the employee becomes an unassigned reg-ular. (See article 7, section 3, of the NationalAgreements.)

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These employees are assigned regular workschedules and are eligible for out-of-schedulepremium. Temporary rescheduling must becompensated at the appropriate premiumrates(s).

A management-directed permanent assignmentof an unassigned regular to a specific postedposition, which went unbid in accordance withprovisions in the National Agreement, requiresno payment of out-of-schedule premium.

6) Maximization/Full-Time Flexible: When thesenior part-time flexible is converted to full-time status as a result of maximization, thatemployee will have flexible reporting times,flexible nonscheduled days, and flexible re-porting locations within the installation de-pending upon operational requirements as es-tablished on the preceding Wednesday. Oncethis schedule has been established and posted,the employee is entitled to work that schedule.Any hours that the employee is required towork beyond this schedule are “in addition to”the scheduled hours and are paid as overtime.(See section 3 and ELM 434.612b.)

7) Rescinded Schedule Changes: Temporarychanges in schedule can be rescinded at anytime up to the day before the schedule changewithout incurring out-of-schedule liability.

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8) Compounding of Premium Pay: Out-of-schedule premium is not paid to an employeewho is properly notified of a schedule revision(by Wednesday of the preceding week), butwho subsequently is required to work the hoursof his or her normal schedule. The hoursworked outside of that schedule would then bein addition to, not instead of, the regular sche-dule. Payment of both out-of-schedule andovertime would violate the pyramiding provi-sion of the National Agreements.

Example: A full-time regular employee’snonscheduled days are temporarily revisedfrom Saturday and Sunday to Thursday andFriday. The employee works on Saturday andSunday with the expectation of being off onThursday and Friday. Subsequently, because ofworkload, he or she is required to work onThursday and Friday. The hours worked onSaturday and Sunday are not instead of his orher regular schedule; they are in addition to theregular schedule and are paid for at the over-time rate (including penalty, if eligible). Thurs-day and Friday are paid at the straight-timerate. (See ELM 434.615.)

9) Out-of-Schedule References: The regulationsand procedures for out-of-schedule premiummay be found in ELM 434.6; Handbook F-21,Time and Attendance, section 232; and Hand-book F-22, PSDS Time and Attendance, section232.

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Exhibit 3-3Out-of-Schedule Premium Pay Eligibility for Bargaining

Unit (RSC M, P, Q, C, A, and K) and Casual (RSC E)Employees



Part-Time Regular No

Part-Time Flexible No

Transitional No


E. Holiday Scheduling and Premiums

1) Holiday Schedule: The following 10 days areobserved as holidays for full-time and part-time regular schedule employees:

a. New Year’s Day.

b. Martin Luther King, Jr.’s Birthday.

c. Washington’s Birthday/Presidents’ Day.

d. Memorial Day.

e. Independence Day.

f. Labor Day.

g. Columbus Day.

h. Veteran’s Day.

i. Thanksgiving Day.

j. Christmas Day.

On these holidays, eligible employees receiveholiday leave pay for a number of hours equalto their regular daily work schedule, not to ex-ceed 8 hours. (See ELM 434.412.)

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If a holiday falls on an eligible employee’s reg-ular scheduled workday, including Saturday orSunday, the employee observes the holiday onthat day. (See ELM 434.413.)

When a holiday falls on an employee’s sched-uled nonwork day (except Sunday), the firstscheduled day preceding the holiday is desig-nated as the employee’s holiday. (See ELM434.414.)

When a holiday falls on a Sunday that is ascheduled nonwork day for an employee,Monday is designated as the employee’s holi-day. However, if Monday is also a schedulednonwork day, then Saturday is designated asthe employee’s holiday. (See ELM 434.415.)

2) Holiday Worked/Christmas Worked Pay:Eligible employees who are required to workon their holiday or designated holiday are paid(in addition to any pay for holiday leave towhich they may be entitled) their basic hourlystraight-time rate for each hour worked up to 8.(See ELM 434.531.) Eligible employees whoare required to work on Christmas day or theirdesignated Christmas holiday are paid, in addi-tion to authorized holiday leave and holidayworked pay, Christmas worked pay at 50% ofthe base hourly straight-time rate. However,Christmas work pay is not authorized duringhours of overnight travel on a nonscheduledday. (See ELM 434.532.)

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Exhibit 3-4Holiday Worked Pay Eligibility for Bargaining Unit





Part-Time Flexible No1

Transitional No

Casual No

(Reference ELM Exhibit 434.521)

1 PTFs are eligible for Christmas worked pay for hours actu-ally worked on December 25 (not including hours over 8 ina day or 40 in a week that are paid as overtime).

3) Holiday Scheduling Procedures: The super-visor will determine the skills, number, andcategories of employees needed for holidaywork. A request for volunteers meeting thoserequirements should then be posted well in ad-vance of holiday schedule requirements. Man-agement will post the schedule by the Tuesdaypreceding the service week in which the holi-day falls. As many full-time and part-time reg-ular schedule employees as can be spared willbe excused from duty on a holiday or day des-ignated as their holiday.

Unless otherwise provided by the Local or Na-tional Agreement, the following order shouldbe used for holiday scheduling:

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a. All casual and part-time flexible em-ployees, to the extent possible, even if pay-ment of overtime is required.

b. All full-time and part-time regular em-ployees who possess the necessary skillsand have volunteered to work on the holi-day when such day is part of their regularwork schedule. Full-time employees wouldbe paid the applicable straight-time rate.

c. Full-time and part-time regular employeeswhose scheduled nonwork day falls on theholiday, who have volunteered to work ontheir nonscheduled day, and possess thenecessary skills. Full-time employeeswould be paid the applicable overtime rate.

d. Transitional employees.

e. Full-time and part-time regulars, by reverseseniority, who have not volunteered to workon their holiday, designated holiday, or non-scheduled day. Note: The order of schedul-ing for employees who have not volun-teered to work varies depending uponwhich bargaining agreement covers the em-ployees in question. Consult the applicablebargaining agreement to determine in whichorder to schedule these employees.

Note: The scheduled hours of work on theholiday need not coincide with the employees’regular schedule.

4) Holiday Absence: A full-time or part-timeemployee scheduled to work on a holiday whodoes not work must be placed in a leave with-out pay (LWOP) status. The employee may not

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receive holiday leave pay unless the absence isbased on an extreme emergency situation andis excused by the supervisor. If the absence isnot excused, the employee will be charged asabsent without official leave (AWOL) and maybe subject to disciplinary action. (See NationalAgreements article 11, section 6, and ELM434.423.)

5) Pay Status: To receive holiday leave pay, anemployee must be in a pay status (either work-hours or paid leave) for the last hour of thescheduled workday prior to, or the first hour ofthe scheduled workday after, the holiday ordesignated holiday. (See ELM 434.432.)

6) Part-Time Regular: Part-time regular sched-ule employees who are regularly scheduled towork a minimum of 5 days per service weekare eligible for holiday leave pay for a numberof hours equal to their regular daily workschedule for the holiday or designated holiday.

Part-time regular schedule employees who areregularly scheduled to work fewer than 5 daysin a service week are only eligible for holidayleave pay if the holiday falls on their scheduledworkday. If the holiday falls on a nonscheduledday, there is no designated holiday. (See ELM434.422.) For example, a part-time regularwhose regular schedule is 6 hours per day,Tuesday through Friday, would not receiveholiday leave for a holiday that falls on a Mon-day. The employee does not have a designatedholiday.

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7) Holiday Scheduling Premium: If the holidayschedule is not posted, as of Tuesday preced-ing the service week in which the holiday falls,a full-time regular bargaining unit employeerequired to work on the holiday or designatedholiday (except Christmas), or who volunteersto work on such day, will receive holidayscheduling premium, for each hour of work,not to exceed 8 hours. This premium is in addi-tion to both holiday leave pay and holidayworked pay and is paid at 50% of the basehourly straight-time rate. (See ELM 434.533.)

a. Emergency Situations: When an emer-gency situation attributable to Act(s) ofGod arises (after the Tuesday posting peri-od), which requires the use of personnel onthat holiday in excess of that scheduled inthe Tuesday posting, full-time regular em-ployees required to work or who volunteerto work do not receive holiday schedulingpremium. (See ELM 434.533b.)

b. Holiday Work Replacement: When afull-time regular employee is scheduled towork on a holiday by the Tuesday of theweek preceding the holiday, and is unableor fails to work on the holiday, the supervi-sor may require another full-time regularemployee to work such schedule, and suchreplacement employee will not be eligiblefor holiday scheduling premium. (See ELM434.533c.)

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Example: Five employees are scheduled towork on their holiday in a section that requiresspecific scheme knowledge. One employeecalls in sick, and the supervisor schedules thenext employee with the required skills and theleast seniority. No holiday scheduling premiumis paid to the replacement.

F. Overtime

There are three types of overtime for which bargain-ing unit employees may be eligible. These three cate-gories are described below.

1) Postal Overtime

Postal overtime is compensation paid to eligiblepersonnel at 150 percent of each employee’s basichourly rate for actual workhours (see ELM434.131) that are:

a. In excess of 8 hours in a day.

b. In excess of 40 hours in a service week.

c. On a nonscheduled day (full-time regularemployees only).

2) FLSA Overtime

FLSA overtime is compensation paid to nonex-empt personnel at 150 percent of each employee’sFLSA regular hourly rate for all worktime thatmanagement “suffers or permits” to be actuallyworked in excess of 40 hours worked within anFLSA workweek. (See chapter 6 or ELM434.132.)

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3) Penalty Overtime

Penalty overtime is compensation paid to eligiblepersonnel at two times the employee’s basic hour-ly straight-time rate for hours described in appli-cable Labor Agreements. Penalty overtime is paidas follows:

a. Full-time regular employees receive penaltyovertime for overtime hours worked:

(1) In excess of 8 paid hours on the em-ployee’s fifth scheduled day in a ser-vice week, if the employee hasworked overtime on all four of theprevious scheduled days in that ser-vice week.

(2) In excess of 10 paid hours on a regu-larly scheduled day.

(3) In excess of 8 paid hours on a non-scheduled day.

(4) On the employee’s second nonsched-uled day in a service week, if the em-ployee worked overtime on the firstnonscheduled day in that serviceweek.

b. Part-time regular/flexible employees re-ceive penalty overtime for overtimeworked:

(1) In excess of 10 paid hours in a serviceday.

(2) In excess of 56 paid hours in a serviceweek.

Hours that are paid at penalty overtime in(1) are not included in the calculation to

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determine if the employee is eligible forpenalty overtime under (2).

Example: A PTF employee works the fol-lowing hours:

Saturday 12.00Sunday 10.00Monday 10.00Wednesday 10.00Thursday 10.00Friday 11.00

The employee is paid 2 hours of penaltyovertime on Saturday for hours in excessof 10 in a day. The employee’s total hoursfor the week are 63.00, so the employee ispaid 7.00 hours of penalty overtime for theweek — 2 on Saturday and 5 on Friday.

c. Transitional Employees

(1) NALC TEs are paid penalty overtimeunder the same conditions as PTFslisted above in section b.

(2) APWU TEs are not eligible for penal-ty overtime.

Note: Mailhandlers are not eligible forpenalty overtime.

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Exhibit 3-5Overtime Pay Eligibility for Bargaining Unit (RSC M, P,

Q, C, A, and K) and Casual (RSC E) Employees

EmployeeCategory

PostalOvertime

FLSAOvertime

PenaltyOvertime

Full-TimeRegular

Yes Yes Yes1

Part-TimeRegular

Yes Yes Yes1

Part-TimeFlexible

Yes Yes Yes1

Transitional Yes2 Yes Yes2

Casual No Yes No

1 Mailhandlers are not eligible for penalty overtime.

2 Only TEs covered by the NALC agreement are eligible forpostal overtime or penalty overtime. APWU TEs are noteligible for postal or penalty overtime.

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4. Workhour Guarantees

A. Introduction

The purpose of this chapter is to identify conditionsthat would result in payment of guaranteed time orunauthorized overtime. Proper application of this in-formation will assist supervisors in scheduling em-ployees efficiently, while ensuring employees areproperly compensated.

B. Work Schedule Guarantees

Article 8, Section 1 of the National Agreementsstates:

The workweek for full-time regulars shall be forty(40) hours per week, eight (8) hours per day with-in ten (10) consecutive hours, provided however,that in all offices with more than 100 full-time em-ployees in the bargaining units the normal work-week for full-time regular employees will be fortyhours per week, eight hours per day within nine(9) consecutive hours. Shorter workweeks will,however, exist as needed for part-time regulars.

Example: If you work a full-time employee 6 hourson a scheduled day, then release him or her from dutyfor lack of work, you incur the obligation to pay 2hours. These 2 unworked hours are charged to admin-istrative leave.

C. Guarantees

Article 8, Section 8 of the National Agreements de-scribes workhour guarantees for bargaining unit em-ployees as follows:

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1) Full-time regular employees in the bargainingunits are guaranteed 8 hours work (or pay inlieu of work) if called in to work on their non-scheduled day, holiday, or designated holiday.If such an employee works 6 hours and is thentold by the supervisor to clock out because oflack of work, the remaining 2 hours of the em-ployee’s 8-hour guarantee are recorded asguarantee time.

2) On scheduled days, full-time and part-timetime regular employees are guaranteed 4 hourswork or pay in lieu thereof when called in out-side of their regular reporting times. Such aguaranteed minimum will not apply to an em-ployee called in who continues working intohis or her regular scheduled tour.

3) Part-time employees are guaranteed at least 4hours work or pay on any day they are re-quested or scheduled to work in a post officeor facility with 200 or more work-years of em-ployment per year. All employees at other postoffices and facilities are guaranteed 2 hourswork or pay when requested or scheduled towork.

4) Transitional employees covered by the Nation-al Agreement with the NALC who are sched-uled to work and report to work are guaranteed4 hours work or pay. Transitional employeescovered by the National Agreement with theAPWU who are scheduled to work and reportto work are guaranteed 2 hours work or pay.Such work or pay shall not be guaranteed ifsuch employees are directed not to report

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ahead of the time they were scheduled to reportto work.

5) Casual employees do not have any minimumwork schedule guarantees.

6) As a general principle, when an employee istold to clock out by management prior to theend of the guarantee period, the employee willbe compensated for the hours of the guaranteeperiod at the rate of pay he or she would havereceived had he or she actually worked suchhours. There are, however, conditions underwhich employees will not be compensated forthe remaining hours of the guarantee period.Generally, this would occur when an employeerequests to leave the postal premises becauseof an illness or for personal reasons or leaveswithout proper authorization. A PS Form 3971,Request for or Notification of Absence, is to becompleted in these instances. (See ELM432.63.) Employees covered under the agree-ment with the NPMHU who request to leavebefore they have worked the guaranteed num-ber of hours must obtain the concurrence of theUnion in order to waive the guarantee.

D. City Letter Carrier 7:01 Rule

A city letter carrier who actually works more than 7hours, but less than 8 hours of a regular scheduledday, and who is officially excused from the comple-tion of the 8-hour tour, is credited with 8 hours forpay purposes. This is known at the 7:01 rule. The un-worked time is recorded as guarantee time. (SeeELM 432.53.)

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E. Authorization and Supporting Forms1) When an employee is released from duty, the

amount of guarantee time to be charged mustbe documented on a PS Form 3971. (SeeHandbook F-21, Time and Attendance (TL 34)and Handbook F-22, PSDS Time and Atten-dance (TL 3), section 222.3.)

2) When an employee leaves without proper au-thorization, AWOL is charged on PS Form3971.

F. Definition of Callback and Split Shift

When an employee completes a scheduled tour andclocks out, then is notified to clock in and resumeworking, that is considered a callback. All career bar-gaining unit employees are guaranteed 4 hours work,or pay, if called back to work on a day when theyhave completed their assignments and clocked out.This guarantee is applicable to any size office. (SeeELM Exhibit 432.62.)

When a part-time flexible employee is notified priorto clocking out that he or she should return within 2hours, it is considered a split shift and no new guaran-tee applies. However, if prior to clocking out, thepart-time flexible employee is told to return after 2hours, that employee (in any size office) must be giv-en a minimum of 2 hours work.

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Exhibit 4-1Guaranteed Time Pay Eligibility for Bargaining Unit



Full-Time Regular Yes1,2

Part-Time Regular Yes1,4

Part-Time Flexible Yes3,4

Transitional Yes5


1 Guaranteed 4 hours work or pay in lieu thereof whencalled in outside of the regular work schedule. Does notapply to an employee who continues working into the regu-lar scheduled shift.

2 Guaranteed 8 hours work or pay in lieu thereof whencalled in to work on a nonscheduled day.

3 Guaranteed 4 hours work or pay in lieu thereof whencalled back to work on a day when the day’s assignment hasbeen completed, and the employee has clocked out. Thisapplies to part-time flexible employees in any size office.

4 Guaranteed 4 hours work or pay in lieu thereof if requestedor scheduled to work at installations with 200 or more work-years of employment, or 2 hours of work or pay in lieuthereof if requested or scheduled to work at installationswith less than 200 work-years of employment.

5 APWU transitional employees (TEs) are guaranteed 2hours of work or pay and NALC TEs are guaranteed 4 hoursof work or pay when scheduled to work and report.

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5. Management Control Activities

A. Location of Timekeeping Devices and TimeCard/Badge Racks

Proper location of timekeeping devices and time card/badge racks is important in monitoring employees’adherence to schedules and work assignments. Thosedevices must be located in areas that are normally insupervisory view. Supervisory presence at clock inand clock out times is essential to control the move-ment and activity of the workforce. The location oftimekeeping devices and racks should also be conve-nient to employee workstations. Every effort must bemade to minimize the staggering of employees’scheduled reporting times to better assure supervisorycontrol of clock rings.

B. Five-Minute Leeway Rule

1) Although each employee at installations withtime recording devices is required to clock inand clock out on time, congestion at timeclocks or other conditions can sometimes causeclock time to vary slightly from the establishedwork schedule. Therefore, a deviation may beallowed from the scheduled time for eachclock ring up to 0.08 hours (5 minutes). How-ever, the sum of the deviations for the sched-uled tour must not exceed .08 hours. (SeeELM 432.461.)

2) For pay purposes, the 5-minute leeway rule ap-plies only to full-time and part-time regularemployees. For clocking purposes, part-timeflexible, casual, and temporary employees arealso allowed the 5-minute leeway, but are paid

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on the basis of their actual clock rings. (SeeELM 432.46.)

3) The 5-minute leeway rule applies only to anemployee’s scheduled tour of duty; it does notapply to time worked in an overtime status.Time on the clock in excess of an employee’sscheduled tour, which exceeds the 5-minuteleeway, must be paid if the employee worked,or disallowed if the employee did not work.(See ELM 432.462.)

4) The 5-minute leeway rule applies to temporaryschedules including any out-of-schedule hoursoutside of and instead of the employee’s regu-lar schedule. (See ELM 432.462.)

5) On some occasions, an employee may have acombination of work and paid leave. In suchcases, the 5-minute leeway rule does not apply,and the employee is credited with the actualhours worked. (See ELM 432.465.)

C. Full-Time Employee Work Schedules

Managers are responsible for ensuring that employeesare working their assigned schedules. Managementmust take measures through employee orientation, su-pervisor’s service talks, schedule postings, etc., to en-sure that employees are aware of their work sched-ules and are familiar with proper clockingprocedures. Employees’ adherence to assigned workschedules is considered part of their duties. Repeatedfailure by employees to adhere to their assigned workschedules should be handled with appropriate correc-tive action.

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D. Part-Time Flexible Employee Workhours

In order to minimize and avoid unauthorized over-time or disallowance situations, part-time flexibleemployees are scheduled in hourly increments endingin 55 minutes (e.g., 7 hours, 55 minutes). The 5-min-ute cushion will virtually eliminate the cost of unau-thorized overtime and significantly reduce the admin-istrative burden of disallowing time. This does notmean that part-time flexible employees should be onthe clock for periods longer than the workload re-quires.

Note: Under certain conditions, as defined by theNational Agreements, the senior part-time flexible(PTF) employee must be converted to full-time (max-imization) when a PTF has performed duties withinhis or her craft at least 40 hours a week, 5 days aweek, over a period of 6 months. PTF schedules foreach craft should be periodically reviewed to managethis situation. (Consult each National Agreement fordetails on how this applies to individual crafts.)

E. Employee Schedules

1) Operation supervisors must periodically reviewfull-time and part-time regular work schedulesto determine that the employee’s workweekcoincides with the hours of work as stated inthe duty assignment (bid) notice.

2) A current copy of the employee’s workweekschedule is maintained by Human Resources(e.g., bid clerk) and by Operations (in the touroffice or respective station and branch). Time-keepers will maintain a copy of the serviceweek and will maintain a current listing of theFLSA workweek computed by the method de-

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scribed in sections 432.42 and 444.23 of theELM. (See chapter 6 for computation meth-ods.)

3) At the district office, Human Resources is des-ignated as the coordination point and assumesresponsibility for issuing and distributing allupdated permanent work schedule change noti-ces. Finance, upon receipt of the permanentwork schedule change notice from Human Re-sources, is responsible for updating the em-ployee’s FLSA workweek and maintaining themaster FLSA workweek listing. FLSA work-week reports are available from the HumanResources Information System (HRIS).

4) In plants, centers, and post offices, the installa-tion head is responsible for the accurate main-tenance of the workweek and FLSA workweekschedules.

F. Employee Responsibilities

Employees are responsible for adhering to their as-signed work schedules. A variance from the assignedwork schedule will result in disallowed time or unau-thorized overtime. (Supervisors must document theseoccurrences on PS Form 1017-A, Time DisallowanceRecord, or PS Form 1017-B, Unauthorized OvertimeRecord, and take appropriate corrective action.) Uponrequest, employees will be furnished a copy of theircurrent FLSA workweek.

G. Access to Time Cards or Badges

Employees are permitted access to time cards orbadges up to a maximum of 5 minutes prior to theirscheduled starting time. (See Handbook F-21, Time

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and Attendance (TL 34), section 142, or HandbookF-22, PSDS Time and Attendance (TL 3), section213.) In situations where there is little or no conges-tion at the time clocks or badge readers, use of thefull 5-minute leeway may not be necessary. However,time cards or badges must be made available to em-ployees in sufficient time to allow them to clock in asscheduled. By reducing employee’s time on the clockprior to the starting of their tours, and controllinglunch time and end tour rings, employees will be bet-ter able to adhere to their work schedules. Additional-ly, disallowed time and questionable unauthorizedovertime incidents will be reduced because the em-ployee’s total schedule variation will more than likelyfall with the 5-minute leeway.

Note: Time cards or badges are to be secured fromunauthorized access in locked cabinets or desk draw-ers when not in the rack or in active use by authorizedpersonnel.

H. Tardiness

Time cards or badges should be removed from theracks 6 minutes after employees’ scheduled startingtimes.

1) Lateness Up to 30 Minutes: Take the follow-ing steps for an employee who is tardy andwho reports to work up to and including 0.50hours (30 minutes) late. If the employee calledin prior to the scheduled time and informed thesupervisor or designee (e.g., timekeeper) of hisor her inability to report as scheduled, the per-son taking the call will initiate a PS Form3971, Request for or Notification of Absence,and sign the “Signature of Person Recording

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Absence and Date” portion of the form. If theemployee does not call and reports for dutyoutside the scheduled reporting time, a PSForm 3971 must be initiated. The supervisorsigns the “Signature of Supervisor and Date”and, in the block provided, indicates “no call”prior to the scheduled reporting time. In eithercase, the supervisor affords the employee theopportunity to explain or document the reasonfor lateness. (See Handbook F-21, section143.12, or Handbook F-22, section 214.2.)

a. If the lateness is disapproved, the supervi-sor checks the disapproved block on the PSForm 3971, indicates AWOL as the reasonand exercises one of the following alterna-tives:

(1) For pay purposes, charge the latenessperiod to AWOL.

(2) Require the employee to make up thetime by revising the normal workschedule. The work extending beyondthe regular established work scheduleto make up the amount of tardiness ispaid for at straight time. The em-ployee must be notified that the late-ness was disapproved. (See HandbookF-21, section 143.12b, or HandbookF-22, section 214.24b.)

b. If the lateness is approved, the supervisorexercises one of the following alternatives:

(1) Approve the employee’s request forpaid leave to cover the period of late-ness.

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(2) Approve the employee’s request forLWOP to cover the period of lateness.

(3) Approve the employee’s voluntary re-quest for revised schedule to cover theperiod of lateness. This time is paid atthe straight-time rate.

(4) Require an involuntary revised sched-ule to cover the period of lateness.This time is paid at the straight-timerate.

2) Lateness More Than 30 minutes: It is notpractical to permit an employee to make uptime in excess of 0.50 hours (30 minutes) inmost instances. Therefore, an employee nor-mally is charged with the appropriate leave tocover this period of tardiness. The employeemust end his or her tour when the leavecharged and workhours equal the total hours ofhis or her normal tour of duty, unless overtimehas been authorized. (See Handbook F-21, sec-tion 143.13, or Handbook F-22, section 214.3.)

Note: An employee is not eligible for out-of-schedule premium if his or her tour was extendedsolely because of tardiness. (See Handbook F-21,section 143.14, or Handbook F-22, section214.42.)

3) Eligibility for Tour Extension: The supervi-sor must exercise his or her best judgment as towhether the request for an extension should begranted. Only full-time and part-time regularschedule employees are permitted to make up aperiod of tardiness by extending their tour.Part-time flexible, transitional, casual, and

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temporary employees do not have regularschedules and need not have their tour ex-tended to make up for a period of tardiness.However, these employees have a scheduledreporting time. Repeated unexcused tardinessis handled with appropriate corrective action.(See Handbook F-21, sections 143.21 and143.22, or Handbook F-22, sections 214.41and 214.43.)

I. Washup Time

Where specific washup time has been negotiated lo-cally under the provisions of article 30, of the Nation-al Agreements, the supervisor must assure that thewashup time is granted within the employee’s as-signed workhours.

Any time spent by an employee changing clothesand/or washing up after the end of his or her assignedhours, which exceeds the time allotted for such pur-poses, must be disallowed. (See ELM 432.72a.)

J. Time Suffered or Permitted

Management suffers or permits employees to work inthose situations in which management knows, or hasreason to know, that the employee has performed ac-tual work but without management’s authorization. Itis management’s responsibility to prevent an em-ployee from performing work that is not authorized.(See ELM 444.22.) Once work has been performed,the Postal Service is obligated to pay for it.

Example 1: A distribution clerk clocks in 15 min-utes early and begins distribution of mail. The super-visor observes this activity but takes no action. The

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employee must now be paid for the unauthorizedtime, since it was worked.

Example 2: A supervisor instructs a city carrier that,upon completion of the street portion of his or herroute, he or she will be required to case all availablenonpreferential mail before clocking out for the day.The carrier, who was due off the clock at 1500, re-turned to the station at 1492 and proceeded to casethe available nonpreferential flats. He or she com-pleted this activity at 1525. Upon completion, the su-pervisor observed the carrier by the badge reader con-versing with a clerk for about 5 minutes. The carrierended his tour at 1533.

Since the supervisor required the carrier to “clean up”the route without specifically confining the requiredactivity within the employee’s regular schedule, theemployee must be paid for the time worked over 8hours. The last 5 minutes spent on the clock shouldbe disallowed, documented, and the employee ad-vised since the supervisor observed that the employeewas not working.

K. Disallowed Time and Unauthorized Overtime

Supervisors must be able to determine when timemay be disallowed and when unauthorized overtimeis documented. Whenever an employee clocks in ear-ly or clocks out late without authorization, the em-ployee’s supervisor must perform one of these twofunctions. If the supervisor has direct knowledge thatthe employee did not perform any work during thetime in question, the time is disallowed. If the em-ployee actually works, but the additional work wasnot authorized, the supervisor must document the in-cident and follow up as necessary.

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1) Disallowed Time

a. When a supervisor observes, or has reasonto know, that an employee did not workwhile “on the clock,” the supervisor maydisallow any such time that the employeerecorded. The supervisor disallowing timemust document the factual basis for his orher knowledge, or his or her reason toknow, that the employee was not workingduring the period disallowed.

b. Whenever time is disallowed for a nonex-empt, bargaining unit employee, the super-visor must complete PS Form 1017-A, TimeDisallowance Record. This form is de-signed to serve as a cumulative record ofdisallowed time. If it is the first incidenceof disallowed time for the employee, themanager must establish a new PS Form1017-A, by completing the name and socialsecurity number blocks. Subsequent inci-dences are documented on the establishedform. Since the completed forms are de-signed to be cumulative, they should beplaced in a notebook binder in social secu-rity number order by pay or work location(e.g., Carrier Section, Distribution Clerks,Window Unit) and secured from unautho-rized access (i.e., locked file cabinets ordesk drawer).

c. Postmasters and installation heads are re-sponsible for the control of disallowed time.Automated timekeeping offices will gener-ate disallowed time reports as a tool for

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management use in controlling disallowedtime. Repeated occurrences should be cor-rected by discussion or appropriate disci-plinary action, as necessary.

2) Unauthorized Overtime

Postal Service payroll policy requires time workedin excess of 8 hours in a service day or 40 hours ina service week to be paid at an overtime rate toeligible employees. Unauthorized overtime occurswhen an employee’s clock time exceeds 8 hours ina day or 40 hours in a week without prior authori-zation from a supervisor. That time must be paidunless the employee’s supervisor observed, or hadreason to know, that the employee did not workduring the period in question.

a. Employees must be paid for all work per-formed, even if the employee works over-time that was not authorized. When this oc-curs, supervisors must document theincident and take appropriate disciplinaryaction. Unauthorized overtime may not bedisallowed simply because it is unauthori-zed. Penalty overtime may not be disal-lowed simply because it is unauthorized orbecause of local restrictions on the use ofpenalty overtime.

b. PS Form 1017-B, Unauthorized OvertimeRecord, is designed to serve as a cumulativerecord of unauthorized overtime. Managersmust establish a PS Form 1017-B the firsttime a nonexempt employee receives unau-thorized overtime. Subsequent incidencesare documented on the established form.

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The PS Form 1017-B is maintained in thesame binder as the PS Form 1017-A.

3) Document Retention

PS Forms 1017-A and 1017-B will be cut off atthe end of each calendar year and new forms es-tablished for each employee, as required. PSForms 1017-A and 1017-B must be retained for aperiod of 3 years from the end of the calendar yearin which the last entry on the form is made. (SeeHandbook F-21, section 146.253.)

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Exhibit 5-1 (p. 1)PS Form 1017-A, Time Disallowance Record

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Exhibit 5-1 (p. 2)PS Form 1017-A, Time Disallowance Record

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Exhibit 5-2 (p. 1)PS Form 1017-B, Unauthorized Overtime Record

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Exhibit 5-2 (p. 2)PS Form 1017-B, Unauthorized Overtime Record

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6. FLSA Workweek Determinations

A. Definition

The FLSA workweek for all employees is a fixed andregular recurring period of 168 hours — seven con-secutive 24-hour periods. (See ELM 444.231.)

1) Full-Time Employees

For purposes of establishing the FLSA workweek,Saturday is considered to be a service day, even ifit is not actually included as a service day in thefull-time employee’s regular schedule. The FLSAworkweek begins 8 hours prior to the time thatsuch employee’s regular schedule would begin onSaturday. (See ELM 444.233.) Thus, a full-timeemployee whose regular starting time is 0600Monday, and who has Saturdays and Sundays off,has an FLSA workweek beginning 8 hours prior to0600 Saturday, which makes 2200 Friday the be-ginning of the employee’s FLSA workweek.

2) Part-Time Employees

The FLSA workweek for part-time regular andflexible employees is defined and determined inthe same manner as stated above for full-time em-ployees except that the FLSA workweek for part-time employees may not begin prior to 2000 Fri-day. Thus, a part-time employee whose regular ornormal starting time is 2100 Friday (Saturday ser-vice day) would have an FLSA workweek begin-ning at 2000 Friday. In no case will any part-timeemployee, whose FLSA workweek begins at 2000or later on Friday, be called in prior to 2000 onFriday. (See ELM 444.234.)

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B. Management Responsibilities

1) Establish and retain record of the FLSA work-week for each employee.

2) Update FLSA workweek information.

3) Make information available to employees uponrequest.

4) Ensure that employees are properly compen-sated.

C. Schedule Changes Resulting in FLSA Overtime

1) Full-Time Employees: When a full-time em-ployee’s schedule is changed as a result of bid-ding for another job, or by reassignment, anoverlap of FLSA workweeks may occur. Addi-tional FLSA overtime may be due if any workis performed during the overlap period. Thosesituations should be documented, and the em-ployee properly compensated at the FLSAovertime rate, if applicable.

2) Part-Time Employees: An overlap of FLSAworkweeks resulting in overtime may occurwhen a part-time flexible employee’s normalstarting time changes. To avoid that situation,do not reschedule a PTF employee, whoseFLSA workweek begins 2000 or later onFriday, to start work earlier than 2000 on Fri-day. Those situations where an overlap doesoccur should be documented, and the em-ployee properly compensated at the FLSAovertime rate, if applicable.

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D. Determination of an FLSA WorkweekOvertime Adjustment

The following procedures do not modify time record-ing procedures as defined in Handbook F-21, Timeand Attendance (TL 34), and Handbook F-22, PSDSTime and Attendance (TL 3). Determination of theFLSA workweek overlap time requirements is inaddition to existing timekeeping procedures. The dis-trict FLSA coordinator is responsible for determiningif an FLSA overtime adjustment should be processed.

1) If the permanent or temporary schedulechange, for which a new FLSA workweek isestablished, resulted in an earlier scheduledstart time than the prior schedule, an overlap ofthe new and prior FLSA workweek has occur-red. If not, no further action is required.

2) If there is an overlap, the FLSA coordinatormust examine the actual clock rings for Fridayand Saturday to determine if work was per-formed during the overlap period. If no workwas performed, no further action is required.

3) If work was performed during the overlap peri-od, the FLSA coordinator must determine ifthe total hours worked each overlapping FLSAworkweek, plus those hours worked in theoverlap period, exceed 40. If the workhours donot exceed 40 in either week, no further actionis required.

4) If the workhours do exceed 40, the FLSA coor-dinator must prepare a PS Form 2240-F, FLSAOvertime Adjustment Request.

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Example:

Bid Change: The illustration in Exhibit 6-1,Workweek Overlap, shows how the overlapappears on a permanent bid change. The oldbid was 1800 to 0250; the FLSA workweekbegan at 1000 (1800 minus 0800). The new bidis 2350-0800; the FLSA workweek begins at1550 (2350 minus 0800). The new FLSA starttime of 1550 (Friday) is earlier than 1000(Saturday), so an overlap has occurred. Thehours that the employee works on the first dayof the new schedule — 2350 Friday to 0800Saturday — fall within the overlap period, so aPS Form 2240-F must be completed.

Revised Schedule: A full-time regular em-ployee’s normal tour is 1500-2350 with Satur-day/Sunday off. A temporary revised scheduleallows the employee to work Saturday from0600-1450 with Sunday/Monday off. The em-ployee’s FLSA workweek, which is deter-mined by his or her permanent schedule, be-gins at 0700 on Saturday. The time theemployee worked under his or her revisedschedule, from 0600 to 0700, was worked inan adjoining FLSA workweek. If the em-ployee’s workhours in that adjoining FLSAworkweek (the current week), plus the addi-tional amount (all work between 0600 and0700), exceeds 40, a PS Form 2240-F must beprepared.

Working a Scheduled Day Off: A full-timeregular employee’s normal tour is 0800-1650with Saturday/Sunday off. That employee re-

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ports for Saturday overtime at 2250 on Fridaynight. The employee’s FLSA workweek, whichis determined by the employee’s permanentschedule, begins at 2400 Friday. All timeworked between 2250 and 2400 Friday night isworked in an adjoining FLSA workweek. If theemployee’s workhours in that adjoining FLSAworkweek (the current week), plus the addi-tional amount (all work between 2250 and2400), exceeds 40, a PS Form 2240-F must beprepared.

5) The Eagan Accounting Service Center (ASC)will process the PS Form 2240-F to determineif any additional pay is due the employee. Theemployee will be paid additional FLSA over-time premium only if the FLSA amount calcu-lated by the ASC is greater than the overtimeamount already paid to the employee for theoverlapping or adjoining workweeks.

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Exhibit 6-1Workweek Overlap

CalendarDay Sa Su M T W Th F Sa Su M T W Th F

Start Time 1800 1800 1800 1800 1800 NS NS 2350 NS NS 2350 2350 2350 2350

ServiceDay Sa Su M T W Th F Sa Su M T W Th F

Work Time 8 8 8 8 8 X X 8 X X 8 8 8 8

Old FLSAWorkweek 1000 1000

New FLSAWorkweek 1550 1550

Overlap occurs between 1550 on Friday and 1000 on Saturday.

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7. Pay During Travel

The determination of whether travel time is compen-sable or not depends upon:

A. Kind of travel involved.

B. When the travel takes place.

C. Eligibility of the employee.

Exhibit 7-1Eligibility for Travel Time Compensation

Scheduled Day

Type of TravelWithinestablishedhours of service

Outsideestablishedhours of service

Job site to jobsite

All employees All nonexemptemployees

One dayassignmentoutside localcommuting area

All employees All nonexemptemployees

Away fromhome overnight

All employees None1

Nonscheduled Day

Job site to jobsite

All nonexemptemployees


One dayassignmentoutside localcommuting area



Away fromhome overnight


None1

(Reference: ELM Exhibit 438.13)

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1 Nonbargaining unit employees receive no compensation.Bargaining unit employees are not compensated directly fortravel hours. However, as a result of an arbitration award,the time must be considered in the FLSA overtime calcula-tion at the end of the week. These hours are recorded asNoncompensable Travel Time.

Example: A maintenance employee has a bid as-signment of 1500-2350 EST, Monday-Friday. He orshe was scheduled for 1 week of training in NormanOK. His or her training hours were 0650-1500 CST.The employee left his or her residence on Sunday at1100 EST and arrived at temporary lodging at 1700CST (1800 EST). He or she will be credited with 4hours of noncompensable travel time (Code 83) from1100 to 1500, which is outside his or her bid schedulehours, and 3 hours of overtime from 1500 to 1800,which falls within his or her bid schedule hours.

On Friday, the employee is dismissed from class at1200 (noon) CST and arrives home at 1800 EST. Heor she is guaranteed 8 hours pay from 0650 to 1500(0750 to 1600 EST), so he or she is paid regularworkhours for the time up until 1500 (1600 EST).The travel time from 1600 until 1800 falls within hisor her bid schedule, so it is all compensable. Sincethe employee already has 8 paid hours for Friday,these 2 hours are paid as postal overtime.

Note: For timekeeping purposes, this employee’s re-cord would show the following codes:

Code 52 = 45.00 Code 53 = 05.00Code 83 = 04.00 Code 54 = 25.00*

*The employee receives the night differential payhe or she would have received if he or she workedhis or her normal schedule.

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8. Nonbargaining Unit Employees

This chapter contains pay regulations that apply tononbargaining unit employees in Rate ScheduleCodes (RSC) E and F. For pay purposes, nonbargain-ing unit employees are classified as either FLSA ex-empt or FLSA nonexempt. Headquarters EmployeeResource Management determines the FLSA exemptor nonexempt status of all employees in the PostalService.

A. Employee Classification

FLSA Exempt Employees — The FLSA providesthat employees who occupy administrative, execu-tive, or professional positions, as these terms are de-fined by the Department of Labor, need not be cov-ered by the overtime provisions of the Act.Employees who are classified as exempt are consid-ered to be salaried employees. As such, they are paidfor performing the requirements of their position, re-gardless of the exact number of hours worked. Ex-empt employees are not eligible for overtime pay.

The Postal Service divides exempt employees intotwo types:

1) Regular exempt employees do not work on anhourly basis and are paid a fixed weekly salaryof 40 hours. Regular exempt employees do notreceive overtime pay or any additional com-pensation for working more than 40 hours in aweek (except for specific exceptions during thedesignated Christmas period).

2) Special exempt employees are employees inpositions EAS-18 and below whose primaryresponsibility is the supervision of bargaining

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unit employees in a production operation. Spe-cial exempt employees do not receive overtimepay, but are eligible for additional straight-timepay for hours that they work in addition totheir normal schedule when they are authorizedto work in excess of 8.5 hours on a scheduledday or any time on a nonscheduled day. Mostfrontline supervisory positions (e.g., Supervi-sor, Customer Services; Supervisor, Distribu-tion Operations, etc.) are classified as specialexempt.

FLSA Nonexempt Employees — Nonexempt em-ployees are paid on an hourly basis and are entitled toovertime pay when they work more than 40 hours intheir normal workweek, or when they work a sched-uled day off and their total paid hours for the weekexceed 40 hours. Nonexempt, nonbargaining em-ployees are also eligible for additional straight-timepay for any hours worked outside of their normalschedule that do not qualify for overtime pay.

B. Overtime and Additional Straight-TimePay

Nonbargaining unit employees who work on a non-scheduled day, in excess of 8 hours in a day, or in ex-cess of 40 hours in a week, may be eligible for over-time pay or additional straight-time pay. The paymentof overtime or additional pay is determined by therules that apply to each FLSA employee category.

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Nonbargaining unit employees are not eligible forpenalty overtime.

1) FLSA Exempt Employees

a. Regular Exempt

(1) Postal Overtime — Regular exemptemployees are not eligible for postalovertime pay.

(2) FLSA Overtime — Regular exemptemployees are not eligible for FLSAovertime pay.

(3) Additional Pay — Regular exemptemployees are not eligible for addi-tional straight-time pay, except for thefollowing situation:

During the designated Christmas period, aregular exempt employee in an EAS-23 orbelow position is eligible for additional payfor hours worked outside of his or her nor-mal schedule, provided he or she is autho-rized to work over 8.5 hours on a sched-uled day or any hours on a nonscheduledday and the additional hours are spent su-pervising bargaining unit employees in themail processing or delivery functions. Ex-cept in unusual circumstances, this excep-tion is limited to the following positions:

� Manager, Distribution Operations.

� Manager, Processing and Distribution.

� Manager, Customer Services.

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b. Special Exempt

(1) Postal Overtime — Special exemptemployees are not eligible for postalovertime pay.

(2) FLSA Overtime — Special exemptemployees are not eligible for FLSAovertime pay.

(3) Additional Pay — Special exemptemployees are eligible for additionalstraight-time pay for hours workedoutside of their normal schedule, pro-vided they are authorized to workover 8.5 hours on a scheduled day orany hours on a nonscheduled day.

2) FLSA Nonexempt Employees

a. Postal Overtime — Nonexempt, nonbar-gaining employees, except postmasters andOICs, are eligible for postal overtime payunder the following circumstance:

� If the employee works one or more non-scheduled days, all paid hours (workplus paid leave) in excess of 40 for theweek, up to the amount of hours workedon nonscheduled days, are paid as over-time.

Postmasters and OICs are not eligible forpostal overtime, except in the followingtwo cases:

� Those who are full-time and nonexemptare eligible for postal overtime whenthey work a sixth day because relief isnot available. (See ELM 432.34.)

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� A – E postmasters are eligible for postalovertime for actual workhours in excessof 40 paid hours in a service week.

b. FLSA Overtime — Nonexempt employeesare eligible for FLSA overtime pay whentheir total actual workhours exceed 40 in aFLSA workweek.

c. Additional Pay — Nonexempt employeesare eligible for additional straight-time payfor hours worked outside of their normalschedule if those hours do not qualify forpostal overtime or FLSA overtime as de-scribed earlier.

d. Calculating Overtime and Straight-TimePay

To determine pay for an EAS nonexemptemployee (not including postmasters andOICs):

(1) Overtime on nonscheduled days. (Ifemployee did not work on any non-scheduled days, proceed to Step 2.)

Calculate total number of paid hoursfor the week. (Paid hours includework and paid leave, but not LWOP.)

(a) If greater than 40, all hours in ex-cess of 40, not to exceed thenumber of hours worked on non-scheduled days, are paid as over-time.

(b) If 40 or less, all hours are paid atstraight time.

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(2) Overtime on scheduled days.

Calculate total number of hours actu-ally worked during the employee’snormal workweek (not including non-scheduled days).

(a) If greater than 40, all hours in ex-cess of 40 are paid as overtime.

(b) If 40 or less, all hours are paid atstraight time.

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Exhibit 8-1Examples of EAS Nonexempt Pay

(not including postmasters/OICs)

All examples assume nonscheduled days are Saturday and Sunday.

Hours Worked

Sa Su M T W Th F Pay

8 8 8 8 8 40 hours straight time

4 8 8 8 8 8 40 hours straight time; 4 hours overtime

10 10 10 8 8AL

38 hours straight time; 8 hours annual leave (straight time)Employee did not work NS day. Actual workhours are not greater than40, so no overtime is paid.

4 HolLv

10 10 10 8 38 hours straight time; 8 hours holiday leave (straight time), 4 hoursovertime (NS day)Employee worked NS day. Paid hours (50) exceed 40, so the 4 hours onNS day are overtime. Actual workhours during the scheduled workweek(38) do not exceed 40, so no additional overtime is paid.

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Exhibit 8-1 (continued)

Hours Worked

Sa Su M T W Th F Pay

4 10 10 10 8 8LW

OP

40 hours straight time; 2 hours overtimeEmployee worked NS day. Paid hours (42) exceed 40 by 2 hours, so 2hours on NS day are overtime. Actual workhours during the scheduledworkweek (38) do not exceed 40, so no additional overtime is paid.

4 10 10 10 8AL

8AL

30 hours straight time; 16 hours annual leave (straight time); 4 hoursovertime

HolLv

8 8 8 10 34 hours straight time; 8 hours holiday leave (straight time)Employee did not work NS day. Actual workhours during the scheduledworkweek (34) do not exceed 40, so no overtime is paid.

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C. Night Differential

1) EAS employees, except those listed below andthose specified in 2 below, are paid night dif-ferential for all hours actually worked between1800 and 0600. (See ELM 434.2.) The follow-ing nonbargaining employees do not receivenight differential:

a. Employees in grades 24 and above.

b. Postmasters.

c. Officers in charge (OICs).

d. Employees in management developmentprograms.

2) Exempt employees who are not excludedabove are paid night differential only whentheir normal hours fall between 1800 and 0600or when the actual hours worked between 1800and 0600 also qualify for additional pay (i.e.,the hours between 1800 and 0600 are paid atnight differential if those hours also are paid atstraight time).

D. Sunday Premium

1) EAS employees, except those listed below andthose specified in 2 below, are paid Sundaypremium for all hours actually worked onSunday, provided the time is part of the em-ployee’s regular schedule or the time qualifiesfor additional pay. (See ELM 434.3.) The fol-lowing nonbargaining employees do not re-ceive Sunday premium:

a. Employees in grades 24 and above.

b. Postmasters.

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c. Officers in charge (OICs).

d. Employees in management developmentprograms.

2) Exempt employees who are not excludedabove are paid Sunday premium only whentheir normal schedule includes work on aSunday or when actual hours worked on aSunday also qualifies for additional pay.

3) Special exempt and nonexempt employees canreceive more than 8 hours of Sunday premiumper tour. Since additional pay is not computeduntil the end of the week, this does not violatethe rules on pyramiding premiums.

E. Work on Holidays

1) Regular exempt EAS employees are not eligi-ble for additional compensation when theywork on a holiday or designated holiday.

2) Special exempt employees who are required towork on a holiday or designated holiday (in-cluding Christmas) are paid their basic hourlystraight-time rate for all hours worked.

3) Nonexempt employees who are required towork on their holiday or designated holiday arepaid their basic hourly straight-time rate foreach hour worked. Nonexempt employees, ex-cluding postmasters and OICs, who are re-quired to work on Christmas day, or their des-ignated Christmas holiday, are paid (inaddition to holiday leave pay and holidayworked pay) Christmas worked pay at 50 per-cent of the amount paid at their basic hourlystraight-time rate for each hour worked up to 8.

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Postmasters and OICs who are required towork on Christmas day, or their designatedChristmas holiday, receive holiday worked payat their straight-time rate.

F. Nonbargaining Rescheduling Premium

Nonbargaining rescheduling premium is paid to eligi-ble nonbargaining unit employees for time actuallyworked outside of, and instead of, their regular sched-uled workweek when less than 4 calendar days noticeof the schedule change is given. It is not paid beyondthe fourth calendar day after the notice of schedulechange is given, nor is it paid when the assignment ismade at the employee’s request. Nonbargaining re-scheduling premium is paid for all eligible workhoursup to 8 hours in a service day or 32 hours in a serviceweek. (See ELM 434.7.)

All nonexempt full-time nonbargaining unit em-ployees grade 18 and below are eligible for nonbar-gaining rescheduling premium. Full-time nonexemptpostmasters and officers in charge are only eligiblewhen their schedule is changed because their relief isnot available to work on the sixth day. (See ELM432.34.)

G. EAS Higher Level

Field Offices: EAS employees assigned to EAS fieldhigher-level positions are required to work in thesame detailed assignment for 10 consecutive 8-hourdays, excluding days off, before they receive higher-level pay.

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Exceptions:

1) Short-term assignments of a Supervisor, Dis-tribution Operations (SDO) to a Manager, Dis-tribution Operations (MDO) position, providedthe following criteria are met:

a. The facility has only one MDO position ona tour, and there are no other means of cov-erage during the MDO’s absence.

b. The assignment extends in regular intervalsover a considerable length of time and assuch is built into the employee’s assign-ment.

c. The individual is accountable for all aspectsof the higher-level position’s responsibili-ties.

d. The assignment is for a full tour of 8 hoursor more.

2) Employees entering the first 16 weeks of theassociate supervisor program.

3) Details as an ad-hoc EEO counselor. This islimited to short-term details (a partial day to afew days). The 10-day wait applies when theemployee is detailed into the EEO unit on a“non-ad-hoc” basis, i.e., on a long-term or non-intermittent basis.

Postmaster Positions: Employees who are tem-porarily assigned to act as a postmaster are eligi-ble for higher level based upon the level of the of-fice to which they are assigned and whether or notthe accountability of the office is transferred. Ifthe accountability is transferred to the detailed

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employee, the employee is paid at a higher levelbased on the level of the office. If the accountabil-ity is not transferred to the detailed employee, theemployee receives higher-level pay based on twolevels below the level of the office. (See ELM417.3.)

Area/Headquarters: EAS employees assigned toEAS higher-level positions at area offices, orHeadquarters and related units, are eligible forhigher-level pay beginning on the thirty-first cal-endar day.

H. Leave Usage by Exempt Employees

1) Leave Increments

Leave used by exempt employees must be chargedin increments of 8 hours unless the leave is cov-ered by the Family and Medical Leave Act(FMLA). Except for FMLA situtations, an exemptemployee is paid for either a full day of work or afull day of leave for each day of the employee’snormal schedule. (A full day of leave may be acombination of different types of leave that total afull day.) Employees who are eligible for FMLAleave may use that leave in less than full-day in-crements.

2) Personal Absence (See ELM section 519.7.)

a. Nonbargaining exempt employees may begranted a personal absence during a serviceday without charging such absence to offi-cial leave.

b. Nonbargaining exempt employees who in-tend to be absent for more than 4 hours on aworkday should request a full day of leave.

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If an emergency occurs after the employeeworks any part of the day, personal absencein excess of 4 hours may be granted. An ex-empt employee cannot be charged annualleave, sick leave, or leave without pay if theemployee works any part of their normalworkday.

c. If an exempt employee is directed to work afull day on a holiday or other nonscheduledday in addition to normal workdays, theemployee’s supervisor may grant a full dayof personal absence without charge to offi-cial leave. A full day of personal absence isonly authorized when the employee hasworked a full day on a nonscheduled day orholiday.

d. Personal absence is not granted for workoutside the normal schedule on an hour-for-hour basis.

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Subject Index

Badge Racks 31. . . . . . . . . . . . . . . . . . . . . . Access to 31, 34. . . . . . . . . . . . . . . . . . . . . . . Location of 31. . . . . . . . . . . . . . . . . . . . . .

Callback, Definition of 29. . . . . . . . . . . . .

City Letter Carrier 7:01 Rule 28. . . . . . . . .

Disallowed Time 40. . . . . . . . . . . . . . . . . .

Employee Responsibilities 34. . . . . . . . . . .

FLSA Workweek 47. . . . . . . . . . . . . . . . . . Determination of 47. . . . . . . . . . . . . . . . . Overlap Computation 48. . . . . . . . . . . . . Responsibility of Management 48. . . . . .

Five-Minute Leeway Rule 31. . . . . . . . . . .

Guaranteed TimeCarrier 7:01 Rule 28. . . . . . . . . . . . . . . . . General Information 27. . . . . . . . . . . . . . Support Documentation 29. . . . . . . . . . . . When Not Applicable 28. . . . . . . . . . . . .

Holidays 16. . . . . . . . . . . . . . . . . . . . . . . . . Christmas Work 17. . . . . . . . . . . . . . . . . . Dates of Holidays 16. . . . . . . . . . . . . . . . Employee who fails to

report for work 19, 21. . . . . . . . . . . . . . . . . Holiday Leave 16. . . . . . . . . . . . . . . . . . . Holiday Scheduling Premium 21. . . . . . . Holiday Work 17. . . . . . . . . . . . . . . . . . . Part-time Regular Employees 20. . . . . . . Pay Status 20. . . . . . . . . . . . . . . . . . . . . .

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Replacement ofScheduled Employee 21. . . . . . . . . . . . .

Scheduling Procedures 18. . . . . . . . . . . .

Management Control Activities 31. . . . . . .

Night Differential 7. . . . . . . . . . . . . . . . . .

Nonbargaining 55. . . . . . . . . . . . . . . . . . . . Exempt Employees 55, 57. . . . . . . . . . . . . . . Higher Level Waiting Period 65. . . . . . . . Overtime and Additional

Straight-Time Pay 56. . . . . . . . . . . . . . . Rescheduling Premium 65. . . . . . . . . . . .

Out-of-Schedule Premium 9. . . . . . . . . . . Exceptions 11. . . . . . . . . . . . . . . . . . . . . . Full-time Flexible Employees 14. . . . . . . Notification Requirement 9. . . . . . . . . . Rescinded Schedule Changes 14. . . . . . . Unassigned Regular

Full-Time Employees 13. . . . . . . . . . . .

Overtime 22. . . . . . . . . . . . . . . . . . . . . . . . FLSA 22. . . . . . . . . . . . . . . . . . . . . . . . . . Nonbargaining 56. . . . . . . . . . . . . . . . . . . Penalty 23. . . . . . . . . . . . . . . . . . . . . . . . . Postal 22. . . . . . . . . . . . . . . . . . . . . . . . . . Unauthorized 41. . . . . . . . . . . . . . . . . . . .

Part-time Flexible Guarantees 27. . . . . . . .

Relief Pool Employees 13. . . . . . . . . . . . . .

Suffer or Permit Time 38. . . . . . . . . . . . . .

Sunday Premium 8. . . . . . . . . . . . . . . . . .

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Tardiness 11, 35. . . . . . . . . . . . . . . . . . . . . . . .

Time Disallowance 40. . . . . . . . . . . . . . . .

Travel Time Compensation 53. . . . . . . . . .

Unauthorized Overtime 41. . . . . . . . . . . . .

Washup Time 38. . . . . . . . . . . . . . . . . . . . .

Workhour Guarantees, general 26. . . . . . . .

Work Schedule Guarantees 27. . . . . . . . . .

Handbook F-401 - Supervisor's Guide to Scheduling … Handbook F-401 August 2000 Supervisor’s...

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