TEMPLE UNIVERSITY Employee Manual by lso20334


									                                                  Employee Manual
                              TEMPLE UNIVERSITY
T E M P L E   U N I V E R S I T Y             E M P L O Y E E       M A N U A L
Nothing in this Employee Manual constitutes a contract, express or implied. Temple University,
in its sole discretion, may modify, alter, delete, suspend, or discontinue any part or parts of the
policies in this manual at any time, with or without prior notice to its employees. Unless other-
wise specified, any such change to the Employee Manual shall apply to existing as well as future
employees. The Human Resources Department is responsible for developing and implementing
personnel policies. Policies and procedures may change with approval of the appropriate
University Officer. No employee may rely on or otherwise interpret a statement or promise by
a supervisor, manager, or department head as constituting a change in policy, nor will any such
statement or promise constitute an agreement between the University and an employee. Unless
otherwise covered by a Collective Bargaining Agreement or written contract with fixed terms
of employment, all Temple University employees are what the law terms “at-will” employees,
and nothing in this Employee Manual changes their “at will” employment status. An at-will
employee may end his or her employment at any time, for any reason, with or without notice to
Temple University, with or without cause. Likewise, Temple University may terminate an at-will
employee at any time, with or without notice, for any reason, with or without cause. Further, an
at-will employment relationship with Temple University does not create an express or an implied
agreement for continued employment for any period of time.
          Ta b l e        of       Contents
Section                                          Page

1.0 Introduction                           1   5.0 Reporting to Work                   14   8.0 The Unforeseen                     31
1.1       Welcome to Temple University         5.1 Official University Office Hours             Injury
1.2       About Your Employee Manual           5.2a Regular Work Schedules                  8.1    Workers’ Compensation
                                               5.2b Transition Plan to Move to              8.2    Indemnity and Medical Benefit
2.0 About                                  3            40-Hour Workweek                           Payment for Employees Collecting
    Temple University                          5.3      Flexible Work Schedules                    Workers’ Compensation
2.1       Temple University – Of The           5.4      Attendance and Punctuality
                                                                                            8.3    Benefits Continuance and
          Commonwealth System of                                                                   Seniority Accrual for Employees
          Higher Education                                                                         Collecting Workers’
                                               6.0 Time Away from                      18          Compensation
2.2       Russell Conwell & Temple
          University’s Rich History
                                                   Your Job                                 8.4    Position Retention for Employees
                                               6.1      Holidays                                   Collecting Workers’
2.3       Temple University’s Mission
          Statement & Aspiration               6.2      Vacation and Transition Plan to
                                                        New Vacation Policy                 8.5    Family and Medical Leave for
2.4       Vision and Mission: The
                                                                                                   Employees Collecting Workers’
          Department of Human Resources        6.3      Sick Leave
                                               6.4      Bereavement Leave
                                                                                            8.6    Returning to Work for Employees
3.0 The Temple                             7   6.5      Jury Duty/Court Appearance                 Collecting Workers’ Compensation
    Community                                  6.6      Family and Medical Leave
3.1       Employee Classifications             6.7      University Medical Leave            9.0 Your Paycheck                      34
3.2       Full-Time, Part-Time,                6.8      University Personal Leave               and Expenses
          Introductory/Probationary, and                                                    9.1    W-2s & W-4s
          Temporary Employees                  6.9      Military Leave
                                                                                            9.2    Payroll Schedules
3.3       Exempt & Non-Exempt Employees
                                               7.0 Understanding                       26   9.3    Time Records
3.4       Academic Personnel
                                                   Your Benefits                            9.4    Distribution of Paychecks and
3.5       Non-Academic Personnel                                                                   Direct Deposit
                                               7.1      The Benefits Office
3.6       Bargaining and Non-Bargaining                                                     9.5    Deductions from Wages
          Unit Employees                       7.2      Notice of Privacy Regarding
                                                        Personal Health/Medical                    (Voluntary Deductions)
3.7       Employment of Students (other                 Information                         9.6    Garnishment and Wage
          than Research Assistants and                                                             Assignments (Involuntary
          Teaching Assistants)                 7.3      Personal Data Changes
3.8       Volunteering to Work at Temple       7.4      Health Insurance Benefits
                                                                                            9.7    Overtime
          University                           7.5      Life and Disability Benefits
                                                                                            9.8    Supplemental Payments
                                               7.6      Retirement Plan and Tax Deferred
4.0 Starting Your Job                   11              403(B) Contributions                9.9    Salary Docking of Exempt
4.1       Employment Applications and          7.7      Flexible Spending Accounts
          other Forms                                                                       9.10 Duplicate W-2 and 1042S Forms
                                               7.8      Transportation Benefits
4.2       Background Checks                                                                 9.11 City Wage Tax Refunds
                                               7.9      Tuition Remission
4.3       Accuracy of Personnel                                                             9.12 Travel Expenses
                                               7.10     Severance
                                               7.11     Health Benefits Upon                10.0 Your Career at                    40
4.4       Pre-Employment Health
                                                        Termination (COBRA)
          Assessments                                                                            Temple University
                                               7.12 Domestic Partner Benefits
4.5       Employment Eligibility                                                            10.1 Classification of Jobs
4.6       Identification Cards                                                              10.2 Position Descriptions
4.7       New Employee Orientation                                                          10.3 Review of Classification of
10.4 Appeal of Classification of Jobs     12.8 The Introductory Period for an           14.11 Office Attire
10.5 Review of Exempt or Non-Exempt               Existing Employee                     14.12 Outside Activities or Employment
       Status                             12.9 Posting Freeze                           14.13 Consulting
10.6 Wage/Salary Structures for           12.10 Being Rehired by                        14.14 Smoking in the Workplace
       Positions                                  Temple University
                                                                                        14.15 Solicitations and Distribution of
10.7 Performance Development System                                                            Literature
10.8 The Temple University                13.0 University Standards 54                  14.16 Severe Weather
       Competencies                       13.1 Non-Discrimination
                                                                                        14.17 Emergency Closings
10.9 Expectations For Work Related        13.2 Anti-Harassment, Including               14.18 University Investigations and
       Behavior                                   Sexual Harassment
                                                                                               Internal Hearings
10.10 Employee Dispute Resolution—        13.3 Disability–Reasonable                    14.19 Use of University Property
       Non-Bargaining                             Accommodation
                                                                                        14.20 Procurement and Use of
                                          13.4.   Employee Dispute Resolution                  Cellular Equipment
11.0 Recognition of                 46    13.5    Conflict of Interest: Employees
     Performance                          13.6    Gifts and Conflict of Interest        15.0 Your Employment                  72
11.1   Salary Scales                      13.7    Conflict of Interest: Faculty              File
11.2   Hiring Rates                       13.8    Drug Free Workplace                   15.1 The Official Personnel File
11.3   Annual Increases to Salary         13.9    Drug & Alcohol Abuse                  15.2 Emergency Contact Information
11.4   Base Increases                     13.10   Drug & Alcohol Testing                15.3 Access to Personnel Files
11.5   Step Increases                     13.11   Gambling in the Workplace
11.6   Performance-Based Pay
                                                                                        16.0 Leaving the                      74
                                          13.12   Political Activities
11.7   Performance Bonuses
                                          13.13   Software and Computer Usage
11.8   Salary Adjustments Upon                                                          16.1 Termination of Non-Introductory
                                          13.14   Safety
       Reclassification                                                                        Employees
                                          13.15   HIV/AIDS Non-Discrimination           16.2 Termination of an Introductory/
11.9 Salary Adjustments without a
                                          13.16   Social Security Number Usage                 Probationary Employee—New Hire
       Change in Grade
                                                                                        16.3   Resignation
11.10 Salary Adjustments for Lateral
                                          14.0 Employment                          61   16.4   Discharge
11.11 Salary Adjustments for Promotions
                                               Standards                                16.5   Reduction in Force
                                          14.1 Weapons on Campus                        16.6   Vacation Pay
11.12 Position Downgrades
                                          14.2 Violence in the Workplace                       Upon Termination
11.13 Additional Compensation
                                          14.3 Conflict of Interest–Employment          16.7 Exit Process
                                                  of Relatives (“Nepotism”) and         16.8 Exit Interview
12.0 A New Position                 50            Consensual Romantic
                                                                                        16.9 Payment of Outstanding
12.1 Employment Selection and                     Relationships
                                                                                               Wages Upon Employee’s Death
       Placement                          14.4 Faculty and Student Relationships
                                                                                        16.10 References
12.2 An Open Position                     14.5 Confidential Information
                                                                                        16.11 Credit References
12.3 Applying for a New Job               14.6 Workplace Surveillance and
       within Temple                              Searches
                                                                                        17.0 Questions                        78
12.4   Being Interviewed                  14.7 Use of Communication Systems
12.5   An Internal Offer                  14.8 Monitoring and/or Recording of           18.0 Employee                         80
                                                  Telephone Calls
12.6   An External Offer                                                                     Acknowledgment
                                          14.9 Voicemail and E-mail
12.7   The Introductory/ Probationary                                                        Form
       Period—New Hire                    14.10 Computer, Internet and Computer


    The Baptist Temple
                                                                                          Emp lo y e e       M a nu a l             2

1.1 WELCOME TO TEMPLE UNIVERSITY                                     1.2 ABOUT YOUR EMPLOYEE MANUAL
                             Welcome to Temple University            The purpose of this Employee Manual is to provide employ-
                             and to what we hope will be a long,     ees with a ready source of information about Temple
                             productive, and deeply satisfying       University and the procedures and policies it has established.
                             career at one of America’s finest       Although Temple University has tried to be comprehensive,
                                                                     the manual does not, and cannot, include policies which
                             urban research universities.
                                                                     address every situation that may arise. Temple University
                               In 1884, Temple was founded to        has, and reserves, the right to adopt new procedures and
                               serve outstanding, motivated          policies, or modify, alter, change or cancel existing policies
                               people of all backgrounds. More       and procedures at any time. We are providing you with a
                               than 120 years later, Temple still    copy of this manual for your reference; however, the official
                               embraces the tradition of access to   copy of all policies and procedures in this manual, including
                                                                     any that have been revised, are found on the Human
excellence. Yet today’s Temple is also on the move. In recent
                                                                     Resources Web site at www.temple.edu/hr.
years, academic standards, student enrollment, groundbreak-
ing research, facilities construction, alumni involvement, the       The policies and procedures set forth in this manual apply
                                                                     to all faculty and staff, including student workers and volun-
vibrancy of campus residential life, and the University’s impact
                                                                     teers. Applicable collective bargaining agreements or Board
on the surrounding community have all surged. Temple’s staff,        of Trustees’ policies included in the faculty handbook may
faculty, and students have developed an extraordinary amount         provide for variations in certain matters, including employee
of momentum; we hope you can feel that energy.                       benefits, contained in the manual. In such circumstances,
This employee manual was prepared to help you become                 the benefits and policies set forth in those authoritative
                                                                     documents supercede the policies and procedures contained
familiar with Temple and its standards and procedures
                                                                     in this manual with regard to covered individuals. In addi-
Please read it carefully. If you have questions or concerns,
                                                                     tion, because student workers and volunteers do not receive
please speak with your supervisor, who should be able to             fringe benefits, those sections in this manual do not apply to
answer most of your questions or direct you to someone               these workers. Student workers and volunteers do receive
who can. If you need further information or assistance,              all legally mandated benefits, such as workers’ compensation.
please contact Temple’s Human Resources Department                   An employee’s department may have additional specific
at 215-204-3313, or 1-3313 if you are calling from a                 procedures for many of the general policies stated in the
campus telephone.                                                    manual. Each employee is expected to learn his/her depart-
                                                                     ment’s procedures and comply with them. In the event of
On behalf of Temple’s extended family, thank you for
                                                                     any conflict between policies in this manual and depart-
joining us. We look forward to working with you.
                                                                     mental procedure, however, the policies in this manual
Sincerely yours,                                                     supercede and control. Each employee is also expected to
                                                                     conform to the professional standards of his/her occupation.
                                                                     Questions regarding this manual or any of the policies
                                                                     should be directed to your supervisor, department head, or
                                                                     to the Human Resources Department, located in University
                                                                     Services Building (USB) at 1-215-204-5554.
Ann Weaver Hart

                                                                                                     S u b je c t   to   d isc la ime r

     Temple University

    The Bell Tower
                                                                                      Emp lo y e e        M a nu a l             4

Based in Philadelphia, Pennsylvania, Temple University—         By Professor Joseph C. Carter, author of “The Acres of
Of The Commonwealth System of Higher Education is a             Diamonds” Man
comprehensive research university with approximately
34,000 students. Founded in the 1880s by Russell Conwell,       As Conwell told it, he was riding in 1870 in a camel
Temple University became a state-related institution in the     caravan along the valley between the Tigris and Euphrates
Commonwealth System of Higher Education in 1965 by              Rivers in Mesopotamia when he heard a guide weave tales
act of the Pennsylvania Legislature.                            to entertain his American tourists.

Temple University is comprised of 17 degree-granting            Conwell, then only 27, was deeply impressed by a legend
schools and colleges, including schools of Law, Medicine,       about a prosperous Persian farmer, Ali Hafed. Lured by the
Pharmacy, Podiatry, and Dentistry, and a renowned Health        stories of a Buddhist priest, Ali deserted his fruitful lands to
Sciences Center. Temple is one of Pennsylvania's three          search for immense wealth in mythical diamond fields.
public research universities, along with the University of      Far and wide Ali Hafed roamed, footsore and weary. Youth
Pittsburgh and Pennsylvania State University. As of Spring      and wealth disappeared, and he died far from home, an
2005, Temple University was the 28th largest university in      old and disillusioned pauper. Not long afterward, the guide
the United States, and it was the sixth largest provider of     related, acres of fabulous diamonds were found on Ali
professional education (law, dentistry, medicine, pharmacy,     Hafed’s own land.
and podiatric medicine) in the country.                         To the other tourists, this was just another alluring story,
Temple University has seven Pennsylvania campuses:              but in Conwell’s mind a great truth had been sown. To him
(1) the flagship Main Campus, (2) the Health Sciences           it said: “Your diamonds are not in far-away mountains or in
Campus, (3) the Center City Campus in downtown                  distant seas; they are in your own back yard if you will but
Philadelphia, (4) a major suburban campus—Temple                dig for them.”
University at Ambler, (5) a suburban art campus—Tyler           During the ensuing years, Conwell sowed the seeds of serv-
School of Art—in Elkins Park, (6) the Podiatric campus in       ice which produced for him his harvest of opportunities, his
downtown Philadelphia, and (7) an education center in           many useful careers.
Harrisburg. The University has international campuses in
Tokyo, Japan, and Rome, Italy. Temple also offers educa-        As a 36-year-old lawyer in Boston, Conwell was consulted
tional programs in the People’s Republic of China, Israel,      about disposing of a dilapidated church in nearby Lexington.
Greece, Great Britain, France and other countries through-      With optimistic sympathy, he advised the congregation
out the world.                                                  that their church need not be sold, but could and should
                                                                be rebuilt.
Through its various schools, colleges, and research programs,
Temple University offers a wide array of undergraduate,         How he was ordained and accepted his first pastoral charge
professional, and graduate degrees as well as opportunities     in that church . . . how a deacon from Philadelphia, who
for research fellowships and post-doctoral fellowships in       came to hear him preach, invited him to become, in 1882,
various disciplines.                                            the pastor of newly built Grace Baptist Church at Berks
                                                                and Marvine Streets in that city . . . how he served as
                                                                pastor of the Grace Church congregation for 43 years
                                                                (34 of those years in the magnificent Temple at Broad and
                                                                Berks Streets). . . how he lectured on the Lyceum and
                                                                Chautauqua circuits . . . how he was author of 40 books . . .
                                                                how he wrote church hymns and college songs . . . how he
                                                                founded Samaritan (now Temple University) Hospital . . .
                                                                all these and many more were episodes illustrative of the
                                                                humanitarian spirit, remarkable vision, and organizing skills
                                                                of Russell Conwell.

                                                                                                  S u b je c t   to   d isc la ime r
5      A l l     A bout    Te m p l e     Un iversit y

One evening in 1884, at the Berks and Marvine Streets              While the University especially serves students from Greater
church, a young man went to Conwell in his study and               Philadelphia, it is enlivened by a rapidly increasing number
expressed a desire to prepare for the Christian ministry.          of students from across Pennsylvania, throughout the
Conwell offered to teach the youth one night a week, but           nation, and around the world. Temple maintains an interna-
on the agreed-upon evening, seven earnest young men                tional presence with campuses in Tokyo and Rome and pres-
appeared. Here were Conwell’s “diamonds,” here at home,            tigious programs in London, Beijing, and six other locations
in his own community in Philadelphia. Thus was the                 worldwide.
school called “Temple” founded.                                    A long-time leader in professional education, Temple pre-
Conwell’s class grew in numbers, and within a short time the       pares the largest body of practitioners in Pennsylvania and
services of other teachers were enlisted, and it was necessary     is among the nation’s largest educators in the combined
to rent a room, then a building, then two. Within a few            fields of medicine, dentistry, pharmacy, podiatry and law.
years, the studious group had grown from seven to several          In addition, Temple offers more than four dozen doctoral
hundred students, and a charter for “The Temple College”           and more than 100 master’s degree programs that contribute
was issued in 1888. Of course, Conwell already had been            to research and scholarship. Temple seeks to create new
elected its president, a position he held for the next 38 years.   knowledge that improves the human condition and uplifts
His famous lecture, “Acres of Diamonds,” soon made him             the human spirit. To achieve this goal, Temple maintains
America’s foremost platform orator. By the end of his life, in     its commitment to recruiting, retaining, and supporting
1925, he had delivered the lecture more than 6,000 times in        outstanding faculty that prize diversity of thought, excel
town after town throughout this vast land. It was heard by         in scholarly endeavors, and support the aspirations of
millions from pulpits and public platforms, and by radio, and      capable students.
today others are still reading his practical, optimistic essay     Temple University’s Aspiration for a New Century
and hearing it on cassettes.                                       Striving to fulfill its mission in this new century, Temple
After Conwell had given “Acres of Diamonds” for the                will continue to provide access to superior education for
5,000th time, he was awarded, at Philadelphia’s Academy            committed and capable students of all backgrounds and to
of Music, a gold key symbolic of the gratitude shown by the        develop its main campus as a residential community of stu-
people of the Commonwealth of Pennsylvania....                     dent scholars. A new generation of exceptionally qualified
Today, Russell Herman Conwell lies at rest in the Founder’s        and talented faculty will be recruited to join the University’s
Garden, surrounded by splendid buildings of the attractive         current roster of fine teacher-scholars.
main campus of Temple University. Temple itself is an              Temple will enhance existing centers of academic excel-
enduring monument to the vision and genius of this soldier,        lence, advance additional targeted programs to national
preacher, writer, orator, educator, and friend of mankind.         leadership, broaden knowledge through research and cre-
Truly his own “Acres of Diamonds.”                                 ative endeavors for the benefit of society, and expand the
                                                                   Honors program and other special learning opportunities
2.3 TEMPLE UNIVERSITY’S MISSION STATEMENT                          for undergraduates.
                                                                   The creation and renovation of facilities will support
Temple University is a national center of excellence in            research and creative work, advance instruction and marshal
teaching and research with an international presence.              knowledge to enhance the quality of life for Temple’s fellow
Temple’s talented faculty and its broad curriculum of nearly       citizens in North Philadelphia. The University will develop
300 academic programs provide superior educational oppor-          stronger bonds with its alumni, whose success embodies the
tunities for academically talented and highly motivated stu-       transformational power of a Temple education.
dents, without regard to their status or station in life.
Temple’s richly diverse student population and the dramatic
growth of Temple’s residential campus community of student
scholars enrich the educational and extracurricular life of all
Temple’s people.

Subj ect    to   disclai m er
                                                                                     Emp lo y e e       M a nu a l             6

2.4 VISION AND MISSION:                                         THE HUMAN RESOURCES DEPARTMENT’S
THE HUMAN RESOURCES DEPARTMENT’S VISION                         The mission of the Human Resources Department is to sus-
                                                                tain and advance the University’s goals through the attrac-
Temple University’s Human Resources Department operates
                                                                tion and retention of a quality workforce. The Human
as a strategic partner and internal consultant to the entire
                                                                Resources Department accomplishes this mission by provid-
Temple University community, supporting the University’s
                                                                ing exceptional core services that are integrated and strate-
focus on academic excellence and research. It utilizes pro-
                                                                gically aligned to the teaching, research, and social mission
gressive human resource practices to foster positive change,
                                                                of the University. Its benefits, payroll, compensation,
anticipate needs and establish processes that will best serve
                                                                employment, employee relations, organizational develop-
its constituents. The Human Resources Department devel-
                                                                ment, training, and labor relations services support organiza-
ops, promotes and provides a framework for ethical, consis-
                                                                tional effectiveness and individual achievement. The
tent and fair treatment, constantly seeking to hire, retain
                                                                Human Resources Department is committed to attracting,
and support a diverse and efficient work force.
                                                                hiring, supporting, developing, and recognizing Temple
                                                                University’s most valuable resource: its PEOPLE.

                                                                                                S u b je c t   to   d isc la ime r

    The Temple

    Liacouras Walk
                                                                                      Emp lo y e e       M a nu a l             8

3.1 EMPLOYEE CLASSIFICATIONS                                           lPART-TIME      HOURLY employees are those who are
Temple University has developed classifications so that                  not assigned to a temporary or introductory/
employees understand their employment status and benefit                 probationary status and who are scheduled to work
eligibility. These classifications, in and of themselves, do             fewer than 20 hours per week. While part-time
not guarantee employment for any specified period of time.               hourly employees receive all legally-mandated bene-
                                                                         fits (such as Workers' Compensation insurance and
Most Temple University employees fall within one or more                 Social Security), they are not eligible for any of
of four classifications:                                                 Temple University’s other benefit programs.
   1. Full-time, part-time, introductory/                              lINTRODUCTORY/PROBATIONARY                employees
      probationary or temporary,                                         are those whose performance is being evaluated to
   2. Exempt or non-exempt,                                              determine whether further employment with
                                                                         Temple University is appropriate. (See Section
   3. Academic or non-academic, and
                                                                         12.7). Employees who satisfactorily complete the
   4. Bargaining unit or non-bargaining unit.                            introductory/probationary period will be notified of
In the academic environment of Temple University, there                  their new employment classification by their super-
are also specialized classifications for some employees such             visor.
as volunteers, student workers, externs, post-doctoral fel-            lTEMPORARY        employees are those who are hired as
lows, teaching assistants and research assistants. Each classi-          interim replacements, to temporarily supplement
fication found within the Temple University community is                 the work force, or to assist in the completion of a
explained below.                                                         specific project. Employment assignments in this
                                                                         category are of a limited duration. Employment
3.2 FULL-TIME, PART-TIME, INTRODUCTORY/                                  beyond any initially stated period does not in any
      PROBATIONARY, AND TEMPORARY EMPLOYEES                              way imply a change in employment status or any
     lFULL-TIME       REGULAR employees are those who                    right to continued employment. Temporary employ-
        are not in a temporary or introductory status and                ees retain that status unless and until notified in
        who are regularly scheduled to work Temple                       writing of a change. While temporary employees
        University’s full-time schedule. Generally, they are             receive all legally-mandated benefits (such as
        eligible for Temple University’s standard benefit                Workers’ Compensation insurance and Social
        package, subject to the terms, conditions, and limi-             Security), they are not eligible for any of Temple
        tations of each benefit program and any applicable               University’s other benefit programs.
        collective bargaining agreement.
                                                                  3.3 EXEMPT & NON-EXEMPT EMPLOYEES
                     REGULAR employees are those
        who are not assigned to a temporary or introduc-          Each employee is designated as either NON-EXEMPT or
        tory/probationary status and who are scheduled            EXEMPT from federal and state wage and hour laws.
        to work at least 20 hours per week but fewer than         NON-EXEMPT employees are entitled to overtime pay
        35 hours per week. They receive all legally man-          under the specific provisions of federal and state laws and
        dated benefits (such as Social Security and               any applicable collective bargaining agreement. EXEMPT
        Workers’ Compensation insurance) and pro-rated            employees are excluded from specific provisions of federal
        sick and vacation time. They are not eligible for         and state wage and hour laws mandating overtime pay and,
        Temple University’s other benefit programs other          therefore, will only receive overtime if required under an
        than those specified in any applicable collective         applicable collective bargaining agreement.
        bargaining agreement.                                     In addition to one of the above categories, most Temple
                                                                  University employees belong to one of the employment
                                                                  categories described below.

                                                                                                 S u b je c t   to   d isc la ime r
9    The        Te m p l e   C ommun ity

3.4 ACADEMIC PERSONNEL                                                fellow involve substantially full-time research or
    lAcademic   Administrators are members of manage-                    scholarship, and the post-doctoral fellow has the
      ment whose role is essential to the academic and                   freedom, and is expected, to publish the results of
      research functions of the University, including, but               her/his research or scholarship during the period
      not limited to, the Provost, Vice-Provost, and deans               of appointment.
      of the various schools and colleges.                            lResearch   Assistants are matriculated students
    lFull-Time  Faculty members are persons appointed to                enrolled full-time in a graduate degree program of
      conduct the teaching, research, scholarship or cre-               study at Temple University and who are employed
      ative work, and/or service activities of the University.          by Temple University to perform research duties
      A tenured or tenure-track faculty member is appoint-              and services. Research Assistants may elect whe-
      ed by the President of the University. A non-tenure               ther to receive a direct academic benefit for their
      track faculty member is appointed by the President,               services to the University.
      Provost or Dean of a school or college.                         lTeaching  Assistants are matriculated students
    lAdjunct  Faculty members are persons appointed to                  enrolled full-time in a graduate degree program
      conduct the teaching, scholarship or creative work                of study at Temple University and who are
      and/or service activities of the University on a                  employed by Temple University to provide teach-
      part-time basis. Such faculty members are usually                 ing duties and services.
      appointed by the Dean of a school or college for
      one or more semesters.                                     3.5 NON-ACADEMIC PERSONNEL
     lNon-Faculty   Academic personnel are full-time                  lManagerial  Personnel are those employees who pro-
      employees of the University whose work is neces-                  vide leadership and professional services to Temple
      sary or adjunct to the teaching of students or to                 University or who otherwise exercise
      research functions of the University, including, but              supervisory responsibility over non-managerial
      not limited to, librarians and academic advisors.                 personnel.
    lClinician  Educator Track Faculty members are non-               lNon-Managerial     Personnel are those employees who
      tenure track faculty having the potential for                     work within various support functions at Temple
      appointment and reappointment for an aggregate                    University including, but not limited to,
      period of longer than seven years, but whose service              clerical/secretarial, security, facilities, housekeeping,
      does not lead to the awarding of tenure. This status              health services, technical and research services,
      is intended for persons who are health care practi-               information and media services, financial services
      tioners and who hold an M.D., D.M.D., D.D.S,                      and student services.
      Pharm.D., M.S. or, under special circumstances,
      other doctoral degree.
                                                                 3.6 BARGAINING AND NON-BARGAINING
    lPost-Doctoral   Fellows are persons receiving addi-              UNIT EMPLOYEES
      tional research and scholarly training in prepara-
                                                                 Temple University recognizes several unions as the bargain-
      tion for an academic and/or research career.
                                                                 ing representative of various groups of employees. The terms
      Appointments are made to individuals who were
                                                                 and conditions of employment of bargaining unit employees
      recently awarded a Ph.D. or equivalent doctorate
                                                                 are governed by the applicable collective bargaining agree-
      in an appropriate field. Post-doctoral appointments
                                                                 ments. To the extent they differ, the benefits and policies
      are temporary, and, therefore, the initial appoint-
                                                                 set forth in the collective bargaining agreement and the
      ment and renewals generally do not exceed six
                                                                 applicable work rules adopted by Temple University pur-
      years. The post-doctoral fellow receives training
                                                                 suant to that agreement supercede this Employee Manual.
      under the supervision of a senior scholar or a
      department. The duties of the post-doctoral                All employees not covered by a collective bargaining agree-
                                                                 ment are Non-Bargaining Unit Employees.

Subj ect   to   disclai m er
                                                                                  Emp lo y e e       M a nu a l            10

3.7 EMPLOYMENT OF STUDENTS (OTHER                                   externs receive all legally mandated benefits (such
   THAN RESEARCH ASSISTANTS AND                                     as Workers’ Compensation insurance), they are not
   TEACHING ASSISTANTS)                                             eligible for any of Temple University’s other
   lStudent  workers are students currently enrolled at             benefit programs.
     Temple University who are also working for Temple            lGraduate   interns are full-time graduate students who
     University. International student workers may not              have academic internships of 20 hours/week
     work more than 20 hours per week during the aca-               or less. For a student to receive an academic intern-
     demic semester; all other student workers may not              ship, she/he must engage in academic/professional/
     work more than 40 hours per week during the aca-               performance activities that are central parts of the
     demic semester. Hours worked during the academic               instructional program and directly related to the
     semester in excess of 34 hours per week may be sub-            student’s degree program and that cannot be classi-
     ject to Social Security withholding. All students              fied as either research or teaching.
     may work up to 40 hours per week during breaks
                                                                  lGraduate   externs are full-time graduate students.
     and summer terms; however, all students who work
     for Temple during the summer and who are not                   Externships of 20 hours/week or less may be
     enrolled in any courses are subject to Social                  awarded if the student provides service that may
     Security withholding taxes. While student workers              provide academic and professional experience or
     receive all legally mandated benefits, such as                 development, but where the activities are not
     Workers’ Compensation insurance, they are not                  directly supervised by a faculty member/preceptor
     eligible for any of Temple University’s other benefit          in the student’s degree program.
     programs. (Full-time employees who are also attend-          lUniversity  fellows are graduate students who receive
     ing classes under Temple University’s tuition remis-           fellowships for which no services are required. Such
     sion policy are not student workers.)                          students may voluntarily perform service in a labo-
   lUndergraduate    interns are undergraduate students             ratory in connection with the student’s academic
     currently enrolled at Temple University who are                research. While performing services in a laboratory,
     performing work under the supervision of a faculty             University fellows are covered by the University’s
     member related to their academic studies for which             workers compensation insurance. They are not eligi-
     the student receives academic credit in addition               ble for any other benefits.
     to the monetary compensation paid by Temple                  lTemple  University Undergraduate Scholars are stu-
     University for performing the duties associated                dents who receive fellowships to perform research
     with the internship. The intern is responsible for             in a Temple University laboratory. While perform-
     all tuition and fees charged by Temple University              ing services in a laboratory, the scholars are covered
     for the credits associated with the internship.                by the University’s workers compensation insurance.
     While interns receive all legally mandated benefits            They are not eligible for any other benefits.
     (such as Workers’ Compensation insurance), they
     are not eligible for any of Temple University’s other
                                                             3.8 VOLUNTEERING TO WORK AT
     benefit programs.
                                                                  TEMPLE UNIVERSITY
   lUndergraduate     externs are undergraduate students
                                                             Volunteers perform services for Temple University without
     currently enrolled at Temple University who are per-
                                                             promise, expectation or receipt of compensation and/or
     forming work that may be related to their academic
                                                             benefits for services rendered. A non-exempt employee may
     studies under the supervision of an individual who is
                                                             not “volunteer” to perform services that other employees
     not a member of the faculty and for which the stu-
                                                             are paid to perform. Professionals who volunteer to con-
     dent receives academic credit. The extern is respon-
                                                             tribute their services to academic interests of the University
     sible for all fees charged by Temple University for
                                                             may be appointed as adjunct faculty without compensation.
     the credits associated with the externship. While

                                                                                             S u b je c t   to   d isc la ime r

     Starting Your Job
                                                                                      Emp lo y e e        M a nu a l            12

4.1 EMPLOYMENT APPLICATIONS AND                                       lpositions   that provide access to student living areas,
     OTHER FORMS                                                         such as resident directors and student health spe-
Temple University relies upon the accuracy of information                cialists.
contained in the employment application, as well as the          Background checks include, depending on the position, a
accuracy of other data presented throughout the hiring pro-      criminal history check, a driving record check, a child
cess and employment. New employees are asked to complete         abuse check, a credit/bankruptcy check and/or drug/alcohol
the following forms and/or furnish to Temple University the      screening. A complete list of positions subject to these
following items:                                                 checks is available in the Human Resources Department.
     lEmployment     Application                                 Information received will be considered carefully in the
                                                                 context of the essential duties of the position.
             Employee’s Withholding Allowance Certificate
                                                                 Information received through the background check process
            Employment Eligibility Form
                                                                 will not necessarily disqualify the applicant from further
     lPersonal    Data Form                                      consideration or eventual hiring. The results of any check
     lAcknowledgment      of Receipt of Employee Manual          will be considered in light of surrounding circumstances,
     lEmployee’s    Rights and Responsibilities Form             including, and without limitation to, the nature and gravity
                                                                 of the incident(s) reported, the time that has passed since,
                                                                 remedial actions taken by the individual, and the nature of
     lAuthorization    for Direct Deposit                        the position and the potential impact of the incident(s) on
     lApplicable    Healthcare/Benefit Forms                     the person’s ability to safely and appropriately perform the
                                                                 duties of the job.
Current employees may be required to update or execute
any of the above forms. Any employee who fails or refuses        4.3 ACCURACY OF PERSONNEL INFORMATION
to complete the above forms or to provide Temple                 All employees are expected to provide truthful and accurate
University with requested documentation may be subject to        information in connection with their employment and/or
discipline, up to and including discharge from employment.       the employment of another employee by Temple University.
                                                                 Any falsification or misrepresentation of information in con-
4.2 BACKGROUND CHECKS                                            nection with application materials, including failure to dis-
Temple University conducts background checks for indi-           close felony pleas or convictions, is a serious offense and,
viduals recommended for hire in certain selected posi-           therefore, is presumptively grounds for discharge from
tions. Examples of the type of positions for which Temple        employment or non-selection of an applicant. An employee
University may conduct a background check include, but           has the burden of establishing an adequate basis for an
are not limited to:                                              exception. University employees must notify the Human
      lpositions that are designated as financially sensitive,   Resources Department within five days of a plea of guilty or
        such as billers, medical receptionists/schedulers, and   nolo contendere or conviction for a felony, or any drug, alco-
        cashiers,                                                hol, or sex related offense. Failure to report any such convic-
                                                                 tion is likewise presumptively grounds for disciplinary action
     lpositions that require driving as an essential duty of
                                                                 up to and including discharge from employment. Supervisors
       the position, such as drivers, coaches, refuse haulers,
                                                                 should notify the Human Resources Department immediately
     lpositions that involve work with children, such as         upon being informed of any such felony plea or conviction.
       youth development specialists, CHP after school
                                                                 Falsification of any information while an employee, includ-
       program workers, time-out respite care workers,
                                                                 ing providing false or dishonest information regarding
       workers at Temple Children’s Medical Center and
                                                                 another employee, is presumptively grounds for discharge
       pediatric dental clinics,
                                                                 from employment. An employee has the burden of establish-
     lpositions  that are safety sensitive, such as security     ing an adequate basis for an exception. See also Section 4.1
       officers and police officers,                             on Employment Applications and Other Forms.

                                                                                                  S u b je c t   to   d isc la ime r
13     Sta r t i ng     Your     Job

4.4 PRE-EMPLOYMENT HEALTH ASSESSMENTS                            University benefits. If the documentation is produced after
After an employment offer has been made, Temple                  the three-day period, the individual is considered a new hire
University may require a pre-employment health assess-           as of the date the documentation is produced. The Human
ment, including a drug screening or other blood or urine         Resources Department has a list of documents that establish
test as it deems appropriate (See Section 13.10, Drug &          identity and/or employment verification.
Alcohol Testing). This pre-employment health assessment
will be used to determine whether the applicant is capable       4.6 IDENTIFICATION CARDS
of performing the essential functions of the position, with
                                                                 The Human Resources Department will issue a photo
or without reasonable accommodation. Upon request by
                                                                 identification card to all employees. Every employee is
an applicant, Temple University will make a reasonable
                                                                 required to display his/her identification so that it is visible
accommodation for qualified individuals with disabilities.
                                                                 when entering University buildings, offices, and facilities.
Jobs with exposure to lead, heavy metals, pesticides and/or      Any employee refusing to show his/her Temple ID when
chemicals may require baseline blood or urine testing.           requested will be subject to disciplinary action up to and
Positions with potential exposure to asbestos or other air-      including discharge from employment. An employee is not
borne hazards may require respiratory tests and X-rays. Other    required to have his/her identification in a position of per-
jobs may require TB and blood borne pathogen immuniza-           manent display, where it might subject the wearer to
tion. Work with some wild or domestic animals may require        unwanted identification by third persons.
a medical screen. Positions with exposure to noise levels
                                                                 Any employee losing his/her ID card should notify the
above 85 decibels may require a baseline audiogram.
                                                                 Human Resources Department immediately. A fee may be
The results of a pre-employment health assessment will be        charged to replace a lost card.
considered in the context of the essential functions of the
                                                                 The ID card remains Temple University property and must
job. However, the actual report will not become part of the
                                                                 be returned along with all other University property when
official personnel file, will remain confidential, and will be
                                                                 an employee leaves employment at Temple University for
maintained by the approved physician of record.
                                                                 any reason.

                                                                 4.7 NEW EMPLOYEE ORIENTATION
The Immigration Reform and Control Act mandates that
                                                                 During the first few weeks of employment, an employee
Temple University verify the identity and work eligibility
                                                                 must attend a benefits orientation program and a general
of all employees. Therefore, within three work days of the
                                                                 orientation program conducted by the Human Resources
start of employment, all employees must provide the Human
                                                                 Department. During orientation, each employee will
Resources Department with proof of employment eligibility
                                                                 receive information regarding University policies (includ-
and identity and sign the I-9 form. Any individual who
                                                                 ing Temple University’s anti-discrimination and anti-
fails to provide necessary, original documentation to
                                                                 harassment policies), compensation and benefit programs,
Human Resources within three days of hire will be suspend-
                                                                 and other general information about the University. Each
ed without pay pending termination. In the event that an
                                                                 employee must also complete all employment paperwork,
individual continues to provide services to Temple
                                                                 such as retirement and insurance enrollment forms, benefi-
University without providing the required documentation
                                                                 ciary designation forms and appropriate federal and state
to the Human Resources Department, Temple University
                                                                 tax withholding forms. The orientation program is a way
will only compensate that individual at the federal mini-
                                                                 to learn about the University and applicable employment
mum hourly wage rate for actual time worked, irrespective
                                                                 policies and benefits. Supervisors are required to permit
of the actual salary or hourly rate paid by Temple for the
                                                                 employees to be excused from their regular job duties to
position, and the individual is not entitled to any Temple
                                                                 attend these orientation programs. Departments are also

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Reporting to Work

Broad Street Subway at Temple University
15     R e por t i ng    to    Work

expected to provide a new employee with a more specific        5.2 (b) TRANSITION PLAN TO MOVE TO
orientation about the department and the specifics of each             STANDARD 40 HOUR WORKWEEK
job assignment.                                                As of July 1, 2004, approximately 42 percent of all adminis-
5.1 OFFICIAL UNIVERSITY OFFICE HOURS                           trative and staff employees had work schedules of fewer
The standard University workweek is defined as a seven-        than 40 hours per week. The inconsistency caused confu-
day period that begins at 12:01 a.m. Monday and ends at        sion with benefit calculations that are based on pay, with
12:00 midnight, Sunday. Standard hours of operation in         new hire salaries, with salary surveys, with salary scales,
most administrative office areas are from 8:30 a.m. until      and with vacation and sick time.
5:00 p.m. The office hours of administrative offices that      Effective July 1, 2004, Temple University began the transi-
serve evening students may be expanded at the discretion       tion to standardize the workweek for full-time employees
of Temple University.                                          at Temple University. Employees currently working on one
                                                               of the many schedules of fewer than 40 hours per week may
5.2 (a) REGULAR WORK SCHEDULES                                 be affected and should be familiar with the transition plan.

Temple University has a standard workweek of forty (40)           1. The standard hours of operation for most administra-
hours per week, excluding time off for lunch or other per-        tive office areas are from 8:30 a.m. to 5:00 p.m.
sonal breaks. Although the scheduled hours for employees          Departments have flexibility in determining employees’
may vary from department to department, all full-time,            work schedules, which may begin before 8:30 a.m. or
non-exempt employees generally work a Monday through              end after 5:00 p.m. to ensure the 8-hour workday plus
Friday schedule of forty (40) hours divided into five (5)         the unpaid lunch period.
eight-hour workdays, unless the employee’s appointment            2. All non-bargaining unit employees who are currently
letter expressly provides for a different schedule or the         classified at a level of T26 and above have been hired to
Human Resources Department otherwise approves a differ-           perform a specific job and are expected to work the nec-
ent schedule in writing. Exempt employees have been               essary time to complete the job. These employees will
hired to perform particular duties associated with a posi-        be notified that their workweek is being revised to 40
tion, without regard to specified hours. As a result, exempt      hours, while at the same time acknowledging that they
employees are expected to work the hours necessary to             may work in excess of 40 hours per week to fully per-
complete their assigned work to the satisfaction of their         form their job responsibilities.
supervisor without regard to scheduled hours and without
                                                                  3. There will be no global/across-the-board shift to a
expectation of additional compensation. To properly serve
                                                                  40-hour workweek schedule for existing employees who
students and the public, exempt employees are expected
                                                                  are at levels T21-T25. These employees will have an
to be at work during normal office hours, regardless of
                                                                  option to retain their present work schedule for as long
any other regular schedule.
                                                                  as they stay in their current position. An employee at
Certain bargaining units, departments, areas and functions,       this grade level who is interested in moving to a 40-
due to differing needs and circumstances and/or having            hour workweek may discuss the possibility with his/her
employees hired prior to July 1, 2004, may have less than         supervisor. The supervisor can evaluate various factors,
40 hour schedules and alternative and/or flexible work            including budget and workload, before approving the
arrangements. Schedules with fewer than 35 hours per week         schedule change.
are considered part-time.
Lunch periods must be taken, are unpaid, and are not
included in calculating the hours worked in a particular pay
period. While a one-hour lunch period is recommended,
the lunch period must be at least 30 minutes. Departments
have the responsibility as well as the flexibility to deter-
mine the lunch schedule.

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                                                                                Emp lo y e e       M a nu a l            16

4. Each department head should assess workload, budget        8. In instances where a bargaining unit position may be
and the presence of a collective bargaining agreement         affected by this transition, department management
to determine the feasibility of moving non-exempt             should consult with the Employee Relations/Labor
and/or exempt positions at levels T-21 through T-25 to        Group in the Department of Human Resources.
a 40-hour workweek. Where feasible, the department
                                                              9. The exception to the above may be in grant-funded
will be encouraged to make the change. Where bargain-
                                                              positions. In such cases, the Human Resources
ing unit positions are involved, the department manager
                                                              Department will work with the hiring department on
should contact the Employee Relations/Labor Group in
                                                              an individual basis.
the Department of Human Resources at 1-1319.
                                                              10. This transition plan does not affect faculty, research
5. All positions posted, whether for newly created or
                                                              assistants or teaching assistants.
existing vacant positions, will be based on a 40-hour
workweek schedule. All new hires will be hired for a
40-hour workweek schedule. Current Temple University       5.3 FLEXIBLE WORK SCHEDULES
employees who post for promotions or transfers, and        Temple University supports the principle of flexible schedul-
who subsequently accept the new position, will begin       ing for its employees in order to balance their needs with
their new position on a 40-hour workweek schedule,         the service and workload demands of the department.
regardless of their prior work schedule.
                                                           A flexible work schedule is any alternative work schedule
6. One result of this transition is that departments may   for employees who normally work the traditional five-day
have employees doing similar work, some working 40         workweek. Flexible scheduling refers to a range of flexible
hours and some working schedules fewer than 40 hours.      formats, including varying start or stop times or varying the
Departments having staff employees on varied schedules     number of hours worked on a particular day. Flexible work
should structure the work hours of employees to ensure     scheduling is neither mandatory nor an entitlement. Any
service to students and the public.                        department and employee taking advantage of a flexible
7. The Human Resources Department will work with           scheduling opportunity must ensure that the department can
each department as openings occur to provide guidance      maintain satisfactory service to customers during all hours of
in this transition phase to a 40-hour workweek.            the official workday, all work gets done, no weekly overtime
                                                           other than what might normally be needed is performed,
  a. In instances where the workload is sufficient but     and weekly/monthly work time for each employee is tracked.
  the budget will not support moving all employees to
  a 40-hour workweek, Human Resources will encour-         An employee requesting a flexible work schedule should
  age the department to change the work schedule for       consult with his/her supervisor. The department head has
  an existing employee who may want to work the            final approval on any flexible work schedule.
  additional hours on a regular basis. The department
  will be encouraged to review such requests on an
  individual basis.
  b. In instances where the workload is not sufficient
  to accommodate a 40-hour week for all employees,
  Human Resources will encourage the department
  manager to restructure the department, distribute the
  workload to the existing staff, and rather than hiring
  another person, move the existing staff, with their
  approval, to 40-hour workweek schedules. The hiring
  of a regular part-time person for 20 hours per week
  may also be an option.

                                                                                           S u b je c t   to   d isc la ime r
17     R e por t i ng    to    Work

5.4 ATTENDANCE AND PUNCTUALITY                                  Poor attendance and repeated tardiness are disruptive.
Temple University expects employees to be reliable and          Repeated tardiness and/or absences may lead to disciplinary
punctual in reporting for scheduled work. Unscheduled           action, up to and including discharge from employment.
absenteeism and tardiness place a burden on students, the       Absences that are approved under the University’s Family
public, other employees and on the University. In the rare      and Medical Leave Act (“FMLA”) policy (See Section 6.6)
instances when employees cannot avoid being late to work        will not be considered in determining whether disciplinary
or are unable to work as scheduled, they should notify their    action is appropriate. However, once employees have used
supervisor as soon as possible in advance of the anticipated    all paid leave (sick, personal and vacation), any additional
tardiness or absence.                                           approved sick time or leave will be unpaid. Employees
                                                                should contact the Human Resources Department in the
All employees are to be ready for work no later than their      event that they believe an absence or lateness is covered
scheduled starting time. Bargaining unit employees must         under Temple University’s FMLA policy.
abide by the terms of their collective bargaining agreements.
                                                                Bargaining unit employees are subject to the attendance
Temple University recognizes that there are occasions when      provisions of their collective bargaining agreement.
illness or other personal events result in an unscheduled
absence from work. Accordingly, Temple University has a
sick leave policy that provides employees with paid time.
(see Section 6.3).

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Time Away from
 Your Job

Temple students draw from life in Rome.
19     Ti m e     Awa y          from     Your     Job

6.1 HOLIDAYS                                                              introductory/probationary period, employees will
The University recognizes the following paid holidays for                 accrue vacation for the remainder of the fiscal year
all full-time employees not covered under a collective bar-               at the rate of 1.5 days per month.
gaining agreement:                                                    For Salary Grade Levels T26 and above:
      lNew   Year’s Day            lThanksgiving    Day                 lDuring the entire introductory/probationary period,
      lMemorial      Day           lFriday   after Thanksgiving           including any extensions, employees will accrue
                                                                          vacation at the rate of two days per month to a
      lIndependence        Day     lDay   before Christmas                maximum of 20 days per year.
      lLabor   Day                 lChristmas   Day                       During their introductory/probationary period,
Three (3) additional personal holidays, which may be sched-               newly hired non-bargaining employees will be able
uled in accordance with an employee’s personal preference                 to use vacation that has accrued. Temple University
and prior department approval, are also provided to employ-               will not advance vacation time to introductory/
ees each fiscal year. Employees are eligible for paid holidays            probationary employees.
from their date of hire; however, during an employee’s first          EXISTING EMPLOYEES
year with Temple University, personal holidays are pro-rated
in full day increments.                                               For Salary Grade Levels T21-T25:
                                                                        lAt  the beginning of the first full fiscal year of
Part-time employees regularly working 20 hours or more per
week are eligible for pro-rated holiday pay. Any employee                 service, employees are eligible to accrue 15 days
absent without pay the workday before or after the holiday is             of vacation per year.
not entitled to holiday pay. It is the responsibility of the            lAt  the beginning of the 12th full fiscal year of
supervisor to ensure that the department is adequately                    service, employees are eligible to accrue twenty
staffed in order to continue to provide effective services at             days of vacation per year.
all times.
                                                                        For Salary Grade Levels T26 and above:
Bargaining unit employees are subject to the holiday provi-
                                                                        lEmployees   are eligible to accrue an annual vacation
sions in their collective bargaining agreement.
                                                                          benefit of 20 days per year.
Employees who leave Temple University during the fiscal
                                                                        lPart-time employees, who regularly work in excess of
year are not entitled to receive pay for any unused personal
days or holidays.                                                         20 hours per week, are entitled to paid vacation on
                                                                          a pro-rated basis, calculated based on the number of
                                                                          hours worked.
                                                                   Non-exempt employees may take vacation days in two-hour
Temple University grants paid vacation time each fiscal year       increments or more.
to all eligible employees based on their length of service and
their employment classification. The approval of the employ-       Vacation time is accrued monthly. Employees who have
ee’s supervisor is required before requests for vacation will be   successfully passed their introductory/probationary period
granted. Supervisors and employees have the responsibility to      may have vacation time advanced effective July 1st of each
plan vacation schedules that do not interfere with the opera-      fiscal year with the understanding that if employment ter-
tional requirements of the particular office or department.        minates prior to June 30th of the fiscal year, an employee’s
                                                                   allocation of vacation time will be determined on a pro-
     NEW HIRES                                                     rated basis according to the active service they have com-
     For Salary Grade Levels T21-T25:                              pleted during that year.
      lDuring the entire introductory/probationary period,         Unused vacation time will not carry over into the next fiscal
        including any extensions, employees will accrue            year. Likewise, vacation pay in lieu of time off will not be
        vacation at the rate of one day per month to a max-        permitted. It is the responsibility of the supervisor to ensure
        imum of 10 days per year. At the completion of the         that employees have the opportunity to use their eligible

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                                                                                         Emp lo y e e        M a nu a l            20

vacation time and to accurately record vacation time used.                  vacation time, the employee may take three addi-
It is also the responsibility of the supervisor to monitor vaca-            tional weeks of vacation in one fiscal year or one
tion scheduling to ensure that the department is adequately                 additional week of vacation over each of the next
staffed to provide effective services at all times.                         three fiscal years, or some other combination. The
Employees who are terminated or employees who resign will                   scheduling and use of the “banked” vacation time is
be entitled to receive pay for earned but unused vacation,                  subject to the same policies and procedures as regu-
provided that they have completed the probationary/intro-                   lar vacation time. In order to facilitate this option,
ductory period and do not owe Temple University reimburse-                  employees will be able to carry over their “banked”
ment for days taken but not earned. At the time of employ-                  vacation time through the fiscal year ending June
ment separation, vacation time earned but not used will be                  30, 2007. Any unused “banked” vacation time will
paid out in an employee’s final paycheck. If an employee has                be lost after June 30, 2007.
used more vacation time than he or she has earned when the               lCash   it: On September 30 and March 31 of each
employee’s employment is terminated (for any reason), an                    year between now and June 30, 2007, Temple
adjustment for the overage will be made in the final pay-                   University will offer employees an opportunity to
check, as permitted by law.                                                 receive a cash payment (at the base salary rate)
Employees covered under collective bargaining agreements                    for any partial amount or full amount of the
are to comply with the vacation provisions specified in their               “banked” vacation time. This payment will be
respective union agreements.                                                taxable income.
                                                                       3. Any vacation time accruing after July 1, 2004 will
TRANSITION PLAN TO MOVE TO NEW VACATION                                be subject to the “use it or lose it” rule. Only the
POLICY FOR NON-BARGAINING EMPLOYEES HIRED                              “banked” vacation time that accrued prior to July 1,
PRIOR TO JULY 1, 2004                                                  2004 may be rolled over in accordance with
   The following guidelines apply to current non-bargain-              the transition rules.
   ing employees to assist with the transition to the new
   vacation policy.                                                 6.3 SICK LEAVE

   1. As of July 1, 2004, Temple University began to accrue         Temple University recognizes that employees may have
   vacation for the current year for non-bargaining employ-         unexpected absences from work due to their own illness or
   ees rather than accrue for use in the future year. Current       the illness of an immediate family member. For purposes of
   employees may also be advanced vacation time pursuant            this policy, “family members” include: (1) the employee’s
   to the policy described above.                                   spouse, (2) the employee’s parent, and (3) the employee’s
                                                                    natural or adopted child or dependent stepchild.
   2. Current non-bargaining employees will receive credit
   for all vacation time accrued from the previous fiscal           To provide employees with continued income during unex-
   year (July 2003 – June 2004). For example, if an                 pected absences for illnesses, each non-bargaining full-time
   employee accrued three weeks of vacation time last fiscal        employee will receive 10 sick days per year. Non-bargaining
   year that he/she would have been eligible to take this           introductory/probationary employees will accrue sick days at
   fiscal year, he/she will receive three weeks of “banked”         the rate of one day per month up to 10 days during their first
   vacation time in addition to the three weeks that he/she         year of employment. Part-time employees, who regularly
   will be accruing this fiscal year, for a total of six weeks of   work in excess of 20 hours per week, are entitled to sick days
   vacation. The employee has two options for dealing               on a pro-rata basis, calculated on the number of hours they
   with the additional “banked” vacation time.                      work. Bargaining unit employees’ entitlement to sick leave is
                                                                    governed by the applicable collective bargaining agreement.
     lUse   it: Between now and June 30, 2007, the employ-
        ee may use the “banked” vacation time in addition           All sick days are for illness and are not simply “extra days”
        to his/her regular vacation time until the “banked”         off with pay from work. Temple University expects that its
        vacation time has been used. In the previous exam-          employees will use their annual sick days only for their own
        ple of the employee with three weeks of “banked”            personal illness or the illness of an immediate family member.

                                                                                                     S u b je c t   to   d isc la ime r
21     Ti m e    Awa y      from      Your     Job

Accordingly, Temple University does not compensate employ-         an employee’s allocation of sick days will be determined on
ees for any unused sick days. Rather, all unused sick days are     a pro-rated basis according to the active service they have
contributed to a paid sick leave bank at the end of the year       completed during that year. At the time of employment
which can be used in subsequent years for an employee’s own        separation, an adjustment for the overage will be made in
illness. An employee who leaves Temple University is not           the employee’s final paycheck, as permitted by law.
entitled to payment for any unused sick days.                      Bargaining unit employees are subject to the provisions in
An employee is cautioned to use sick days sparingly. Unless        their collective bargaining agreement.
on FMLA leave, University medical leave, or other
University Leave that is approved prior to the absence in
                                                                   6.4 BEREAVEMENT LEAVE
accordance with this Employee Manual, an employee who
uses more than five of his or her allotted sick days in any        A full-time and regular part-time non-bargaining unit
fiscal year or otherwise demonstrates a pattern of abuse by        employee will be granted the following paid bereavement
using sick time to extend weekends, holidays or vacation           leave to attend the funeral or mourn the recent death of a
time may be subject to progressive discipline, up to and           family member.
including discharge from employment. Although Temple                  Relative                             Days   of paid leave
University does not typically require medical documentation
                                                                      Spouse, parent, child,                      4 Days
for the use of regular sick days, it reserves the right to do so
                                                                      dependent stepchild,
if the Human Resources Department believes an employee
                                                                      sister, brother
is demonstrating a pattern of abuse. An employee will be
notified in writing by the Human Resources Department if              Grandparent, grandchild,                    3 Days
                                                                      father-in-law, mother-in-law,
he/she is required to provide medical documentation for
                                                                      child of a sibling
regular sick day use.
                                                                      Grandparent-in-law,                         1 Day
Employees are encouraged to build a bank of sick days to              sister-in-law, brother-
help them with salary continuation during their own serious           in-law, or directly-related aunt or uncle
illness. Employees may use sick days from the sick leave
bank for their own serious illness prior to exhausting vaca-       An employee shall make every effort to notify his or her
tion and/or personal days. The elimination period for long-        supervisor prior to taking such leaves. Temple reserves the
term disability is six months. In order to receive salary and      right to demand proof of any death and relationship for
benefit continuation during the entire elimination period,         which leave is taken.
an employee will need 140 banked sick days. To ensure that
an employee has coverage during a second major illness             6.5 JURY DUTY/COURT APPEARANCE
period, there is no cap on the number of sick days that an
employee may bank.                                                 Temple University will excuse any employee who is called
                                                                   to jury duty from assigned work duties on the day(s) the
Temple University policy strictly prohibits the use of sick        employee reports to court. If excused from jury duty for any
days to extend weekends or holidays unless approved by             reason during a workday, the employee must return to work
the employee’s supervisor and/or the Human Resources               to receive pay for that day. Employees called to jury duty
Department. Accordingly, the Human Resources                       shall be required to present a statement issued and signed
Department will monitor the use of sick days for patterns          by the Clerk of the Court stating the number of days the
of sick days clustered around weekends or holidays.                employee was on jury duty. Providing the employee provides
Although sick days are earned throughout the year at a             this documentation, Temple University will treat this
rate of one day per month up to a maximum of 10 days               absence as a paid leave for up to 20 days. Temple University
for full-time employees, Temple University will advance            does not require the employee to turn over any fees paid to
employees all 10 sick days on July 1st of each fiscal year         the employee by the Court for jury duty.
(pro-rated for new hires), with the understanding that if          Bargaining unit employees will be compensated in accor-
employment terminates prior to June 30th of the fiscal year,       dance with the applicable collective bargaining agreement.

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                                                                                         Emp lo y e e       M a nu a l            22

6.6 FAMILY AND MEDICAL LEAVE                                       Time can be taken on a continuous, reduced-hour or inter-
Temple University recognizes that it sometimes may be diffi-       mittent basis depending upon the situation. Employees
cult for employees to balance the demands of a job with per-       should contact Human Resources to request reduced-hour or
sonal and family needs. The Family and Medical Leave Act           intermittent leave.
of 1993 (“FMLA”) requires certain employers to allow eligi-        Temple University requires employees to use all unused
ble employees to take up to 12 weeks of leave (paid and/or         annual sick days (if appropriate in accordance with the
unpaid) to care for a newborn or newly adopted child, to           Sick Leave Policy, Section 6.3), vacation, and personal
recuperate from their own serious illness, or to care for a        holidays during any FMLA leave, unless the employee has
seriously ill family member. For purposes of this policy,          sick leave accumulated in his/her sick leave bank which is
“family members” include: (1) the employee’s spouse, (2)           available for use in accordance with the Sick Leave Policy,
the employee’s parent, (3) the employee’s natural or adopted       Section 6.3. If an employee has exhausted all paid leave
child or dependent stepchild.                                      and is not receiving disability benefits through Temple
An eligible employee is one who has at least 12 months of          University, the balance of the FMLA leave is unpaid.
service with Temple University and has worked at least             Whenever possible, employees should apply for family and
1,250 hours for Temple University during the previous              medical leave by submitting a request to their immediate
12-month period. Eligibility is determined at the time the         supervisor 30 days prior to the start date of the requested
employee requests the leave.                                       leave. If the need for leave is unforeseeable, the employee
An eligible employee, as defined by the FMLA, may take             should submit the request as soon as possible. It is the
up to 12 weeks of family and medical leave during a rolling        employee’s responsibility to notify his/her supervisor in
backward 12-month period for specified family and medical          advance if he/she needs to extend the length of his/her
reasons. Eligible employees are entitled to 12 workweeks of        FMLA leave beyond the leave period initially granted.
FMLA leave during any 12-month period. Under the rolling           If an employee requests FMLA leave to care for an immedi-
backward method, the 12-month period will be measured              ate family member or his/her own illness, the employee must
backward from the date an employee requests FMLA leave             attempt to schedule the leave, where reasonably possible, so
to determine whether the employee is eligible for any addi-        as not to unduly disrupt Temple University’s operations.
tional leave.                                                      Temple University may agree to intermittent or reduced-
Family and medical leave may be requested for:                     schedule FMLA leave when requested by an employee
     lBirth,adoption, or foster care– A new parent or foster       following the birth, adoption, or foster care placement of a
       parent may apply for leave within one year after the        child provided that the employee’s supervisor agrees to the
       child is born or placed in the parent’s home. If both       schedule.
       parents work for Temple University, they will be            When an employee requests FMLA intermittent or reduced-
       entitled to a total of 12 weeks between them.               schedule leave for any reason, Temple University may tem-
                                                                   porarily transfer the employee to another available position
          employee’s serious health condition, as defined by
                                                                   with equivalent pay and benefits if such a transfer better
       law– This includes an employee who requires inpa-
                                                                   accommodates the employee’s need for a reduced schedule
       tient treatment, has a chronic health problem, is
                                                                   or intermittent leave.
       incapacitated for more than three calendar days
       while receiving medical treatment, or has a non-            Temple University requires periodic medical certification
       chronic health condition that could result in a             from the employee regarding either the employee’s own
       period of incapacity for more than three calendar           serious health condition or that of a family member.
       days without medical treatment and/or is pregnant           Temple University also requires periodic reports on the
       (including prenatal care).                                  employee’s status and intent to return to work. However,
                                                                   if the minimum duration of the period of incapacity speci-
         family member’s serious health condition, as defined by
                                                                   fied on a certification for leave is more than 30 days, or
                                                                   if the leave is intermittent or on a reduced-leave basis,
                                                                   Temple University may not request recertification until

                                                                                                    S u b je c t   to   d isc la ime r
23     Ti m e    Awa y     from     Your      Job

the minimum period specified in the certification has passed,    coverage for failing to make premium contribution payments
unless: 1) the employee requests an extension of leave, (2)      while on leave if the premium is more than 30 days overdue
circumstances have changed significantly, or 3) Temple           and the University has given the employee written notice
University receives information that casts doubt on the con-     that the payment has not been received at least 15 days prior
tinuing validity of the certification. Temple University may     to the date coverage ceases. Retirement savings plan partici-
also contact the employee’s health care provider for the pur-    pation may also continue during any period of paid leave.
pose of clarifying and/or verifying the authenticity of the      Employees cannot contribute through the University to any
medical certification. Both the FMLA and Health                  retirement savings plan while on unpaid leave.
Insurance Portability and Accountability Act (HIPAA)             If an employee fails to return to work following the leave for
require that Temple obtain authorization prior to seeking        any reason other than the continuation, return, or onset of a
this information from the employee’s health care provider.       serious health condition or other circumstances beyond the
The employee is not required to sign the authorization, but      employee’s control, the University is entitled to recover the
if he/she does not, Temple University may not be able to         cost of the premiums it paid to maintain the employee’s
adequately evaluate the request for leave. Under such cir-       health care coverage during the period of unpaid FMLA
cumstances, Temple University may deny the request for           leave. Temple University may not, however, recover the
leave based on the information provided in the employee’s        premiums paid with respect to any period of paid leave. If it
health care certification or require the employee to obtain a    becomes known that the employee is not returning to work
second opinion from a health care provider retained by           and therefore ceases to be entitled to FMLA leave, the
Temple University at its expense.                                University’s obligation to provide health benefits (except as
An employee will not accrue sick days, vacation days, or per-    provided under COBRA, see Section 7.11) and to restore the
sonal holidays while on an unpaid FMLA leave. While on           employee to work will cease at that time.
unpaid intermittent or reduced-schedule FMLA leave, an           An employee who exhausts his/her 12 weeks of FMLA
employee’s accrual of sick, vacation and personal days will      leave may apply for other Temple University Leave (see
be pro-rated in accordance with the intermittent or reduced      University Medical Leave, Section 6.7 or University Personal
work schedule.                                                   Leave, Section 6.8). It is the employee’s obligation to notify
Upon return from family and medical leave, the employee is       his/her supervisor if he/she seeks additional leave under
entitled to be returned to the same position held when family    another University policy. The granting of additional leave
and medical leave commenced or to an equivalent position         by Temple University does not extend to the employee’s right
with equivalent benefits, pay, and other terms and conditions    to reinstatement to the same or equivalent position.
of employment. In the event that an employee’s position is       Bargaining unit employees are subject to the terms and condi-
eliminated as part of a scheduled reduction in force while the   tions of the applicable collective bargaining agreement.
employee is on leave, Temple University is not obligated to
reinstate the employee unless there is an open equivalent
position available at the time the employee is able to return    6.7 UNIVERSITY MEDICAL LEAVE
to work and for which the employee is otherwise qualified.       In addition to FMLA leave (Section 6.6), Temple University
Certain key employees, as defined by law, may be denied          also provides eligible employees with an opportunity to apply
restoration to their jobs when that restoration would            for a University medical leave. Although a University medical
cause substantial and/or grievous economic injury to the         leave may be taken in addition to FMLA leave, the combined
University’s operations. An employee who is considered           duration of any such leaves, including FMLA, vacation, sick
a key employee under the FMLA will be notified of that           days, and personal days may not exceed one year.
fact at the time he/she requests a leave of absence.             To be eligible, an employee must be either a full-time or regu-
If an employee is covered under Temple University’s insur-       lar part-time (20 hours or more) non-bargaining employee
ance plans, medical, dental, and other insurance benefits will   and have completed at least six months of continuous service.
continue while the employee is on FMLA leave provided that       Granting of a University medical leave is a discretionary
the employee continues to pay his/her share of the cost of       determination by the University. A University medical leave
such coverage. The University may terminate an employee’s        is unpaid, unless the employee has paid sick, vacation or

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                                                                                       Emp lo y e e        M a nu a l            24

personal days available (See Section 6.3, Sick Leave). In        all accrued vacation time. The length of total leave time
such cases, the employee will be required to use these days      approved, including any paid time (such as vacation time)
until no more are available. Vacation, personal                  will not exceed one year.
holidays, and paid sick time do not accrue during any unpaid     Approval of a request for a University personal leave is a
leave of absence.                                                discretionary determination by the University. If granted, a
Employees may apply in writing to Human Resources for a          University Personal Leave does not guarantee that an
University medical leave for their own serious health condi-     employee may return to his/her position. If the employee
tion, if any of the following circumstances apply:               returns from the leave within a year from the date the leave
     lThey  have six months, but less than one year, of          started, the University will make reasonable efforts to place
       continuous service with the University and are,           the employee in an open position for which he/she is quali-
       therefore, not eligible for FMLA;                         fied. If no positions are available, the employment relation-
                                                                 ship will end.
     lThey   are not eligible for FMLA for other reasons;
                                                                 Vacation, personal holidays and paid sick time do not
     lThey   have exhausted their FMLA leave.                    accrue during any unpaid University Personal Leave. Benefits
An approved University medical leave does not guarantee          will be continued while an employee is on unpaid University
that an employee may return to his/her position and does not     Personal Leave provided that the employee pays the entire
extend any right to reinstatement under the FMLA                 cost of such coverage. The University may terminate an
policy. If the employee returns from the leave within the        employee’s coverage for failing to make premium contribu-
leave period, the University will make reasonable efforts to     tion payments.
place the employee into an open position for which he/she is     Upon approval from the Provost and other designated
qualified. If no positions are available, the employment rela-   University Officers (and the President in cases where the
tionship will end.                                               request is greater than one year), a faculty member may
If an employee is covered under Temple University’s insur-       request a University personal leave to pursue other per-
ance plans, medical, dental, and other insurance benefits        sonal opportunities for which compensation is received.
will continue while the employee is on paid leave of any         In general, a request for a University personal leave is for less
type. Benefits will be continued while an employee is on         than one year in duration. Temple, after careful and
unpaid leave of any type if the employee pays the entire cost    due consideration, shall grant or deny the request.
of such coverage. The University may terminate an employ-        University personal leaves of absences for employees and fac-
ee’s coverage for failing to make premium contribution pay-      ulty in collective bargaining units are governed by the terms
ments while on University medical leave. Retirement savings      of their respective bargaining agreements.
plan participation may also continue during any period in
which the employee continues to receive payment for
                                                                 6.9 MILITARY LEAVE
accrued sick or vacation time. Employees cannot contribute
through the University to any retirement savings plan while      Temple University recognizes that National Guard and
on unpaid leave.                                                 Reserve Component Forces may be called or ordered to
                                                                 active duty.
University medical leaves for employees in collective bar-
gaining units are governed by the terms of their respective      Any employee who is called to or enlists for active duty in
bargaining agreements.                                           the Army, Navy, Marine Corps, Air Force, Coast Guard,
                                                                 Public Health Service commissioned corps, and the reserve
6.8 UNIVERSITY PERSONAL LEAVE                                    components of these services and the National Guard, in
                                                                 response to call-ups to aid with our nation’s security and
Any full-time or part-time non-bargaining unit employee
                                                                 defense needs, automatically shall be granted a leave of
(20 hours or more) may apply in writing to the Human
                                                                 absence in accordance with the provisions of the Uniformed
Resources Department for an unpaid University leave for
                                                                 Services Employment and Reemployment Rights Act of
personal reasons if he/she has completed at least one year
                                                                 1994, for up to five years. This leave can be extended if the
of continuous service for Temple University and has used
                                                                 national emergency continues beyond that period.

                                                                                                   S u b je c t   to   d isc la ime r
25     Ti m e    Awa y     from      Your     Job

Except when required by military necessity or when it is         With regard to employee pension benefit plans maintained
otherwise impossible or unreasonable, an employee must           by the University, any person re-employed after military
give advance notice to his/her supervisor either orally or in    service under this policy will be treated as having no break
writing of any need for a military leave of absence. A copy      in service for the period of military service. Time served in
of the “official orders” must be submitted to the employee’s     the military will be deemed to constitute service with the
supervisor as soon as possible after receipt by the employee.    University for vesting purposes.
Military leaves without pay for employees in collective bar-     Upon completion of active military duty, the employee shall
gaining units are governed by the terms of their respective      be restored to his or her former position or one of equal sta-
bargaining agreements.                                           tus and pay without loss of service credit or seniority, provid-
An employee may use accumulated vacation or personal             ed he/she returns to work within 90 days after discharge
days prior to beginning the military leave of absence. For       from active military service. The individual’s original hire
employees whose active service is 31 days or more, the           date will be maintained for determining length of service,
University will continue the employee’s health benefits cov-     including vacation entitlement and seniority. Pay increases
erage for a period of 30 days from the date military leave       and other benefits that accrue while the employee is on
begins, after which time the employee will have the option       leave will be granted upon reinstatement to active employ-
of continuing such coverage at his/her own expense while         ment. In the event that an employee’s position is eliminated
on active military leave.                                        as part of a scheduled reduction in force while the employee
                                                                 is on leave, Temple University is not obligated to reinstate
Applicable tuition benefits for dependent children and a         the employee unless there is an open equivalent position
spouse will remain in effect for the duration of an employee’s   available at the time the employee is able to return to work
military leave.                                                  and for which the employee is otherwise qualified.

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 Your Benefits

Temple University Ambler Campus
27     U nde rs t a n din g       Your      Ben efit s

7.1 THE BENEFITS OFFICE                                          and other such information must be kept current and accu-
Benefit plan coverage is available to full-time employees and    rate at all times. In the event of a name change, a copy of
                                                                 the employee’s new Social Security card must be submitted
faculty members. Specific benefit plan eligibility is based on
                                                                 to the Human Resources Department to change the name
job classification, and the effective dates of coverage will
                                                                 on the payroll.
vary depending on the type of benefit and, for represented
employees, on the terms of any collective bargaining agree-
                                                                 7.4    HEALTH INSURANCE BENEFITS
ments that are in force. Employees and faculty members
must complete the applicable enrollment process in order         The University offers eligible employees medical insurance,
for coverage to be in effect.                                    which is generally effective upon hire date, subject to the
                                                                 employee’s completion of the enrollment process. For infor-
Employees and faculty members should contact the Benefits
                                                                 mation regarding the choice of carriers available, please see
Office in the Human Resources Department for detailed
                                                                 the HR Web site at www.temple.edu/hr. In addition, the
information about plans and costs. The Benefits Office
                                                                 University offers certain prescription drug coverage benefits,
may be reached at 215-204-1321. The office is in USB,
                                                                 dental insurance benefits, and vision care benefits as part of
Room 608, and is open Monday through Friday, from
                                                                 the employee benefit program. Additional information on
8 a.m. to 5 p.m..
                                                                 these programs is available on the HR web site or by con-
                                                                 tacting the Benefits Office within the Human Resources
7.2 NOTICE OF PRIVACY REGARDING PERSONAL                         Department.
                                                                 Eligible employees may elect single coverage or may elect to
Temple University values each employee, and the protection       cover their spouse and legally dependent children (biologi-
of employee privacy is very important. In conducting busi-       cal, adopted, or step). The University subsidizes, in part,
ness, the Benefits Office in the Human Resources                 the cost of the group medical coverage for single coverage
Department may create and maintain records that contain          and/or the coverage for a spouse or dependent child, with
protected health information about an employee and the           employees and faculty members contributing a percentage
health care provided as a member of a benefit plan.              of the premium. Coverage and co-payments vary by job clas-
“Protected Health Information” is personal information           sification and by bargaining unit.
about an employee or his/her dependent(s) which can rea-         Legally dependent biological, adopted, and stepchildren are
sonably be used to identify the employee and that relates to     covered through age 19, or to age 23 if a full-time student.
the employee’s past, present, or future medical condition, the
                                                                 When an employee returns from any unpaid leave, regard-
provision of health care, or the payment for that health care.
                                                                 less of whether he/she elected benefit continuation during
The Human Resources Department protects each employee’s          the unpaid leave period, the benefit coverage for that the
privacy by maintaining health related information separate       employee received prior to the start of the unpaid leave will
from the main personnel file. Human Resources limits dis-        be reinstated as follows:
closure of this information to those on a need-to-know basis.
                                                                       lWhen   the return to work date is on or before the
The University will produce this information to a third
                                                                        15th of the month, benefits will be reinstated as of
party upon receipt of a duly executed consent by the
                                                                        the first of that month;
employee or a lawfully served subpoena or court order.
                                                                       lWhen  the return to work date is after the 15th of the
                                                                        month, benefits will be reinstated on the first day of
                                                                        the following month.
Each employee must promptly notify the Human Resources
Department in writing of any changes in his/her personal         An employee can elect to pay the full cost of the benefits
data. Personal mailing addresses, telephone numbers, num-        during the unpaid leave period. An employee who elected
ber and names of dependents, individuals to be contacted         to continue benefit coverage during the unpaid leave can
in the event of emergency, educational accomplishments,          continue to do so until benefits are reinstated.

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                                                                                        Emp lo y e e       M a nu a l            28

7.5 LIFE AND DISABILITY BENEFITS                                   options from which to choose. The maximum amount an
The University provides eligible employees with group term         employee may contribute in any calendar year is limited by
life insurance that is non-contributory. The amount of the         IRS regulations. For more information, employees can refer
basic life insurance varies, depending upon the job classifica-    to the HR Web site at www.temple.edu/hr or contact the
tion and/or any applicable collective bargaining agreement         Benefits Department in the Human Resources Department.
in effect.
Eligible employees may elect to purchase additional life           7.7 FLEXIBLE SPENDING ACCOUNTS
insurance in the amounts of 1.5, 2, or 3 times their salary.       Eligible employees may elect to participate in flexible spend-
The maximum amount of life insurance, including the basic          ing accounts. There is one plan for health expenses and a
amount, varies between $300,000 and $500,000. Employees            second plan for dependent care expenses.
pay the full cost of this additional insurance, with the rates
                                                                   Under both plans, employees make an election every
based on age. If additional life insurance is elected within 31
                                                                   December to contribute funds on a pre-tax basis for the
days of initial eligibility, there is no requirement to produce
                                                                   subsequent calendar year. Funds are deducted from an
medical evidence of insurability.
                                                                   employee’s paycheck on a pre-tax basis for federal and FICA
Eligible employees may elect to purchase accidental death          purposes. Employees submit their claims for reimbursement
and dismemberment insurance coverage. AD&D coverage                directly to the third party administrator.
amounts range from $10,000 to $150,000, and employees
                                                                   Under the Health Care Account, employees may contribute
may enroll or change coverage elections effective the first of
                                                                   an amount up to $2,500 or $5,000, depending upon the bar-
any month, with no medical evidence required.
                                                                   gaining unit, per calendar year for payment of unreimbursed
Long-term disability benefits provide a level of income            medical, dental, vision, pharmacy, and hearing expenses.
replacement, as well as continued benefit plan coverage,           Under the Dependent Care Account, employees may con-
after six months of an inability to work. Eligible employees       tribute up to $5,000 per calendar year for eligible child or
share the cost of this insurance with the University, with         elder care expenses. In accordance with IRS regulations,
employees paying 50 percent of the cost. If long-term dis-         employees may only submit expenses incurred during the
ability coverage is elected within 31 days of initial eligibili-   specific calendar year. Any remaining money left in the
ty, there is no requirement to produce medical evidence of         account at the close of the calendar year will be forfeited.
insurability. The LTD benefit provided varies, depending on        The maximum contribution amounts may change based on
the job classification and/or any applicable collective bar-       changes in applicable laws or regulations.
gaining agreement in effect. In some instances, supplemen-
                                                                   Enrollment forms and additional information are available
tal disability benefits are offered.
                                                                   in the Benefits Office in the Human Resources Department.
For more information, employees can refer to the HR
Web site at www.temple.edu/hr or contact the Benefits
                                                                   7.8 TRANSPORTATION BENEFITS
Office in the Human Resources Department.
                                                                   Temple University offers employees the ability to enroll in
                                                                   transportation benefits. Payments for these benefits are
                                                                   deducted through payroll deductions. Employees who leave
                                                                   Temple University must ensure full payment for these bene-
The University offers several different types of retirement        fits and are obligated to reimburse Temple University for
plans, which vary depending on job classification and col-         benefits received but not yet paid for. For more information,
lective bargaining agreements. Employees and faculty               employees can refer to the Wageworks Web site at
members should contact the Benefits Office in the                  www.wageworks.com.
Human Resources Department for information regarding
                                                                   Temple University also allows employees to pay monthly
their eligibility.
                                                                   parking costs in any of the Temple lots on a pre-tax basis.
All employees paid on the University payroll system may            For more information, employees can refer to the office of
voluntarily elect to make pre-tax contributions to a tax           Parking Services Web site at www.temple.edu/parking.
deferred 403(b) account. There are several investment
                                                                                                   S u b je c t   to   d isc la ime r
29     U nde rs t a n din g        Your      Ben efit s

7.9 TUITION REMISSION                                             No tuition remission is given for courses taken in Temple
Temple University offers tuition remission benefits for cer-      University’s Schools of Law, Medicine, Dentistry, or
tain regular full-time employees, including faculty, and their    Podiatric Medicine, with the exception of specially desig-
spouses and eligible dependents subject to the course taken       nated graduate courses as determined by the Dean’s office of
and being in academic good standing and in compliance             the specific professional school. In the School of Pharmacy,
with all academic standards and policies.                         tuition remission is limited to undergraduate programs.

The following persons are eligible to participate in Temple       Graduate tuition benefits may be considered a taxable bene-
University’s tuition remission program for courses taken at       fit. The value of graduate tuition benefits will be included in
Temple University:                                                the employee’s taxable wages, and all applicable taxes will be
                                                                  withheld during the year the tuition benefits are received.
     lFull-timefaculty, subject to the collective bargaining
        agreement between TAUP and Temple University;             The benefit entitlement for eligible employees and eligible
                                                                  dependents is as follows:
     lResearch    and teaching assistants;
                                                                       lEmployee–   100 percent tuition remission for eligible
     lRegular   full-time administrative and non-administra-              Temple University courses, up to eight (8) credits
        tive staff;                                                       for undergraduate and/or graduate courses per
     lSpouses  of tenured, tenure-track faculty, and faculty              semester.
        “grandfathered” as Special Appointment Faculty;                lAn   Employee’s Spouse– 50 percent tuition remission
     lSpouses  of regular full-time administrative staff                  for eligible Temple University courses.
        (T-26 and above); and                                          lAn     Employee’s Dependent Children–
     lLegally  dependent children of full-time faculty and                m   Fall/Spring Semesters. 100% tuition remission for
        regular full-time staff, including natural, adopted, or               up to 10 semesters to complete their degree in a
        non-adopted stepchildren of the employee who are                      Temple University undergraduate program.
        less than 24 years of age when initially enrolled in a                Dependent children may be full-time matriculated
        Temple University undergraduate degree program.                       students, or they may be part-time matriculated or
Tuition benefits begin the first day of the semester after hire               non-matriculated students.
date or date upon which the faculty member or staff member                m   Summer Sessions. An eligible dependent child
becomes a full-time employee. Employees who terminate                         who is a full-time matriculated student at any
employment with Temple University prior to the beginning                      University, including Temple, may receive tuition
of the semester for any reason other than official retirement                 remission for Temple University courses taken over
are not entitled to any further tuition remission benefits.                   the summer sessions. For purposes of this policy,
Employees who terminate their employment with Temple                          either one or both consecutive summer sessions are
University after the start of the semester for any reason                     counted as a single semester, and therefore, will be
other than official retirement will continue to receive the                   counted as one of the 10 semesters for which a
tuition remission benefit through that semester only.                         dependent child is eligible under Temple
Employees and their eligible dependents receiving tuition                     University’s tuition remission program.
remission must remain in academic good standing.
                                                                          m   Temple Abroad.An eligible dependent child who is
Full-time faculty and administrative staff who retire from                    a full-time matriculated student at any University,
Temple University are eligible for the same tuition remission                 including Temple, may receive tuition remission
benefits for which they were eligible the day of retirement.                  for Temple University courses taken as part of
                                                                              Temple Abroad provided that he/she applies for
                                                                              and is accepted into the program through Temple
                                                                              University’s standard admission process.

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If faculty members or employees having at least 10 years          7.11 HEALTH BENEFITS UPON TERMINATION
of service become deceased prior to retirement while still             (COBRA)
in full-time employment status, their children are eligible       Upon termination of employment for any reason other than
for the tuition benefits for up to 10 semesters, including        discharge due to violation of Temple University’s Rules of
any semesters already completed at the time of the                Conduct, a qualified employee and any dependent enrolled
parent’s death.                                                   in Temple University’s health and dental care plans may
Employees may register for any class that does not interfere      elect continuation of coverage known as “COBRA.” Under
with the employee’s regular work schedule. Upon request, a        COBRA, the employee or family member may extend
Vice President or Dean may approve a flexible work schedule       coverage for an additional 18 months (or 36 months, if
for an employee to allow the employee to take a course during     applicable) on a self-pay basis at 102 percent of the total
normal work hours. Under such an arrangement, the flexible        coverage cost.
schedule must not negatively impact the functioning of the        Bargaining unit members should refer to specific applicable
office. In addition, the employee’s regular work schedule must    contract language for information relating to this issue.
be adjusted to account for the time spent at class.
In any given semester, the value of tuition remission benefits    7.12 DOMESTIC PARTNER BENEFITS
on a per-credit-hour basis shall equal the per-credit-hour rate
of the least costly program at Temple University offering the     Temple University offers domestic partner benefits to all of
degree. For instance, the calculated rate of tuition remission    its non-bargaining unit employees and to any bargaining
per-credit-hour for the Executive MBA (EMBA) program will         unit employees whose contract provides for such benefits.
not exceed the standard per-credit-hour rate for the              To be eligible for any benefits under this policy, an eligible
traditional MBA program.                                          employee must certify that he/she is a member of a domestic
                                                                  partnership under Temple University’s domestic partnership
                                                                  policy. Information concerning the certification criteria and
                                                                  procedures is available in the Benefits Office and is posted
It is not mandatory for Temple University to award sever-         on the Human Resources Web site at www.temple.edu/hr.
ance but it may be awarded, if approved by the Human
                                                                  Certified domestic partners are eligible for health insurance,
Resources Department, to full-time, regular, non-bargaining
                                                                  dental insurance, and vision care. In addition, certified
employees whose employment is involuntarily terminated
                                                                  domestic partners are eligible for any benefit that would oth-
by Temple University due to job elimination or reduction in
                                                                  erwise be available to/for a spouse under the Tuition
workforce. Employees discharged for poor performance or
                                                                  Remission Policy (Section 7.9), Bereavement Leave Policy
reasons other than layoff due to lack of work are not eligible
                                                                  (Section 6.4), Sick Leave Policy (Section 6.3), Family and
for severance payments under this policy. Introductory/
                                                                  Medical Leave Policy (Section 6.6), Health Benefits Upon
probationary employees are not eligible for severance.
                                                                  Termination (Section 7.11), and Payment of Outstanding
The following table sets forth guidelines for severance:
                                                                  Wages Upon Employee’s Death (Section 16.9). Children of
    Length of service         Weeks paid of severance             certified domestic partners are eligible for benefits on the
         0 - 1 year                    0 weeks                    same basis as dependent step-children (i.e., the employee
         1 - 3 years                   2 weeks                    must demonstrate that the child is the legal dependent of
         3 - 5 years                   4 weeks                    the employee’s certified domestic partner and that the
         5 - 7 years                   6 weeks                    employee has assumed financial responsibility for the child
         7 - 10 years                  8 weeks                    of his/her domestic partner).
         10- 15 years                  10 weeks                   The premium charged to employees who are eligible for and
         15 – 19 years                 12 weeks                   elect insurance coverage for their certified domestic partner
         20 – 24 years                 15 weeks                   and/or dependent children of a certified domestic partner
         24 - 29 years                 18 weeks                   under this policy are the same co-pays charged to University
         29 and over                   21 weeks                   employees electing insurance coverage for their spouses
                                                                  and/or their covered children.

                                                                                                  S u b je c t   to   d isc la ime r

     The Unforseen

     Temple University Hospital
                                                                                       Emp lo y e e       M a nu a l            32

8.1 WORKERS’ COMPENSATION                                              lSeek  treatment from one of the posted health care
All employees and supervisors must promptly and properly                 providers for a period of 90 days following the date
report Workers’ Compensation incidents, and employees                    of his/her first visit. Referrals to non-panel health
must receive appropriate medical treatment for work related              care providers prescribed by a panel health care
injuries and/or illnesses. For the purposes of this policy, the          provider will be covered. However, other treatment
following definitions apply:                                             or services provided by non-panel health care
                                                                         providers will not be paid by Temple University.
     lWorkers’   Compensation Act: A law defining the liabil-
        ity of an employer to pay damages for injuries            Employees seeking treatment from a non-panel health care
        and/or illnesses received by an employee in the           provider during the first 90 days will jeopardize reimburse-
        course and scope of employment,                           ment by Temple University. If during the 90-day period an
                                                                  employee wishes to change health care providers, he/she
     lEmployee:  Any salaried or hourly employee of Temple        may do so provided he/she visits another panel health
        University as defined by the law,                         care provider. After the 90-day period, an employee may
     lPanel:  Refers to the posted list of at least six health    choose to:
        care providers designated by Temple University to              lContinue   treatment from the posted physician or
        be utilized by injured and/or ill employees during               specialist to whom the employee was referred, or
        the first 90 days of medical care, if needed.
                                                                       lSeek  treatment from another duly licensed health
        Additional information on the panel is included
        on the Human Resources Web site at                               care provider, provided that the employee notifies
        www.temple.edu/hr.                                               the Claims Administrator within five (5) days of
                                                                         the first visit to the non-panel health care provider.
Temple University strives to ensure that all employees who
are injured on the job will receive proper medical treatment      Employees certified as unable to return to work and/or
as required under the Workers’ Compensation Act. Every            with an indefinite return to work date, MUST remain in
occupational illness and/or injury must be reported, regard-      contact with their supervisor and the claims administrator.
less of how minor. These reports will be investigated to          Employees and supervisors may contact the Workers’
ensure the receipt of medical and/or disability benefits due      Compensation Office in the Human Resources Department
the employee.                                                     at 1-215-204-3328.

An employee must report any work-related illness or injury
to his or her supervisor so that the supervisor can arrange       8.2 INDEMNITY AND MEDICAL BENEFIT
for immediate medical care if needed (including transpor-              PAYMENT FOR EMPLOYEES COLLECTING
                                                                       WORKERS’ COMPENSATION
tation), complete all required reports and documents in a
timely and accurate manner, and report the incident to the        Temple University compensates any employee who sustains
Workers’ Compensation Office in the Human Resources               a work-related injury and/or illness in accordance with the
Department. The Workers’ Compensation Office will pro-            Workers’ Compensation Act. This payment is known as an
vide direction and training to manage staff and coordinate        “indemnity benefit” and is in addition to any medical bene-
claims administration.                                            fits the injured worker may receive under the law. Indemnity
                                                                  benefits are not payable to an employee for the first seven
The Pennsylvania Workers’ Compensation Act requires any
                                                                  calendar days, unless the disability equals or exceeds 14
employee who is injured on the job to:
                                                                  calendar days.
     lGive  notice to his/her immediate supervisor, as
                                                                  During the first seven calendar days of absence due to a
        soon as he/she knows that the injury/illness is
                                                                  work-related injury or illness, the employee must use any
        work related,
                                                                  sick days available, including sick bank days. If the work
     lComplete    an Incident Report, and                         related absence equals or exceeds 14 calendar days, and
                                                                  payment for the first seven calendar days of disability is
                                                                  made to an injured and/or ill employee under the Workers’

                                                                                                  S u b je c t   to   d isc la ime r
33     T he      U nf o rseen      In jury

Compensation Act, the employee will be required to                8.5 FAMILY AND MEDICAL LEAVE FOR EMPLOYEES
reimburse Temple University for those sick days paid to                COLLECTING WORKERS’ COMPENSATION
the employee. The sick days will be added back to the             Temple University requires employees to use Family and
employee’s accrued sick leave. Medical payments are made          Medical Leave (FMLA) for all work-related absences or ill-
directly to health care providers for services rendered with      nesses that also meet the FMLA criteria. FMLA provides up
regard to an employee’s work related injury and/or illness.       to 12 weeks of job protection, and, to be eligible, employees
                                                                  must have worked at least 12 months and 1,250 hours in the
8.3 BENEFITS CONTINUANCE AND SENIORITY                            last year.
     WORKERS’ COMPENSATION                                        Employees who meet the criteria for Family and Medical
                                                                  Leave (FMLA) will be contacted by the Human Resources
While collecting workers’ compensation benefits, an
                                                                  Department with regard to this program.
employee accrues seniority but does not accrue sick or
vacation time. Unless otherwise covered by a collective
bargaining agreement, employment will be terminated for           8.6 RETURNING TO WORK FOR EMPLOYEES
those employees who are absent for more than 12 months.                COLLECTING WORKERS’ COMPENSATION
The employee will continue to receive workers’ compensa-          Temple University will make every effort to place employ-
tion benefits until such benefits are terminated in accor-        ees who are released to return to work, with or without
dance with Pennsylvania law.                                      medical restrictions, in an open position for which the
If an employee is covered under Temple University’s insur-        employee is otherwise qualified. Temple University reserves
ance plans, medical, dental and other insurance benefits          the right to assign employees with work restrictions to light
will continue for up to six months of any workers’ compensa-      duty assignments.
tion leave period, provided that employee continues to pay        As soon as an employee is medically cleared to return to
his/her share of the cost of such coverage. At the end of this    work, with or without restrictions, the employee must
period, the employee will receive notice of his or her right to   present his or her release to the Human Resources
continue benefits under COBRA. Employees covered under            Department. The department will then review appropriate
a union benefit plan should contact their union for informa-      and available open positions throughout Temple University
tion concerning the continuation of health benefits.              for a period of no less than 30 days and notify the employee
                                                                  in writing of job availability.
When an employee is on workers’ compensation-related
leave, Temple University holds open the employee’s position
for up to six (6) months (including any period covered by
the FMLA). Employees who are medically cleared to return
to work after six months of absence should notify the Human
Resources Department. The employee will be reinstated to a
comparable position if available. If no position is available,
the employee will be treated in accordance with Temple
University’s reduction-in-force (RIF) policy (Section 16.5)
for purposes of determining eligibility for reinstatement.

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                     Emp lo y e e   M a nu a l   34

Your Paycheck
 and Expenses

The Student Center
35     Your     Pa y ch eck       an d    E xpen ses

9.1 W-2s AND W–4s                                                lWeekly    Salary Pay
Federal, state, and local laws require the University to with-    The weekly salary pay cycle runs from 12:01 A.M.
hold the applicable taxes from each payment made to an            Saturday through midnight Friday. Non-exempt
employee at the time it is actually or constructively paid,       weekly salary employees are automatically paid a
not when the wages are earned and become payable, and to          salary amount based on the information entered
issue W-2’s . Upon hire, each employee is required to com-        into the EDB from the hiring documents. Weekly
plete a W-4 form that specifies the number of tax exemp-          salary employees are paid each Friday for the pay
tions claimed by the employee. Temple University does not         period ending on Friday.
provide assistance in determining the number of tax exemp-
                                                                  No additional documentation is required for a
tions an employee may claim.
                                                                  weekly salary employee to receive his/her
                                                                  regular pay.
                                                                  Additional documentation is required to adjust
Temple University pays its employees on a monthly, bi-            the pay for:
weekly or weekly basis depending on job classification.           l   Overtime,
Temple University is in the process of transitioning to
only a monthly or biweekly payroll schedule. Until this           l   Reductions in pay,
process is complete, the pay cycles are as follows:               l   Advance vacation pay,
     lMonthly   Pay                                               l   Additional compensation, and
       The monthly pay cycle runs from the first calendar
       day of the month through the last calendar day of
                                                                  l   Retroactive pay adjustments.
       the month. University employees on a monthly pay-         lWeekly    Hourly Pay
       roll schedule receive their compensation on the last
                                                                  The weekly hourly pay runs from 12:01 a.m.
       working day of the month.
                                                                  Monday through midnight Sunday. Bargaining unit,
       Regular full- and part-time employees, including           non-exempt employees are paid for the pay period
       faculty, are automatically paid by the HRS payroll         ending on Sunday on the following Thursday. All
       system based on the information entered into the           other non-exempt, non-bargaining unit employees
       employee database (EDB) from the hiring docu-              are paid on Friday following the pay period end
       ments.                                                     date. Because all employees on this payroll are paid
       No additional documentation is required for a              for work performed in the prior week (positive pay),
       monthly employee to receive his/her regular                preprinted time reports must be submitted to Payroll
       monthly pay.                                               Management each Monday by 11 a.m. in order to
                                                                  receive payment for all hours worked during the pay
       Additional documentation is required to adjust the         period.
       pay for:
                                                                  Additional documentation is required to adjust the
       1. Additional compensation;,                               pay for:
       2. Overtime for non-exempt employees,                      l   Reductions in pay,
       3. Reduction in pay, and                                   l   Overtime,
       4. Retroactive pay adjustments.                            l   Advance vacation pay,
                                                                  l   Additional compensation, and
                                                                  l   Retroactive pay adjustments.

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     lBi-Weekly      Pay                                          9.4 DISTRIBUTION OF PAYCHECKS AND
                                                                       DIRECT DEPOSIT
        The bi-weekly payroll runs for a 14-day period, or in
        general, 26 times per year. Employees on the bi-          The University is responsible for paying employees for serv-
        weekly payroll are paid on Friday following the pay       ices performed. Paychecks and direct deposit advices are the
        period end date. Pre-printed time reports are gener-      statements produced and distributed to University employ-
        ated for employees who are paid on a positive             ees documenting payment for the services performed and all
        reporting basis and must be submitted to Payroll          deductions withheld from an employee’s pay. An employee
        Management by 11a.m. on the first Monday follow-          has the responsibility of notifying management immediately
        ing the pay period end date in order to receive pay-      if there is a mistake in the amount of his/her pay.
        ment for all hours worked during the pay period.          Ordinarily, Payroll Management will not release individual
        Additional documentation is required to adjust the        employee paychecks prior to the regularly scheduled pay-
        pay, for:                                                 day. Bargaining unit members should consult their collec-
                                                                  tive bargaining agreement to determine whether and under
        l   Reductions in pay,                                    what circumstances they are eligible to request a paycheck
        l   Overtime,                                             in advance.
        l   Advance vacation pay,                                 Paychecks and direct deposit advices contain confidential
                                                                  information and, as such, any University employee charged
        l   Additional compensation, and
                                                                  with the responsibility of handling paychecks and/or direct
        l   Retroactive pay adjustments.                          deposit advices must exercise great care when distributing
                                                                  the documents to employees.
9.3 TIME RECORDS                                                  Under no circumstances may an employee take or open a
The Employee Attendance Record (EAR) is used to record            paycheck or direct deposit advice for any other employee.
all hours worked including overtime and shift premiums,           If an employee is not at work on payday, the employee’s
time off with pay (vacation and personal days), and time          paycheck or direct deposit advice will be kept in a secure
off without pay for all regular full- and part-time employees.    place until the check can be given to the employee. If a
It also tracks vacation usage and sick day occurrences for        check or direct deposit advice remains unclaimed after
purposes of discipline, docking and FMLA absences.                one week, the check or advice will be returned to Payroll
                                                                  Management indicating it is “unclaimed,” and Payroll
Each department will designate the individual(s) who is/are       Management will attempt delivery. Any employee who has
responsible for recording attendance. Employees may not           not received a paycheck should contact Payroll
record their own attendance.                                      Management.
Employee attendance records must be kept completely,              If an employee is working offsite or is not regularly present
accurately, and in a confidential manner. The employee            on payday, the employee may request in writing that the
attendance records are subject to unannounced reviews to          department mail the paycheck and/or direct deposit advice
ensure proper use.                                                to the employee’s residence on file with the Department of
Falsification of time records is a serious offense. Any em-       Human Resources. No department is permitted to mail the
ployee who falsifies his or her own time record or who falsi-     paycheck and/or direct deposit advice without such a docu-
fies the time record of any other employee is subject to disci-   mented request.
plinary action, up to and including discharge from employ-        To facilitate the distribution of pay in a safe, secure, and
ment. Temple University also may report the incident to the       timely manner, direct deposit is available to all employees
proper authorities for investigation of theft of time for which   paid by the University. All employees are encouraged to
the employee received monetary compensation.                      take advantage of this method of payment. Employees must
                                                                  submit an Authorization Form (available at
                                                                  www.temple.edu/hr) to enroll in direct deposit.

                                                                                                  S u b je c t   to   d isc la ime r
37    Your      Pa y ch eck      an d    E xpen ses

Regular full- and part-time employees, including faculty,         9.6 GARNISHMENT AND WAGE ASSIGNMENTS
are permitted to have their paychecks deposited in up to               (INVOLUNTARY DEDUCTIONS)
five separate accounts at any bank and/or credit union            Involuntary deductions are those over which an employer or
within the United States as long as the financial institu-        employee has no control. The University is required by law
tion is a member of the National Automated Clearing               to make the deduction from an employee’s paycheck when
House Association (NACHA) of the Federal Reserve                  served with a withholding order to deduct a certain amount
Board. To sign up for this program, employees must com-           of an employee’s pay and send it to a person or governmen-
plete and return an Authorization for Direct Deposit form         tal agency to satisfy the employee’s debt or obligation. If an
to the Human Resources Department.                                employee believes that the garnishment or withholding
Student workers and work-study students are only permitted        order was issued in error or is otherwise invalid, it is the
direct deposit into one bank account. A separate direct           employee’s obligation to obtain an order from the appropri-
deposit authorization form is available from either Payroll       ate agency or court directing Temple University to cease the
Management or the Bursar’s Office. Students may also sign         withholding. Until such time, the University will make any
up for direct deposit through OWLNET.                             withholding as required by the order.
In electing to participate in direct deposit, an employee         Types of Involuntary Deductions for garnishments include:
agrees to permit the University to remove funds deposited              lChild   support orders;
into an employee’s bank account in error. In addition, both
                                                                       lTax   levies;
the financial institution and Temple University reserve the
right to cancel the direct deposit agreement.                          lStudent    educational loan collections;
                                                                       lBankruptcy      orders;
9.5 DEDUCTIONS FROM WAGES (VOLUNTARY                                   lCreditor   garnishments; and
                                                                       lEmployee    loans.
Regular full- and part-time employees may voluntarily agree
                                                                  These withholdings are administered and remitted by Payroll
to have wage deductions withheld from their pay on a pay-
                                                                  Management to the appropriate agency in accordance with
period basis. These withholdings and deductions from an
                                                                  the terms of the withholding order or garnishment. Any
employee’s pay are usually made in accordance with the
                                                                  changes or release from the attachment must be authorized
terms of the program or type of deduction and documented
                                                                  by the authorizing agency or court issuing the garnishment or
on the respective enrollment form. The deductions are with-
                                                                  wage assignment order. The University will not discontinue
held and/or stopped at the employee’s discretion by contact-
                                                                  an involuntary deduction without proper notice from the
ing the responsible office.
                                                                  issuing agency or court. Payroll Management reserves the
Only Temple-sponsored programs are eligible for voluntary         right to charge an administrative fee in accordance with the
payroll deductions.                                               terms of state law and the terms of the garnishment.

        Deduction                            Form                                        Responsible Office
        Union Dues                           Authorization card                          HR–Labor Relations
        Annual Giving/                       Authorization card                          Development Office
        University Gift
        Temple Way                           Authorization card                          Office of Community Relations
        Diamond Dollars                      Authorization form                          Diamond Dollars Office
        Parking                              Authorization form                          Office of Parking Services
        Fitness Center                       Authorization form                          Recreation Services

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                                                                                      Emp lo y e e       M a nu a l            38

9.7 OVERTIME                                                        payroll period. (Example: This is currently the way
The Fair Labor Standards Act (FLSA) has established                 Temple University processes overtime pay for non-
minimum standards governing the payment of overtime,                exempt employees).
minimum wage, equal pay, record keeping, and child labor            3. When the supplemental payments are paid separately
provisions to non-exempt employees that the University              from regular wages, federal income tax withholdings
must follow.                                                        must be calculated at the flat supplemental rate as estab-
Non-exempt, non-bargaining unit employees working in                lished by the IRS. The flat rate is applied without regard
excess of their scheduled hours but fewer than 40 hours in a        to withholding allowances or tax tables. All supplemen-
work week are to be paid, at a minimum, at the straight             tal payments that are paid by the University on a sepa-
hourly regular rate of pay.                                         rate check will have federal income tax withheld using
                                                                    the supplemental rate as set by the IRS.
Non-exempt, non-bargaining employees required to work by
their supervisor for more hours than scheduled are to be paid
at a minimum rate of 1.5 times their average straight-time       9.9 SALARY DOCKING OF EXEMPT EMPLOYEES
hourly rate for all hours worked in excess of 40 hours in a      Temple University complies with the provisions of the Fair
single work week as established under the FLSA. Exempt           Labor Standards Act and state and local wage laws. In
employees are not entitled to overtime compensation.             accordance with these laws, and except as permitted by
Employees represented by a collective bargaining unit            these laws, exempt employees generally are paid on a
should refer to the appropriate bargaining unit agreement        salaried basis, regardless of the number of hours they work
for the terms regarding overtime payments including, but         in a given workweek. Temple prohibits any unauthorized
not limited, to premium pay.                                     deductions from the salary of such exempt employees.
                                                                 It is Temple’s policy to make deductions from the salary of
9.8     SUPPLEMENTAL PAYMENTS                                    an exempt, salaried employee when he or she is absent from
                                                                 work only as follows:
To maintain strict compliance with Internal Revenue
Service (IRS) regulations, the University has determined            1. When an exempt, salaried employee who is absent from
that all payments received by an employee that are not              work for one or more full days for personal reasons, other
regular wages are “supplemental wages” as defined by the            than sickness or disability, and has no paid time off avail-
Internal Revenue Service. Supplemental wages include                able, the employee’s salary for that week may be reduced
but are not limited to the following types of payments:             for each day of his or her absence.
Retroactive pay                Overtime pay                         2. When an exempt, salaried employee is absent from
Severance or dismissal pay Back pay awards                          work for one or more full days as a result of his or her
Bonuses                        Unused annual leave                  own sickness or disability, including absences as a result
Work during vacation           Commissions                          of a work-related accident or injury, the employee will be
                                                                    compensated for this illness under Temple’s sick leave,
Summer School pay              Non-qualified moving
                                                                    disability or workers compensation policies, as appropri-
                                                                    ate. If the employee has no sick time remaining and is
Summer Research                Discriminatory tuition
                                                                    not eligible for disability benefits, the employee’s salary
Fellowships                    remission
                                                                    for that week may be reduced for each day of the
                                                                    employee’s absence.
The IRS has established the following specific regulations
for withholding federal income tax from these payments:             3. When an exempt, salaried employee takes unpaid
                                                                    leave under the Family and Medical Leave Act, includ-
      1. The employer can combine the supplemental wages
                                                                    ing intermittent leave, the employee’s salary may be
      with the payment of regular wages in the payroll period.
                                                                    reduced for each hour (or fraction of an hour) of unpaid
      2. The employer must withhold federal income tax as if        leave taken.
      the combined payment is a single wage payment for that

                                                                                                 S u b je c t   to   d isc la ime r
39      Your      Pa y ch eck     an d    E xpen ses

     4. When an exempt, salaried employee is suspended for     active University employees requesting a replacement.
     violation of safety rules of major significance, the      For former employees, the fee must be remitted at the same
     employee’s salary will be reduced for the length of the   time of the request in order for the replacement document
     suspension.                                               to be reissued.
     5. When an exempt, salaried employee is suspended for
     one or more full days for violation of one or more of     9.11 CITY WAGE TAX REFUNDS
     Temple’s workplace Rules of Conduct, the employee’s       Currently, the City of Philadelphia allows Temple University
     salary will be reduced for each day of the suspension.    to reimburse employees for City of Philadelphia wage taxes
                                                               when they meet certain requirements. This accommodation
This policy addresses pay deductions from exempt, salaried
                                                               is subject to the continuing approval by the City of
employees based on the employee’s absence from work.
                                                               Philadelphia and can change at any time.
Salary deductions made as required by federal, state and
local laws, deductions under Temple’s benefit plans and        As a convenience to eligible employees, the University will
any other voluntary deductions authorized by the employee      process refunds for City of Philadelphia wage taxes withheld
are not covered by this policy.                                from nonresident employees for authorized work performed
                                                               outside of the City of Philadelphia. An employee can request
An exempt, salaried employee, who believes that an
                                                               the refund at any time during the calendar year, but no later
improper deduction has been made from his or her salary,
                                                               than December 15th. Refund requests will be accumulated
should report this deduction immediately to his/her mana-
                                                               and paid to the employee at the end of a quarter (March,
ger and/or the Payroll Management Office. Temple will
                                                               June, September, and December).
promptly investigate the employee’s complaint. If an
improper deduction has been made, Temple will reim-            The wage tax is not refunded for vacation, sick, or weekends
burse the employee for the improper deduction.                 spent outside of the city. The refund is included in an
                                                               employee’s paycheck or direct deposit advice; a separate
9.10 DUPLICATE W-2 AND 1042-S FORMS                            check or advice will not be produced.
The University currently retains approximately 10 prior        Nonresidents of the City of Philadelphia who perform all
calendar years of W-2 and 1042-S forms issued to employees.    their work for Temple University outside the city are eligible
This record retention exceeds current Internal Revenue         to be classified as exempt from city wage tax withholdings.
Service regulations that require employers to maintain four    Such employees will not have City of Philadelphia wage
calendar years, plus the current year of tax documents. The    taxes deducted from their regular paycheck; thus, a refund is
University reserves the right to limit the retention of tax    not required. Work location must be clearly documented on
documents to those required by the IRS.                        the paperwork submitted to the Human Resources
                                                               Department before an exemption will be established.
All requests for the issuance of duplicate W-2 and/or 1042-S
forms must be in writing. No requests will be accepted over    A City Wage Tax Refund Form is available on the Temple
the telephone. This policy has been established to protect     University Web site at www.temple.edu/forms. Any em-
both the employee and the University. Salary information is    ployee requesting a refund must complete the City Wage
confidential in nature and will not be disclosed to anyone     Tax Refund Form and submit it to Payroll Management,
without written authorization.                                 along with the supporting documentation for the request.
                                                               If adequate documentation is not submitted with the refund
A replacement tax document can be obtained by complet-
                                                               request, it will be returned along with a request for addi-
ing the Request for IRS Form W-2 and 1042-S in its entirety
                                                               tional information.
and submitting the form to Payroll Management in the
Human Resources Department. The form, along with the
procedures for completing the form, can be obtained from       9.12 TRAVEL EXPENSES
the University forms Web site at www.temple.edu/forms.         Temple University maintains a travel expense policy to
A replacement fee will be charged in accordance with           reimburse employees for university-related expenses. Please
the established Payroll Management fee schedule. This          see the most recent Travel Expense Policy on the Temple
fee can be deducted through payroll deduction for all          University Web site at www.temple.edu/controller/travel.

Subj ect     to   disclai m er

Your Career at
 Temple University

Temple University Center City campus
41     Your        Ca r eer       at   Te m p l e   Un iv e rsity

10.1 CLASSIFICATION OF JOBS                                         the core competencies and the various role-related competen-
Temple University has established a position classification         cies (see Section 10.8). Position descriptions may be found
program that appropriately identifies and classifies employ-        on the Temple University Human Resources Web site at
ees’ roles, responsibilities and accountabilities in a manner       www.temple.edu/hr.
that is consistent and competitive. Positions are evaluated
through the use of comparative analyses of similar positions.       10.3 REVIEW OF CLASSIFICATION OF
As a result of evaluation, positions that require similar skill           JOBS/POSITIONS
levels, responsibility levels, effort, qualifications, and work-    The Human Resources Department reviews positions to
ing conditions are assigned to the same position class.             maintain the appropriate classification of jobs within the
The objectives of the classification plan are to:                   University, without regard to race, color, religion, gender,
                                                                    sexual orientation, national origin, ancestry, age, disability,
     lEnable  the organization to attract and retain compe-         marital status, or veteran status in employment or in any pro-
        tent employees,                                             gram. To initiate the classification or position review process,
     lEstablish    administrative policies and procedures that:     a supervisor or unit head submits a Role Comparison form or
                                                                    a job description to Human Resources. Human Resources
        m   Employees can easily understand,
                                                                    may also initiate a review.
        m   Are sufficiently flexible to meet changing internal
            conditions and outside influences, and
                                                                    10.4 APPEAL OF CLASSIFICATION OF JOBS
        m   Ensure uniform and consistent treatment for all.
                                                                    The Human Resources Department will advise a supervisor
     lEstablish a structure of salaries for all positions that is   or department head of the results of its review and proposed
        competitive with salaries paid for similar work in          classification of the position. If the supervisor or department
        the appropriate labor market,                               head disagrees with the classification, he/she may request
     lEstablish   a wage range for each position that accurate-     that Human Resources conduct a second review. Any non-
        ly reflects the relative value of that position in com-     bargaining employee who believes his/her job is mis-
        parison to all other positions in the organization,         classified should utilize the procedure outlined in Section
                                                                    10.10, Employee Dispute Resolution—Non-Bargaining.
     lEnsure compliance with all federal, state and local           Bargaining unit employees should consult the procedures
        compensation statutes and regulations, and                  set forth in their collective bargaining contracts.
     lEstablish career ladders to help foster the develop-
        ment of employee skills and abilities.
                                                                    10.5 REVIEW OF EXEMPT OR NON-EXEMPT
The Human Resources Department maintains the classifica-                  JOB STATUS
tion structure and periodically evaluates and adds positions        Any employee who believes he/she has been improperly
based on departmental needs and changes in the market               classified as an exempt or non-exempt employee (see
environment. The Human Resources Department Web site                Section 3.3) may initiate a review of his/her exempt or
provides detailed information on job classifications. See           non-exempt status through his/her supervisor. The employee
www.temple.edu/hr.                                                  should state the basis for his/her belief that the classification
                                                                    is incorrect. The Department of Human Resources will noti-
10.2 POSITION DESCRIPTIONS                                          fy the supervisor/employee within five business days of its
Position descriptions ensure that all non-faculty, bargaining       decision and the basis for the classification.
and non-bargaining employees have well-defined, clear, and
consistent information regarding their positions at Temple          10.6 WAGE/SALARY STRUCTURES FOR POSITIONS
University. The Human Resources Department has prepared
                                                                    Prior to the posting of any opening, the Human Resources
and maintains position descriptions for every non-bargaining
                                                                    Department evaluates the position to determine the appro-
unit by level, and is some cases, by job. Each position descrip-
                                                                    priate classification and wage/salary structure. An employee
tion identifies the key responsibilities/duties of the position,
                                                                    responding to a posted position with a different wage structure
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                                                                                      Emp lo y e e           M a nu a l            42

than his/her current position can consult with the Human        The Temple University Performance Development System
Resources Department to determine how the posted position       is designed to go beyond the traditional year-end perform-
would affect his/her compensation and/or benefit level.         ance appraisal practice through inclusion of year round
In the case of a promotion, the policy on Promotional           performance planning, managing, and appraising. Major
Salary Adjustments for non-represented employees will           features include:
apply. See Section 11.11.                                            lPosition   responsibilities,
In the case of a lateral change, the policy on Salary                lGoals/Projects,   and
Adjustments for Lateral Changes will apply. See                      lCompetency     development.
Section 11.10.
                                                                The common thread or link in the above is a set of compe-
If the reclassification of a position results in the position
                                                                tencies that identify those values/skills/capabilities that the
changing from a union position to a non-represented
                                                                University needs for future growth.
position, the Human Resources Department will notify
the dean and/or department head as well as the appro-           Performance development begins with performance plan-
priate union.                                                   ning. It includes clearly defined and appropriately classified
                                                                jobs. Generic position descriptions have been prepared to
10.7 PERFORMANCE DEVELOPMENT SYSTEM                             help employees understand job functions and expectations.
                                                                All position descriptions have been developed around the
Temple University is committed to enhancing the perform-        agreed upon “core” competencies and “role related” compe-
ance and professional development of all employees through      tencies. In this way, an employee can understand what skills
a Performance Development System. The Performance               or competencies need to be developed to improve perform-
Development System serves to reinforce the mission, goals       ance in the current job or to move laterally or promotionally
and objectives of the University as a premier academic and      to a different job.
research institution that also maintains a strong community
focus. This program creates a consistent, University-wide       Throughout the fiscal year, supervisors provide periodic
approach to performance management. All non-faculty,            feedback on performance and coach, counsel, and mentor
administration and staff, including bargaining unit employ-     their employees as part of Temple University’s commitment
ees, who work 20 hours or more per week, are included in        to training and professional development opportunities.
the program.                                                    At the end of the fiscal year, employees complete an Action
The Temple University Performance Development System is         Plan Worksheet/Self-Assessment which can be found at
a totally integrated program consisting of:                     www.temple.edu/hr. Supervisors use their employees’ self-
                                                                assessment in conjunction with their evaluation in prepar-
      lClearly   defined job descriptions,                      ing the final appraisal.
      lMutually agreed upon expectations of position            During the end-of-the-year review meeting, performance
        responsibilities,                                       planning also begins for the next fiscal year.
      lGoals/projects and competencies which are strategi-      While the end-of-the-year ratings should not be a surprise
        cally aligned with the University’s and                 to employees, employees who believe their supervisors’
        colleges’/schools’/departments’ visions, missions       evaluations are inaccurate may detail their concerns on
        and goals,                                              the “Employee Comments” section of the Performance
      lSpecified development plans to improve performance       Development Plan. Non-bargaining employees should
        in the current job and to promote career growth,        address their concerns first with their supervisor and then
        and                                                     with the next level supervisor. If there is no resolution of
                                                                their complaints, employees may then ask for the Human
      lTraining   linked to development needs.
                                                                Resources Department to review their complaint.

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43      Your     Ca r eer       at   Te m p l e   Un iv e rsity

10.8 THE TEMPLE UNIVERSITY COMPETENCIES                           needs to perform effectively, regardless of role and organiza-
Temple University has identified 23 competencies that are         tional level. The role-related competencies are those val-
critical for the University’s future growth. The competencies     ues/skills/capabilities that are more essential in certain roles
are divided into those 13 that are core and 10 that are role-     than others in developing performance. Employee job
related. Core competencies are the essential values/skills/       descriptions identify those role-related competencies that
capabilities that every employee at Temple University             are especially emphasized in that position.

     Accountability– takes personal responsibility for all           Initiative– independently anticipates and identifies
     work activities and personal actions, implementing deci-        problems, obstacles and opportunities and takes deci-
     sions that have been agreed upon, and acknowledging             sive action to address them.
     mistakes and failures without blaming others.                   Interpersonal Skills– works effectively with others
     Clear Communication– expresses oneself clearly and              using empathy and self-regulation to manage interac-
     effectively when speaking and writing to individuals and        tions with others.
     groups, listening attentively and ensuring communica-           Problem Solving/Decision Making– generates success-
     tion is understood by all parties involved.                     ful approaches to analyzing and resolving problems and
     Client/Customer Service Orientation– focuses one’s              makes good decisions based upon a mixture of analysis,
     efforts on exceeding the customer’s needs. Takes personal       wisdom, experience, and judgment.
     responsibility for dealing with and/or correcting customer      Quality Assurance/Attention to Detail– accomp-
     service issues and concerns.                                    lishes tasks through concern for all aspects of the job,
     Continuous Improvement Orientation– strives to                  no matter how small. Accurately checks processes and
     constantly enhance quality and streamline processes             tasks and follows up.
     related to how work is done.                                    Respect and Valuing Diversity– demonstrates the
     Dependability– consistently produces high quality work          ability to recognize, understand, accept and appreciate
     with unfailing reliability. Can be counted on to get the        the value of workplace diversity; respects the practices,
     job done and done well each time.                               values, and points of view of other individuals and
     Efficiency– utilizes time effectively for maximum per-
     formance. Completes activities/projects on or before            Teamwork and Collaboration– works cooperatively
     scheduled deadlines with minimal errors and takes full          with others, contributes to and accepts group opinion,
     advantage of the resources available.                           and understands that organizational and team goals
                                                                     take precedence over individual goals.
     Ethics– demonstrates the ability to adhere to an
     appropriate and effective set of core values and beliefs
     and to act in line with those values.

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                                                                                    Emp lo y e e       M a nu a l            44

   Analytical Thinking– understands a situation, issue or     Leadership– develops strategic plans and influences
   problem by using a step-by-step process, applying basic    others so that they will strive willingly and enthusiasti-
   rules and learned concepts.                                cally toward the achievement of goals that support the
                                                              mission of the department and the university.
   Change Leadership– initiates, sponsors, implements,
   supports and leads others through organizational or        Organization/Planning– establishes work priorities, meth-
   departmental change efforts.                               ods and project flow to accomplish objectives. Utilizes
                                                              time effectively for maximum performance. Anticipates
   Creativity and Innovation– generates novel and
                                                              and prepares for future developments and deadlines.
   imaginative contributions and solutions to problems,
   projects, processes and situations.                        Resilience and Adaptability– adjusts to changing cir-
                                                              cumstances by altering attitudes and behaviors; displays
   Developing Self– applies expertise/ knowledge
                                                              resilience and flexibility in response to setbacks and
   within and across specialized technical/functional
                                                              stressful situations with energy and optimism.
   areas. Includes self assessment, soliciting performance
   related feedback and taking initiative to build one’s      Resource and Project Management– allocates time and
   own skills.                                                resources (material, financial and human) in order to
                                                              reach goals, integrates complex project steps and out-
   Developing Others/Supervision– works in partner-
                                                              comes and follows-up by monitoring results of delega-
   ship with staff to develop departmental, personal
                                                              tions and assignments.
   and professional goals, encourages staff growth, and
   maintains a cohesive work team.                            Technical/Professional Skills– achieves a proficient
                                                              level of technical and professional skills/knowledge in
                                                              job-related areas. Involves continual assessment and
                                                              skill development.

Temple University provides employees with many opportu-            lSupport   management’s goals and objectives by
nities for professional and personal growth and, as an aca-           following job instructions,
demic institution, encourages employees to continue their
                                                                   lObserve  all safety regulations, policies and
growth by utilizing the many training and educational
opportunities provided.                                               procedures,
                                                                   lFollow   specific University and departmental rules,
All Temple University employees are expected to:
     lMeet                                                         lMaintain   a courteous and professional demeanor
             established expectations of job performance,
                                                                      when dealing with students, co-workers, faculty,
     lComply    with attendance policies,
                                                                      supervisors, visitors, and other customers, and
     lBe   responsible in the performance of job duties,           lEngage   in appropriate conduct in the performance
     lMeet   stated standards of efficiency,                          of duties, during working hours or while on Temple
     lRespect  the personal and property rights of Temple,            University property.
       other employees, students, patients, clients, and
       visitors to the Temple community,

                                                                                               S u b je c t   to   d isc la ime r
45     Your       Ca r eer         at   Te m p l e   Un iv e rsity

Employees who do not adhere to these standards and/or              10.10 EMPLOYEE DISPUTE RESOLUTION–
fail to meet the stated expectations for their position are                NON-BARGAINING
subject to disciplinary action up to and including discharge       Temple University strives to resolve misunderstandings,
from employment, depending upon the nature of the con-             complaints and disputes arising from employment with the
duct. Examples of conduct that becomes more serious                University whenever possible. Misunderstandings, com-
if repeated over time include:                                     plaints, or disputes can arise out of actions taken by admin-
     lAbsenteeism,                                                 istration, supervisors, coworkers (including direct reports,
                                                                   part-time and temporary employees, consultants or other
                                                                   independent contractors) as well as actions taken by stu-
     lInefficiency,   and/or                                       dents and visitors to the Temple University campus.
     lPoor   job performance.                                      Employees are strongly encouraged to avail themselves of
                                                                   one or more of the following options:
A supervisor should consult with the Human Resources
                                                                        lDiscuss   the problem with the supervisor, or
Department to determine the appropriate level of discipline.
                                                                        lDiscuss the problem with the unit manager or the
Temple University deems some violations so serious as to
warrant immediate discharge from employment. These                        next level supervisor, or
violations include, but are not limited to:                             lConsult   with the Human Resources Department, or
     lStealing,                                                         lConsult   with the Office of Multicultural Affairs.
                                                                   Supervisors/managers will consult with the Human
     lInsubordination;                                             Resources Department or Office of Multicultural Affairs
                                                                   whenever the misunderstanding, complaint, or dispute
     lHarassing, abusive or threatening conduct of any             involves a potential violation of any Temple University
       kind (verbal, written, or physical),                        policy. The employee should receive a verbal or written
     lViolence    of any kind,                                     response to their complaint from the supervisor/manager
                                                                   within two business days. Any employee who does not
                      or defacing of University property,
                                                                   receive a response within two business days should contact
     lCriminal    activities,                                      the Human Resources Department.
     lFalsification/Misrepresentation      of information and/or   Members of a bargaining unit should consult their collective
       documentation,                                              bargaining contracts.
     lDisclosure of confidential personal information or           The Human Resources Department reviews in advance all
       proprietary business information.                           termination decisions. The decision to terminate an intro-
The Human Resources Department must be consulted                   ductory/probationary employee is not subject to the dispute
prior to the termination of any employee for any reason.           resolution provisions in this section.

Bargaining unit employees should consult their collective          This procedure is also outlined in Section 13.4; all employ-
bargaining agreements and the Temple University Work               ees who have complaints or disputes with University staff
Rules and/or Rules of Conduct.                                     should follow this process.

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Recognition of

The Liacouras Center

                       S u b je c t   to   d isc la ime r
47      R e c og ni tion           of   P erforman ce

11.1    SALARY SCALES                                                11.4 BASE INCREASES
Temple University bases its salary scales on the market              Base increases may be provided to all eligible employees on
wages for various job levels. The Human Resources                    an “across the board” basis, with each eligible employee
Department maintains and adjusts the scales as appropriate.          receiving an equal percentage increase in pay. Eligibility
Salary scales for positions that are represented by a collec-        shall be based upon criteria to be determined by Temple,
tive bargaining unit are set forth in and governed by the            including, but not limited to, date of hire, time of continu-
specific applicable contract language in the applicable              ous service, and performance. Employees whose salaries
collective bargaining agreement.                                     exceed the “maximum” salary for their respective positions
                                                                     may receive all or part of the base increase in the form of a
11.2 HIRING RATES                                                    one-time bonus instead of a salary increase.
The salary structure for non-bargaining full-time employees
consists of 12 grades, T21–T32. Each grade is established            11.5 STEP INCREASES
based on market competitive data, and therefore, may peri-           The purpose of step increases is to allow employees whose
odically change. Every grade has the following:                      salaries fall below the target rate for their respective posi-
       la   recommended “new hire” range,                            tions to progress to the target rate in regular increments.
        “target” rate which approximates the “going”                 An employee whose rate of pay falls below the “target” rate
        market rate, and                                             established for his/her position may be eligible for a “step”
                                                                     increase, the amount of which is subject to the sole discre-
            “maximum” salary paid for that grade level.
                                                                     tion of Temple University. Eligibility for step increases shall
More detailed information concerning the hiring rates for            be based upon criteria to be determined by Temple, includ-
each grade is set forth on the University’s Human Resources          ing, but not limited to, date of hire, time of continuous serv-
Web site at www.temple.edu/hr.                                       ice and performance. Employees whose salaries exceed the
Employees covered by collective bargaining agreements are            target salary for their respective positions will not receive
subject to the provisions of the appropriate agreement and           step increases.
should refer to their contract.
                                                                     11.6 PERFORMANCE-BASED PAY
11.3 ANNUAL INCREASES TO SALARY                                      Temple University’s performance pay program recognizes
The following provisions apply to annual salary increases            both an employee’s performance and the employee’s position
for non-bargaining full-time employees. Employees covered            on the salary scale in order to reward an employee for per-
by collective bargaining agreements are subject to the pro-          formance and behavior that is valued by the University.
visions of the appropriate agreement and should refer to             With the Performance Development System, Temple
their contract.                                                      University utilizes consistent resources, methods, and tools
Temple University may, in its sole discretion, provide for           to evaluate individual contributions and results against stat-
salary increases of its non-bargaining employees. The amount         ed goals and objectives. Performance-based pay establishes
of salary increases, as well as any eligibility standards shall be   the primary linkage between pay and recognition for contri-
determined annually in Temple University’s sole discretion.          butions for non-bargaining employees and rewards for the
                                                                     prior year’s performance through differentiation of pay.
Annual salary increases may be divided into three categories:
                                                                     Performance pay parameters are determined annually.
               or “across-the-board” increases,
                                                                     Guidelines are presented to all managers to provide guidance
       lStep   increases, and                                        on appropriate increases based on performance. Performance
       lPerformance-based       increases.                           rewards for employees may vary depending on job perform-
                                                                     ance and position in salary range. Employees who do not per-
Each of these types of increases is described in the                 form at a “satisfactory” level or above may be ineligible for a
next section.                                                        performance-based pay increase for the year. Employees who

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                                                                                     Emp lo y e e       M a nu a l            48

are at the maximum of their range are not eligible for a        paid by the department for other comparable positions as
performance-based increase in base salary, but may receive      well as the “target” salary for the position.
their performance-based pay supplement in a one-time lump       When a non-represented employee has been reclassified to a
sum payment.                                                    lower-level position, the provisions of the policy on Position
Employees covered by collective bargaining agreements are       Downgrades will apply (see Section 11.12).
subject to the provisions of the appropriate agreement and      When a non-represented employee has been reclassified to a
should refer to their contract.                                 position in the same grade level, the provisions of the policy
                                                                on Salary Adjustments Without a Change in Grade apply
11.7 PERFORMANCE BONUSES                                        (see Section 11.9).
Performance bonuses are one time payments which may be          Bargaining unit members should refer to specific applicable
awarded by management in accordance with established            contract language for information relating to this issue.
University criteria. Performance bonuses are awarded annu-
ally based on the following criteria:                           11.9 SALARY ADJUSTMENTS WITHOUT A
     lOverall  performance is at the “proficient” level or           CHANGE IN GRADE
       better, and                                              Under limited circumstances, the Temple University Job
     lThe employee performs substantially above and
                                                                Classification System enables managers to request that the
       beyond expectations on a specific goal or project, or    Human Resources Department evaluate a non-bargaining,
     lThe employee makes a contribution that has signifi-       non-faculty full-time position for a salary adjustment in the
       cant impact on university or department objectives,      absence of a change in grade. Such adjustments shall only
       or                                                       be considered under the following circumstances:
     lThe  employee goes above and beyond the normal               An Internal Department Adjustment may be requested
       responsibilities required for his/her position, or          in cases where:
     lThe                                                            lan employee’s pay is below the market or “target”
          employee assumes added responsibilities in the
       short-term to rectify a situation in which there is a           salary for the position, and
       “gap” in the organization.                                    lbelow  that of peers in the department who are per-
This program allows senior management to recognize                     forming a job with the identical grade, comparable
documented efforts that result in identified cost savings              duties, and responsibilities, and
and/or significant cost/benefit/quality improvement and/or           lthe  employee has equal or greater seniority, capabi-
revenue enhancement.                                                   lities, relevant job experience, and performance
Employees covered by collective bargaining agreements                  than such peers, and
are subject to the provisions of the appropriate agreement           lthe employee was hired prior to January 2003
and should refer to their contract.                                    (the implementation of the current pay classifica-
                                                                       tion system).
11.8 SALARY ADJUSTMENTS UPON                                       A Market Adjustment may be requested in cases where:
                                                                     lHuman    Resources or the department head has iden-
If a position reviewed by the Human Resources Department
                                                                       tified hiring or retention issues associated with a
results in an upgraded classification (see Section 10.3), the
                                                                       particular discipline or skill set and such an adjust-
Human Resources Department will conduct a salary analysis
                                                                       ment is necessary to stay competitive.
and determine an appropriate salary for the position within
the classification system. In making the recommendation,
the Human Resources Department will review the salaries

                                                                                                S u b je c t   to   d isc la ime r
49     R e c og ni tion         of   P erforman ce

     lIt  is not sufficient to simply show that the salary paid   Promotional salary adjustments in excess of these standards
        an employee is less than the market or that may be        must be based on special market considerations and must be
        available elsewhere. There must be a showing of a         approved by the Human Resources Department prior to the
        significant movement in the employment market             action occurring.
        for the skill set, or that the particular employee is     Bargaining unit members should refer to specific applicable
        likely to leave Temple’s employment                       contract language for information relating to this issue.
        to take a job with similar responsibilities at a
        greater salary.
                                                                  11.12 POSITION DOWNGRADES
Positions that are represented by a collective bargaining
unit must follow the specific applicable contract language        A position downgrade occurs when an employee moves
for salary adjustments.                                           (voluntarily or involuntarily) to a position in a lower grade.
                                                                  When considering organizational changes which may result
11.10 SALARY ADJUSTMENTS FOR                                      in a position downgrade, and in certain cases a transfer, the
      LATERAL CHANGES                                             department head must consult with the Human Resources
                                                                  Department prior to initiating any changes to ensure
A transfer is defined as a lateral move either within or out-
                                                                  University compliance with Temple University policies and
side the current job role. Non-represented employees mov-
                                                                  bargaining agreements.
ing from one position to another within the same classifica-
tion group are not normally eligible for a salary increase as a        lIf the position downgrade results from a restructuring
result of this change.                                                    or reorganization, a salary decrease is not recom-
If a current employee is transferred to a position with a
lower salary range, the employee will continue to be paid              lIf the position downgrade results from performance-
the same amount UNLESS it is above the maximum rate of                    related issues, a salary decrease consistent with the
the salary range, in which case a lower salary may be recom-              appropriate salary scale for the new grade is recom-
mended (see Section 11.12).                                               mended,
Positions that are represented by a collective bargaining unit         lIf the position downgrade results from a voluntary
must follow the specific applicable contract language for any             transfer into a lower level position, a decrease in
salary adjustments and/or lateral changes.                                salary appropriate with the new salary structure is
11.11 SALARY ADJUSTMENT FOR PROMOTIONS                            Bargaining unit members should refer to specific applicable
                                                                  contract language for information relating to this issue.
A promotion is defined as a change resulting from the
advancement to a different position that requires activities
of significantly increased complexity and is situated in a        11.13 ADDITIONAL COMPENSATION
higher salary grade than that of the previous position. A         Non-represented employees may be entitled to additional
promotion may also occur when an employee moves to a              compensation when performing services that are temporary
new classification.                                               in nature and beyond the scope of, and not part of, their
When a non-represented employee is promoted, a salary             regular responsibilities. Compensation for the additional
increase is usually appropriate at the time of the promotion.     services will be determined, in advance, through consulta-
The following promotional salary increase guidelines apply:       tion between the Human Resources Department and the
     lIf the promotion is by one salary grade, an increase        department head requesting the additional compensation.
        ranging from 5-8 percent, but at least to the mini-       Where additional services are not temporary, Human
        mum of the next salary grade,                             Resources will review the position to ensure accurate
     lIf the promotion is by two salary grades, an increase       classification.
        ranging from 8-12 percent but at least to the mini-
        mum of the appropriate salary grade.

Subj ect    to   disclai m er

A New Position

Climbing at the Welcome Fair
51     A   N e w     Position

12.1 EMPLOYMENT SELECTION AND PLACEMENT                             Any employee may post for a position in a confidential
Temple University acknowledges the importance of its                manner without prior consent or approval from his or
employees to its success as a national institution of higher        her supervisor.
education. The University also recognizes the need to provide
employment and career opportunities for talented individuals.       12.4 BEING INTERVIEWED
Accordingly, Temple University has developed selection and          The Human Resources Department forwards applications
placement procedures to identify vacant non-faculty positions       and resumes that meet the basic requirements for a vacant
and to hire qualified individuals for those positions. This poli-   position to the hiring department which then screens the
cy complies with all federal, state, and local laws and guide-      resumes and identifies candidates to be scheduled for per-
lines pertaining to employment practices and adheres to             sonal interviews. The Human Resources Department
Temple University’s affirmative action policies.                    reviews the interview list to ensure that the list of candi-
Managers charged with hiring authority at Temple University         dates interviewed is representative of the applicant pool
are responsible for implementing this policy. The Human             from a demographic standpoint.
Resources Department is responsible for periodically review-        Employees are permitted to schedule interviews during
ing the policy and applicable processes and making appropri-        working hours. If an employee is selected for an interview,
ate modifications. The successful implementation of this pol-       the hiring department should contact the employee’s imme-
icy requires that Human Resources guide and consult with            diate supervisor to advise the supervisor that the employee
managers to assure that the needs of the University are met.        is being considered for the position. The employee is also
A full description of the hiring process is available on the        encouraged to discuss the posting with his/her supervisor.
HR Web site at www.temple.edu/hr.                                   Employees who have questions about this process may
                                                                    contact the Human Resources Department.
12.2 AN OPEN POSITION                                               Bargaining unit employees should consult their collective
Temple University posts vacant, non-temporary administra-           bargaining agreement for further information.
tive and staff positions on its internal posting system for a       Following the interview process, the hiring department may
period of seven business days prior to advertising the posi-        recommend that an offer be made to a particular candidate.
tion through any other source. The purpose of the posting           Human Resources and the Office of Multicultural Affairs will
period is to notify current employees of opportunities at the       review the selection and decision process and must approve
University and to permit them to apply for those positions          the candidate selection. An offer of employment can be
for which they are interested.                                      extended only after all required approvals have been obtained.
                                                                    All offers of employment (written and verbal) to current
12.3 APPLYING FOR A NEW JOB WITHIN TEMPLE                           employees or to external applicants are made solely by desig-
                                                                    nated representatives of the Human Resources Department.
All employees are encouraged to manage their careers at
                                                                    Offers must be accompanied by a letter describing the terms
Temple University and to post for open positions that meet
                                                                    of the offer.
their career needs.
In addition to the minimum qualifications outlined in the           12.5 AN INTERNAL OFFER
job posting, internal applicants for positions must meet
the following qualifications:                                       The Human Resources Department will work with the hir-
                                                                    ing department to determine an appropriate salary for any
     lEmployed   in current position for at least one year          internal offer consistent with Temple University’s classifica-
        (including any introductory/probationary period).           tion system and guidelines. Employees and supervisors are
        and                                                         prohibited from using the posting process and/or offer of a
     lSatisfactory   work record. and                               new position to obtain a salary increase in order to retain
                                                                    an incumbent employee. This means that the employee’s
                    job performance that meets job expecta-
                                                                    current department cannot make a counter-offer to prevent
        tions as established by Temple University.
                                                                    the employee from accepting a new position.
                                                                                       Emp lo y e e       M a nu a l            52

Current Temple University employees awarded a vacant            the employee’s immediate supervisor will work with the
position must assume their new position at a mutually agree-    employee to define performance expectations. An employ-
able time, generally not to exceed four weeks following noti-   ee will be given feedback concerning any deficiencies prior
fication. Selected employees must notify their current super-   to the end of the introductory/probationary period if the
visor of the internal offer immediately upon accepting the      supervisor believes that the employee is not meeting those
new position. At that time, the employee must also advise       expectations. The employee will generally have an addi-
his or her current supervisor of the proposed date of the new   tional 30 days to correct any performance deficiency before
position. Any conflicts concerning transition arrangements      the introductory/probationary period is terminated.
and dates are to be discussed between the supervisors of the    If the employee does not correct the deficiencies within
hiring and releasing departments. They should develop a         this additional time period, Temple University will discharge
mutually agreeable solution and provide a positive transition   the employee. Temple University may discharge an employ-
for the employee. Any requests for an exception may be          ee at any time for misconduct or for any violation of
considered on a non-precedent setting basis and must be         Temple University policies upon approval of the Human
approved in writing by the Human Resources Department.          Resources Department.
Once an employee has started in the process of posting and      Temple University recognizes that introductory/probationary
interviewing for a position and has been offered the posi-      employees may have unexpected absences from work due to
tion, the employee’s supervisor is prohibited from making a     illness. However, more than three days absence from work
counter-offer to entice the employee to stay.                   during the introductory period will be reviewed by the
                                                                Human Resources Department and may result in disciplinary
12.6 AN EXTERNAL OFFER                                          action, up to and including termination of employment.
Offers made to external new hires are contingent on a pre-      During the introductory/probationary period, new non-bar-
employment health assessment (see Section 4.4), a satisfac-     gaining employees are entitled to paid time off for calendar
tory drug screening (see Section 13.10), appropriate back-      holidays (see Section 6.1) and any accrued vacation and/or
ground checks (see Section 4.2), confirmation of academic       sick time (see Section 6.2). Medical and Dental benefits
credentials, and satisfactory work reference checks. In addi-   begin on the employee’s first working day (see Section 7.4)
tion, all new employees must provide proof of identity and      for non-bargaining employees.
eligibility to work within three days following the start of    Bargaining unit employees are subject to the terms and con-
their position (see Section 4.5).                               ditions of the applicable collective bargaining agreement.

     NEW HIRE                                                         FOR AN EXISTING EMPLOYEE
All new employees must complete an introductory or pro-         In the event that a current employee is offered a new posi-
bationary period. The introductory period for staff and         tion in a different department, he/she is again subject to
administrative non-bargaining unit employees is six months      an introductory/probationary period lasting six months.
and can be extended for up to another six months based on       The supervisor should provide the employee with feedback
performance (as discussed with the employee) during the         on his/her performance after 60 days.
introductory period. The probationary period for bargaining
                                                                If the employee does not perform satisfactorily in the new
unit employees is set forth in the applicable collective bar-
                                                                position or requests to return to his/her former position
gaining agreement.
                                                                within this introductory/probationary period, the hiring
This time allows each employee to become acquainted             department must contact the Human Resources
with his or her new position and the work environment.          Department, and the employee will be transferred back to
It is also a time for the employee and the supervisor to        his/her prior position if it is vacant and if no offer to fill it
evaluate each other in the new work situation.                  already has been made. If the former position is not avail-
Accordingly, during the introductory/probationary period,       able, the Human Resources Department will work with the

                                                                                                  S u b je c t   to   d isc la ime r
53     A   N e w    Position

employee and the new department to identify another             ee will remain in this new position for a period of one year
vacant position for which the employee is qualified—            and, therefore, generally is not eligible to be considered for
first within his/her prior area, unit and/ or department,       future openings during this period. Any requests for excep-
and secondarily throughout the University. If no suitable       tions to this period may be considered for extenuating cir-
position becomes available within three months, Temple          cumstances on a non-precedent setting basis and must have
University may place the employee on layoff status. In          advance written approval by Human Resources.
 such an event, the Human Resources Department will
continue to work with the employee to identify a suitable
                                                                12.10 BEING REHIRED BY TEMPLE UNIVERSITY
position for up to one year. The University is not respon-
sible if a satisfactory alternative position cannot be found.   Effective, July 1, 2004, an employee who is rehired by
Union employees should consult the applicable collective        Temple University in a non-bargaining position will receive
bargaining agreement.                                           past service credit only for purposes of vacation eligibility
                                                                and seniority in the following circumstances:
During this introductory/probationary period, employees
                                                                     lHe/she  previously worked for Temple University
are eligible for all benefits including vacation, sick time
and personal holidays that they would have been eligible                within the last 10 years, and
for had they remained in their prior positions. All employees        lHe/she   left Temple University for reasons that were
moving to new positions should discuss vacation plans in                other than performance related.
advance with the hiring supervisor and receive approval of
                                                                An employee meeting the above criteria who returns to
the timing.
                                                                Temple University in a non-bargaining position within
                                                                one year will also have any accrued sick days reinstated.
                                                                Employees covered by collective bargaining agreements are
When an employee accepts a new position through the vol-        subject to the provisions of the appropriate agreement and
untary “job posting” process, it is expected that the employ-   should refer to their contract.

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Samuel Paley Library
55      U ni ve rs i t y      S tan dards

13.1 NON-DISCRIMINATION                                             be promptly investigated with as much confidentiality as
Temple University is an academic community that respects            possible under the circumstances; and the University pro-
diversity. The University emphasizes the dignity and equality       hibits any form of retaliation against all employees parti-
common to all persons and adheres to a strict non-discrimi-         cipating in an investigation. Appropriate and effective
nation policy regarding the treatment of individual faculty,        corrective action, as warranted, will be taken promptly
staff and students. Temple University is committed to the           upon the conclusion of the investigation.
principles of affirmative action to ensure equal opportunity        Any employee engaging in any type of discrimination in
in all aspects of employment for those historically excluded        violation of this policy will be subject to disciplinary
and to foster diversity in the University community.                action, up to and including discharge. Any supervisor
The University does not discriminate on the basis of race,          who has knowledge of such behavior yet takes no action
color, religion, gender, sexual orientation, national origin,       to end it is also subject to disciplinary action, up to and
ancestry, age, disability, marital status or veteran status in      including discharge.
employment or in any program or activity offered or spon-           Retaliatory actions will be subject to disciplinary action,
sored by the University. Temple University reaffirms its            up to and including discharge.
commitment to the full realization of Equal Employment              The University has a comprehensive Affirmative Action
Opportunity in its employment practices. It is the policy           Program which can be reviewed at the Office of
of Temple University to:                                            Multicultural Affairs, 109 University Services Building,
     (1) Recruit, hire, train, promote, and compensate for          215-204-7303.
     all University positions without regard to race, color,        A copy of the official University’s Non-Discrimination
     religion, gender, sexual orientation, national origin,         policy is located on the Temple University Policies
     ancestry, age, disability, marital status or veteran status,   Web site at http://policies.temple.edu.
     (2) Make employment decisions in a manner that fur-
     thers the principles of affirmative action and equal           13.2 ANTI-HARASSMENT, INCLUDING
     employment opportunity,                                              SEXUAL HARASSMENT
     (3) Ensure that promotion, reappointment, and tenure           Temple University is committed to creating and maintain-
     decisions are made in accordance with principles of            ing a work environment free of all forms of harassment,
     affirmative action and equal employment opportunity            including harassment based on sex, race, sexual orientation,
     principles by imposing only valid requirements for pro-        religion, national origin, gender, age, and disability. The
     motional, reappointment, and tenure opportunities, and         University advises each member of the University com-
                                                                    munity that harassment is prohibited both by law and by
     (4) Ensure that all personnel actions including, but
                                                                    University policy. Temple University will take whatever
     not limited to, compensation, performance assessments,
                                                                    action necessary to prevent, correct, and if necessary, disci-
     lay-offs and other terminations, returns from lay-off,
                                                                    pline behavior which adversely impacts the academic or
     training, educational/tuition assistance, and social and
                                                                    work environment in violation of this policy. In the event
     recreational programs are administered without regard
                                                                    an employee or a student believes he/she is being harassed
     to race, color, religion, gender, sexual orientation,
                                                                    outside the Temple University environment by another
     national origin, ancestry, age, disability, marital status
                                                                    Temple University employee, Temple University will
     or veteran status.
                                                                    make every effort to assist the individual in reporting the
Any employee who feels that he/she is being discriminated           conduct to appropriate authorities.
against should immediately report it to his/her supervisor,
                                                                    Sexual harassment is defined as unwelcome sexual advances,
or the Office of Multicultural Affairs, or the Human
                                                                    requests for sexual favors, dissemination of sexually offensive
Resources Department so that a prompt investigation
                                                                    or suggestive written, recorded or electronically transmitted
can be conducted under the direction of the Office of
                                                                    messages, and other verbal or physical conduct of a sexual
Multicultural Affairs. All allegations of discrimination will
                                                                    nature when:

Subj ect     to   disclai m er
                                                                                         Emp lo y e e       M a nu a l            56

     lSubmission    to such conduct is made either                 Any employee engaging in any type of harassment in viola-
        explicitly or implicitly a term or condition of            tion of this policy will be subject to disciplinary action, up
        instruction, employment, or participation in a             to and including discharge. Any supervisor who has knowl-
        University activity,                                       edge of such behavior yet takes no action to end it and/or
                                                                   report the conduct to the Office of Multicultural Affairs
                   to or rejection of such conduct by an
                                                                   and/or the Human Resources Department is also subject
        individual is used as a basis for evaluation in mak-
                                                                   to disciplinary action, up to and including discharge.
        ing academic or personnel decisions affecting an
        individual, or                                             Retaliatory actions will be subject to disciplinary action,
                                                                   up to and including discharge.
             conduct is sufficiently severe, pervasive, and
        objectively offensive so as to substantially inter-        A copy of the Sexual Harassment Policy is located on the
        fere with an individual’s work performance or              Temple University Policies Web site at http://policies.
        create an intimidating, hostile, or offensive              temple.edu.
        work environment.
Racial harassment is a form of discrimination because of           13.3 DISABILITY– REASONABLE ACCOMMODATION
a person’s race or color. Sexual orientation harassment is         The Americans with Disabilities Act (ADA) and
a form of discrimination because of a person’s sexual orien-       Pennsylvania Human Relations Act prohibit discrimina-
tation. Religious harassment is a form of discrimination           tion against a qualified person with a disability in any employ-
because of a person’s religion. National Origin harassment         ment practice, including but not limited to: recruitment, hir-
is a form of discrimination because of a person’s ethnicity,       ing, promotion, discharge, compensation, training, provision
ancestry or national origin. Gender harassment is a form           of benefits, and other terms and conditions of employment.
of discrimination because of a person’s gender. Age harass-        The University is committed to making reasonable accommo-
ment is a form of discrimination because of a person’s age.        dations in policies, practices, or procedures when such modifi-
Disability harassment is a form of discrimination because          cations are necessary for any qualified applicant or employee
of a person’s disability status. Harassment based on any of        to perform the essential functions of the position.
these protected classes may include, but is not limited to,        Any employee needing accommodation, or any manager
many different types of actions: verbal (epithets, derogatory      needing assistance in assessing the reasonableness of a
comments, slurs); physical (assault, impeding or blocking          requested accommodation, locating auxiliary aids, or hav-
movement); or visual (derogatory posters, cartoons, draw-          ing general questions about the ADA and accessibility
ings, internet materials or e-mails).                              issues should contact the Human Resources Department.
The use of a University communication system, voice mail           Any employee who believes he/she has not received an
system, e-mail system or computer system in a harassing            appropriate accommodation should contact the Office of
manner or that otherwise is disruptive to the work environ-        Multicultural Affairs or the Human Resources Department.
ment or interferes with an employee’s ability to perform           A copy of the policy is located on the Temple University
his/her job duties is prohibited and will result in disciplinary   Policies Web site at http://policies.temple.edu.
action, up to and including discharge.
Anyone who feels that he/she is being unlawfully harassed          13.4 EMPLOYEE DISPUTE RESOLUTION–
should immediately report it to his/her supervisor, ombuds-              NON-BARGAINING
person, the Office of Multicultural Affairs, or the Human          Temple University strives to resolve misunderstandings,
Resources Department so that a prompt investigation can            complaints and disputes arising from employment with
be conducted under the direction of the Office of                  the University whenever possible. Misunderstandings,
Multicultural Affairs. All allegations of harassment will be       complaints or disputes can arise out of actions taken by
promptly investigated with as much confidentiality as possi-       administration, supervisors, coworkers (including direct
ble; and the University prohibits any form of retaliation          reports, part-time and temporary employees, consultants
against employees participating in an investigation.               or other independent contractors), as well as actions taken
Appropriate and effective corrective action, as warranted, will    by students and visitors to the Temple University campus.
be taken promptly upon the conclusion of the investigation.
                                                                                                    S u b je c t   to   d isc la ime r
57     U ni ve rs i t y      S tan dards

Employees are strongly encouraged to avail themselves of           themselves with this policy. Any questions should be directed
one or more of the following options:                              to the Human Resources Department.
     lDiscuss    the problem with the supervisor, or
                                                                   13.6 GIFTS AND CONFLICT OF INTEREST
     lDiscuss  the problem with the unit manager or the
        next level supervisor, or                                  Temple University personnel at various administrative
                                                                   levels occupy positions in which they directly or indirectly
     lConsult    with the Human Resources Department, or           influence the expenditure of large amounts of money. In order
     lConsult    with the Office of Multicultural Affairs.         to avoid any possible conflict of interest, or appearance there-
                                                                   of, University personnel must be extremely cautious and cir-
Supervisors/managers will consult with the Human
                                                                   cumspect with respect to gifts. Even though there may actual-
Resources Department or Office of Multicultural Affairs
                                                                   ly be no wrong-doing intended, the knowledge that a Temple
whenever the misunderstanding, complaint, or dispute
                                                                   University representative has accepted a gift from those who
involves a potential violation of any Temple University
                                                                   do business with the University can easily be misinterpreted.
policy. The employee should receive a verbal or written
response to his or her complaint from the supervisor/              No University representative may accept any gift that is used
manager within two business days. Any employee who                 to influence the conduct of business with Temple University.
does not receive a response within two business days               Any employee accepting a gift that exceeds the value of
should contact the Human Resources Department.                     $50.00 from any firm or individual doing business with the
                                                                   University should disclose the gift and/or his/her intentions
Members of a bargaining unit should consult their collec-
                                                                   regarding the gift to his/her supervisor.
tive bargaining contracts.
                                                                   Under certain circumstances, a unit, department, school, or
The Human Resources Department reviews in advance all
                                                                   college may accept money from a vendor for the purpose of
termination decisions. The decision to terminate an intro-
                                                                   sponsoring a program, seminar, workshop, scholarship, or
ductory/probationary employee is not subject to the dispute
                                                                   other educational event where the sponsor has no control
resolution provisions in this section.
                                                                   over the program and does not expect any remuneration or
This procedure is also outlined in Section 10.10; all employ-      special benefit in return, and where the unit has no decision-
ees who have complaints or disputes with University staff          making authority over Temple University’s business relation-
should follow this process.                                        ship with the vendor.
                                                                   The University’s Board of Trustees has adopted a Gifts and
                                                                   Conflict of Interest Policy. A copy of the policy is located
Temple University employees are required to exercise the           on the Temple University Policies Web site at http://policies.
utmost good faith in all transactions involving their duties to    temple.edu. Employees are required to review and to familiar-
the University and its property. In their dealings with and on     ize themselves with this policy. Any questions should be
behalf of the University, employees are held to a strict rule of   directed to the Human Resources Department.
honest and fair dealings. Employees are prohibited from using
their positions, or knowledge gained in their job, in such a
                                                                   13.7 CONFLICT OF INTEREST: FACULTY
way that may cause a conflict of interest between the individ-
ual’s interests and Temple University’s interests. Employees       It is the policy of Temple University that all full-time and
are required to disclose to their department head any poten-       part-time faculty members avoid any conflict, or appearance
tial conflict of interest when it arises or when the employee      of conflict, between their personal interests and the interests
learns of the potential conflict.                                  of the University in dealing with any organization or individ-
                                                                   ual having, or seeking to have, any business relationship with
The University’s Board of Trustees has adopted a Conflict
                                                                   the University or with any organization or individual whose
of Interest Policy. A copy of the policy is located on the
                                                                   objectives or interests may be adverse to University interests.
Temple University Policies Web site at http://policies.temple.
edu. Employees are required to review and to familiarize           A faculty member shall be deemed to have a potential con-
                                                                   flict of interest when:

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                                                                                          Emp lo y e e        M a nu a l            58

     lThe   faculty member is an officer, director, trustee,         Temple University will require any employee who it reason-
        partner, employee or agent of, or has a 5% or greater        ably believes is in violation of this policy to undergo drug
        interest in, a person or an entity involved in a trans-      and/or alcohol testing in accordance with its Drug and
        action with or affecting the University, or                  Alcohol Testing Policy at Section 13.10 below.
     lThe   faculty member is aware that the faculty member,
        his or her spouse or any of their parents, children,         13.9 DRUG & ALCOHOL ABUSE
        brothers or sisters, or relatives is an officer, director,   Temple University prohibits the unlawful possession,
        trustee, partner, or agent of, or has a 5% or greater        purchase, manufacture, use, sale or distribution of drugs
        interest in an entity involved in a transaction with or      and/or the abuse of alcohol by employees on University
        affecting the University, or                                 property or as part of any of its activities. If an employee
     lWithout   regard to A or B above, the faculty member’s         is found in violation of University policy, federal or state
        independent judgment is or might appear to be im-            laws, or local ordinances, the circumstances accompanying
        paired by an existing or potential financial interest, or    each individual case will be considered when determining
                                                                     the consequences. Violations of this policy will result in
     lA   faculty member supervises or participates in a deci-       disciplinary action, up to and including discharge, and may
        sion affecting a relative of the faculty member, or          have other legal consequences.
     lAn    investigator plans to perform his/her own clinical       The University does not condone the abuse of alcohol and
        trial on a tracer that he/she developed for Temple           drugs and recognizes that employees with alcohol and/or
        University and he/she owns the patent.                       drug-related problems should be encouraged to seek help in
In all cases where there is a potential conflict of interest,        dealing with such problems. Employees are encouraged to use
the faculty member should consult with his/her chair and             the University’s counseling services, campus-related
the Dean and disclose the specific facts giving rise to the          self-help groups (Adult Children of Alcoholics, Alcoholics
potential conflict.                                                  Anonymous, or Narcotics Anonymous) the EAP (Employee
                                                                     Assistance Program) or health insurance plans, as appropri-
The University’s Board of Trustees has adopted a Conflict
                                                                     ate, when facing alcohol and/or drug-related problems.
of Interest Policy–Faculty. A copy of the policy is located on
                                                                     Employees may contact the Human Resources Benefits
the Temple University Policies Web Site at http://policies.
                                                                     Department at 1-1321.
temple.edu. Faculty are required to review and to familiarize
themselves with this policy. Any questions should be direct-         Temple University will require any employee who it reason-
ed to the Human Resources Department.                                ably believes is in violation of this policy to undergo drug
                                                                     and/or alcohol testing in accordance with its Drug &
13.8 DRUG-FREE WORKPLACE                                             Alcohol Testing Policy, at Section 13.10 below.

Employees are expected and required to report to work on
                                                                     13.10 DRUG AND ALCOHOL TESTING
time and in appropriate mental and physical condition for
work. Each employee is responsible to help ensure a drug-free,       To protect the Temple Community and to ensure compli-
healthful, safe, and secure work environment. The unlawful           ance with the standards set forth in Drug-Free Workplace
manufacture, distribution, dispensing, possession, or use of a       (Section 13.8) and Drug & Alcohol Abuse (Section13.9),
controlled substance on University premises or while conduct-        Temple University will conduct drug and/or alcohol testing
ing University business off premises is absolutely prohibited.       under one of the following circumstances:
Violations of this policy will result in disciplinary action, up          lPRE-EMPLOYMENT:             Temple University requires
 to and including discharge, and may have other legal conse-                that offers of employment are contingent on the
quences. Employees must, as a condition of employment, abide                prospective employee being free of drug abuse/addic-
by the terms of this policy and report to the University any                tion. Any applicant who refuses to take the drug test,
conviction under a criminal drug statute for violations occur-              attempts to alter or falsify the results, or tests positive
ring on or off University premises while conducting University              for illegal drugs on the drug test is not eligible for
business. A report of a conviction must be made to the Office               employment with Temple University.
of Human Resources within five days after the conviction.
                                                                                                      S u b je c t   to   d isc la ime r
59      U ni ve rs i t y     S tan dards

       lREASONABLE         SUSPICION: Temple University            13.11 GAMBLING IN THE WORKPLACE
         may ask an employee to submit to a drug or alcohol        Temple University employees shall not engage in gambling
         test whenever it reasonably believes that the             activities during work hours and are prohibited from using
         employee may be under the influence of drugs or           University equipment or facilities in carrying out such
         alcohol at work in violation of its Drug Free             activities.
         Workplace or its Drug & Alcohol Abuse Policy,
         including, but not limited to, the following circum-
         stances: evidence of drugs or alcohol on or about the     13.12 POLITICAL ACTIVITIES
         employee’s person or in the employee’s vicinity;          Temple University does not restrict its employees from
         unusual, bizarre or erratic conduct on the employee’s     engaging in political activity or holding of public office so
         part that suggests impairment or influence of drugs       long as the activities do not interfere (in any way deemed
         or alcohol; an on-the-job accident or injury under        significant by Temple University) with the performance of
         circumstances that suggest possible use or influence      duties and responsibilities as assigned by the University and
         of drugs or alcohol in the accident or injury, or         so long as the employee makes clear that the activities are
         excessive and unexplained absenteeism or tardiness.       undertaken in a personal capacity and not as a representative
     If an employee tests positive for drugs or alcohol under      of Temple University. Such activities, like any other person-
     this policy, the employee is subject to disciplinary action   al, non-official undertaking, must be done on the individual’s
     in accordance with Temple University’s Drug-Free              own time and should not interfere with University duties.
     Workplace Policy and/or Drug and Alcohol Abuse Policy.        Employees may contribute their own funds to political par-
                                                                   ties, groups, or candidates or expend funds on behalf of the
     Nothing in this policy prohibits or in anyway limits the      above parties, groups, candidates or issues, subject only to
     lawful use of prescription and nonprescription drugs.         state and federal laws which regulate political contributions.
     However, an employee must inform his/her immediate
     supervisor or the Department of Human Resources if            Employees may not use Temple University resources or facil-
     he/she is using a prescription or nonprescription drug        ities in connection with such political activities.
     which, at current prescribed dosage, could impair work        If elected or appointed to an office that would interfere (in
     performance or pose a risk of harm to the employee, to        any way deemed significant by the University) with the per-
     others, or to property. It is the employee’s responsibility   formance of assigned University duties, the individual must
     to determine from his or her physician(s) if the medica-      resign from his or her position with the University, or peti-
     tion can impair work performance or pose such a risk.         tion for a leave of absence without salary. See University
     If the lawful use of lawful prescription or nonprescrip-      Personal Leave Policy at Section 6.8.
     tion drugs does limit or otherwise impair the employee’s
     ability to perform the essential functions of his or her
                                                                   13.13 SOFTWARE AND COMPUTER USAGE
     position or otherwise creates a safety risk, the Human
     Resources Department will meet with the employee to           Temple University has adopted an extensive software policy
     determine whether a reasonable accommodation is               and an extensive computer usage policy which govern the
     available. Employees who have questions regarding             usage of software, hardware, and computer related equip-
     this policy are encouraged to contact the Human               ment and resources acquired by Temple University and/or
     Resources Department.                                         used by any person employed by, or affiliated with, Temple
                                                                   University. Any Temple University employee, visitor, stu-
                                                                   dent, retiree, consultant, and/or temporary employee who
                                                                   has access to or who uses a Temple University system to
                                                                   conduct Temple University business must review and abide
                                                                   by these policies which can be found in Temple University’s
                                                                   Software Policy, No. 04.71.12 or Computer Usage Policy,
                                                                   No. 04.71.11 at http://policies.temple.edu.

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                                                                                          Emp lo y e e       M a nu a l            60

In addition, any person using Temple University computer            Consistent with its existing non-discrimination policies,
equipment, software, or other computer resources must abide         Temple University’s policy of non-discrimination shall be
by the Computer, Internet, and Computer Games Policy                applied to all instances described above except in those
(Section 14.10) and Use of University Property Policy               instances when it shall be determined that reasonable accom-
(Section 14.19).                                                    modations are not available to insure a person’s ability to par-
                                                                    ticipate fully in programs or positions, or when a person by
                                                                    reason of his or her HIV infection or AIDS related condition
13.14 SAFETY
                                                                    poses, according to available medical information, a direct
The health and safety of all employees, students, visitors,and      threat to the health or safety of themselves or others associat-
our neighboring communities is an utmost concern of the             ed with the University.
University. The Environmental Health and Radiation Safety
                                                                    Temple University shall, consistent with applicable law, main-
Department (EHRS) is responsible for ensuring the safe use
                                                                    tain the confidentiality of all University records documenting,
of radioactive materials, radiation-producing equipment,
                                                                    and information concerning, the HIV status or AIDS related
chemicals, and biological substances at the University. EHRS
                                                                    conditions of University students and employees to the same
is responsible for identifying safety problems; initiating, rec-
                                                                    degree that confidentiality is afforded to other medical records
ommending, or providing corrective actions; verifying imple-
                                                                    of University students and employees.
mentation of corrective actions; and ensuring compliance
with regulations and University policies for the use of haz-        See also Temple University’s Policy on AIDS, No. 04.83.01
ardous substances.                                                  at http://policies.temple.edu.
All members of the University community are required to
comply with the University policies and regulatory require-         13.16 SOCIAL SECURITY NUMBER USAGE
ments specifically in the use, handling, and storage of haz-        Temple University collects and maintains personal and
ardous materials at all locations of the University. The            confidential information including Social Security numbers,
EHRS handbook and policies are maintained online at                 relating to (i) its students and applicants for admission,
http://research.temple.edu/ehrs/ehshnbk.html. Employees             (ij) employees and applicants for employment, and (iii) to
are also encouraged to visit the EHRS home page for infor-          some extent, certain other individuals associated with the
mation concerning health and safety. The home page is               University. The use of the Social Security numbers as a
located on the internet at http://research.temple.edu/ehrs.         primary identifier for Temple-related individuals will be
                                                                    avoided, except as required by law or as required by practical
13.15 HIV/AIDS NON-DISCRIMINATION                                   necessity as approved by the President or other designated
                                                                    University Officers.
Consistent with its existent non-discrimination policies,
Temple University will not discriminate on the basis of an          The University is committed to safeguarding the security
individual’s HIV status. Specifically, no person shall be subject   and confidentiality of personal and confidential informa-
to adverse employment actions solely because of a non-job           tion in compliance with applicable laws and has adopted
related disability, and reasonable efforts will be made to          policies, procedures and practices to meet that objective.
accommodate an employee with HIV disease consistent with            Any Temple-related individual who violates this Policy or
the then-current state of scientific knowledge on transmission      fails to comply with applicable SSN procedures is subject
of the disease; nor shall any person be denied academic             to disciplinary action, up to and including discharge. All
admission, access to Temple University programs, facilities,        employees must review and abide by Temple University’s
events, services or any benefits provided by the University         Policy No. 04.75.11 regarding Social Security Number
solely on the basis of HIV status. HIV status shall be deemed       Usage, http://policies.temple.edu. See also Section 14.5
to include actual or perceived HIV status, or any condition         in Employee Manual.
related to Acquired Immune Deficiency Syndrome (AIDS),
an individual’s being suspect of having such virus or condi-
tions, or an individual’s association with any person having or
believed to have said virus or conditions.

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                                                                                          Emp lo y e e     M a nu a l            62

14.1 WEAPONS ON CAMPUS                                           Individuals who engage in any conduct prohibited by this
Temple University prohibits students, employees (other           policy may be removed from University property, and may
than Temple University police officers as authorized by          be subject to discharge/expulsion or other disciplinary
their position), contractors, vendors, and any other visitors    action, arrest and/or criminal prosecution. This policy
(other than law enforcement personnel authorized to carry        applies to all work locations including offices, work sites,
weapons) to our campus from possessing, carrying, or using       vehicles, and field locations.
weapons on property owned by or under the control of
the University.                                                  14.2 VIOLENCE IN THE WORKPLACE
For the purpose of this policy, “weapons” mean:                  Temple University is committed to providing a safe, health-
   1. any object or device which is designed to expel bullet,    ful workplace that is free from violence or threats of vio-
   shot, or shell by the action of an explosive,                 lence. For purposes of this employment standard, workplace
                                                                 violence is any violent or potentially threatening behavior
   2. any object or device that will, or may be readily con-     that arises from or occurs in the workplace that affects
   verted to, expel a bullet, shot or shell by the action of     University faculty, staff, students, and visitors.
   an explosive or other propellant, and that has any barrel
   with a bore of more than 1/2 inch in diameter,                Temple University does not tolerate behavior, whether
                                                                 direct or through the use of university facilities, property, or
   3. any pistol, revolver, rifle, shotgun or other firearm of   resources that:
   any nature,
                                                                      lIs   violent,
   4. any explosive, incendiary or poison gas (A) bomb,
                                                                      lThreatens       violence,
   (B) mine, (C) grenade, or (D) rocket having a propel-
   lant charge of more than four ounces, or (E) missile hav-          lHarasses or intimidates others, including stalking
   ing an explosive or incendiary charge of more than                    behavior,
   1/4 ounce,                                                         lInterfereswith an individual’s legal rights of move-
   5. any incendiary or explosive material, liquid, solid or             ment or expression, or,
   mixture equipped with a fuse, wick, or other detonating            lDisrupts  the workplace, the academic environment
                                                                         or the University’s ability to provide service to the
   6. any tear gas bomb or smoke bomb; however, personal                 public.
   self-defense items containing mace or pepper spray
                                                                 Violent or threatening behavior can include physical acts, oral
   shall not be deemed to be a weapon for the purposes
                                                                 or written statements, harassing telephone calls, gestures and
   of this policy,
                                                                 expressions, or behaviors such as stalking.
   7. any knife, commonly referred to as a switch-blade,         Individuals who engage in any conduct prohibited by this
   that has a blade that opens automatically by hand pres-       standard may be banned from University property, and may be
   sure applied to a button, spring, or other device in the      subject to discharge or other disciplinary action, arrest and/or
   handle of the knife, or any knife having a blade that         criminal prosecution. This policy applies to all work locations
   opens or falls or is ejected into position by the force of    including offices, work sites, vehicles, and field locations.
   gravity or by an outward, downward, or centrifugal thrust
   or movement; any straight-blade knife of four inches or       The University takes reports of threatening or violent
   more such as a dagger, dirk, dangerous knife, or stiletto,    workplace incidents seriously. Employees, supervisors and
   except that an ordinary pocket knife with a blade no          managers should contact the Human Resources Department
   more than four inches in length shall not be construed        at 1-8905 and Campus Police at 1-1234 immediately to report
   to be a weapon for the purposes of this policy, or            any threats that they have witnessed, received, or have been
                                                                 told that another person has witnessed or received. Employees
   8. any other object, tool, or instrument used for the pur-    should also report any behavior they have witnessed that they
   pose of creating a physical threat or harm to any individ-    regard as threatening or violent when that behavior is job-
   ual or Temple University property.                            related or might be carried out on University-owned or
                                                                 leased property.
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63     Em pl oy m en t        S tan dards

Any employee who receives a protective or restraining order        approved by the Vice President of Research, and pursuant to
that lists a Temple University campus as a protected area is       the University’s conflict of interest policy, relatives or per-
required to provide the Human Resources Department and             sons who are romantically involved may not:
Campus Police with a copy of the order and any information              lWork   in the same department, school, unit, or lab,
requested by Temple University to identify the individual sub-
                                                                        lReport   directly or indirectly to a relative,
ject to the order. For example, if an employee has received a
restraining order prohibiting a former spouse from coming to            lInterview   with a relative,
the workplace, the employee must provide Human Resources
                                                                        lEvaluate   the work of a relative,
and Campus Police with a copy of the order and a recent pic-
ture of the spouse.                                                     lParticipate   in the performance planning or review of
                                                                           a relative, or
See also the Official University Policies on Ethnic
Intimidation (04.81.03) and on Sexual Assault (04.82.02)                lInfluence   the salary or classification of a relative,
at http://policies.temple.edu.                                             or
                                                                        lMake   any recommendation affecting the terms
14.3 CONFLICT OF INTEREST– EMPLOYMENT OF                                   and/or conditions of a relative’s employment, or
      RELATIVES “NEPOTISM” AND CONSENSUAL                               lWork   in a position where employment may present a
                                                                           conflict of interest.
Temple University recognizes that both the employment of
                                                                   These standards also apply to employees who become
relatives and the employment of individuals where there is a
                                                                   “related” after the hiring decision is made, such as employ-
consensual sexual or romantic relationship between a super-
                                                                   ees who start dating or otherwise engage in a consensual
visor (anyone who is in a position to hire, supervise, grade,
                                                                   sexual or romantic relationship, marry, or enter into a
advise, evaluate, or otherwise directly influence the employ-
                                                                   domestic partner relationship, or become relatives as a
ment or academic progress of another employee, student,
                                                                   result of a marriage or domestic partner relationship. In
or other person) and a subordinate can create an actual or
                                                                   such circumstance, the employees should contact
potential conflict of interest. Therefore, a “relative,” for the
                                                                   Employee Relations at 1-3313.
purpose of this policy, is defined as a spouse, domestic part-
ner, child, parent, sibling, grandparent, grandchild, aunt,        All employees are cautioned that consensual sexual or
uncle, first cousin, or corresponding in-law or “step” relation    romantic relationships can result in claims of sexual
as well as any individual sexually or romantically involved        harassment because the voluntariness of the consent may
with another Temple University employee.                           be questioned when a power differential exists. If a sexual
                                                                   harassment claim subsequently is filed, the argument that
Temple University may hire qualified relatives of its current
                                                                   the relationship was consensual will be evaluated in light
employees as long as that employment does not create
                                                                   of this power differential.
actual or potential conflicts of interest and where the
employee has no influence over the terms or conditions of          Some relationships involve inherent conflicts of interest
the relative’s employment. Whether the employment creates          that cannot be eliminated. Therefore, sexual or romantic
an actual or potential conflict shall be determined in accor-      relationships between instructors and students currently in
dance with established University policy. Other than recom-        their classes and between faculty and/or staff advisors and
mending the relative for employment, an employee is prohib-        their current advisees are always prohibited whether or not
ited from playing any direct or indirect role in the decision to   the relationships are consensual. See also Section 14.4,
hire the relative.                                                 Faculty Student Relationships. Similarly, relationships
                                                                   between supervisors and their subordinates are prohibited
Temple University endeavors to exercise sound business
                                                                   when the working relationship is such that it is not possible
judgment in the placement of related employees. Unless
                                                                   to eliminate the conflict of interest. A copy of the Sexual
approved in advance by (1) the Human Resources
                                                                   Harassment Policy is located on the Temple University
Department or (2) in the case of co-investigators on grants,
                                                                   Policies Web site at http://policies.temple.edu/.

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A supervisor is required to consult with the Department of     With respect to relationships between an instructor and
Human Resources, University Counsel, and/or Multicultural      student, Temple University’s Sexual Harassment Policy
Affairs if he/she is uncertain as to whether a relationship    provides:
between Temple University employees or a Temple                   a. With reference to behavior between an instructor
University employee (including faculty) and a student             and students of that instructor, no instructor shall make
violates this policy and/or Temple University’s policy on         a sexually suggestive or intimidating remark, ask a stu-
Sexual Harassment. Any employee who feels he/she is               dent for a date or sexual favor, or in other ways make a
involved in a sexual or romantic relationship that is not         sexual advance to the student. While a student is a
welcome or consensual should contact the Office of                student of a particular instructor, any sort of sexual or
Multicultural Affairs or the Human Resources Department.          romantic advances or relationship between the student
The Office of Multicultural Affairs, Human Resources              and the particular instructor is prohibited.
Department, or University Counsel will determine the
                                                                  b. A student is a student of a particular instructor:
appropriate procedures to be used in making alternative
arrangements to eliminate conflicts of interest under this            (i) when a student is registered in a course taught
policy. Violations of this policy may lead to disciplinary            by the instructor and has not yet received a final
action up to and including discharge from employment or               grade, or
dismissal from an academic program.                                   (ij) when a student is assigned to be advised by a
                                                                      particular instructor or academic advisor, whether
14.4 FACULTY AND STUDENT RELATIONSHIPS                                the instructor is serving as an undergraduate advisor,
                                                                      graduate advisor, or member of a thesis or disserta-
The power disparity between faculty members and their
                                                                      tion committee, or
students makes such relationships subject to exploitation,
both actual and perceived. The respect and trust accorded             (iii) at other times when an instructor has a relaion-
a member of the faculty by a student as well as the power             ship with a student such that a student’s activities
exercised by faculty in giving grades or recommendations              at the University are being supervised or evaluated
for future study and employment make voluntary consent                by the instructor, or
by the student suspect.                                               (iv) at other times when an advisor, athletic coach,
Individuals should be aware that consensual sexual or                 physician, laboratory operator, or other similar indi-
romantic relationships can result in claims of sexual                 vidual has a relationship with a student such that
harassment because the voluntariness of the consent may               the student’s activities at the University are being
be questioned when a power differential exists. If a sexual           supervised or evaluated by that person. The rela-
harassment claim subsequently is filed, the argument that             tionships covered by this paragraph include, but
the relationship was consensual will be evaluated in light            are not limited to, medical residents and physicians
of this power differential.                                           and student members of athletic teams and Athletic
                                                                      Department coaches.
Some relationships involve inherent conflicts of interest
that cannot be eliminated. Therefore, sexual or romantic          c. There are, in addition, faculty/student relationships
relationships between instructors and students currently in       that are less clear because, although the faculty member
their classes and between faculty advisors and their current      does not have direct responsibility for the student, the
advisees are always prohibited whether or not the relation-       faculty member may indirectly affect the student’s aca-
ships are consensual.                                             demic evaluation or career opportunities. Such situations
                                                                  exist, for instance, when a faculty member serves on the
                                                                  fellowship committee in a graduate student’s department.
                                                                  In such cases, careful adherence to the following ethical
                                                                  principles is required:

                                                                                               S u b je c t   to   d isc la ime r
65     Em pl oy m en t        S tan dards

        (i) an instructor must desist from expressions of         the Health Insurance Portability and Accountability Act of
        sexual or romantic interest if there is any indication    1996 (HIPAA), Gramm-Leach-Bliley Act (GLBA), and/or
        that such interest is unwelcome by the student,           other federal and state laws. Any employee who misuses or
                                                                  otherwise improperly discloses confidential information will
        (ij) no instructor may indicate, explicitly or implic-
                                                                  be subject to disciplinary action, up to and including dis-
        itly, that an academic reward or punishment could
                                                                  charge of employment.
        result from the student’s reaction to an instructor's
        sexual or romantic advances,                              Any employee who has access to confidential student infor-
                                                                  mation must review and abide by Temple University policy
        (iii) if a consensual sexual and/or romantic rela-
                                                                  no. 03-20-11 regarding the Confidentiality of Student
        tionship develops between a student and instructor,
                                                                  Records at http://policies.temple.edu. Questions regarding
        the instructor should not thereafter take part in any
                                                                  this policy should be directed to the Registrar.
        activity that involves evaluation of the student’s
        academic work or progress, without prior permission       All employees must review and abide by Temple University’s
        by the student’s dean for good cause shown.               policy no. 04.72.11 regarding Comprehensive Information
                                                                  Security Program at http://policies.temple.edu. Questions
Any person who feels he/she has been subject to harassment
                                                                  regarding this policy should be directed to Temple
in violation of this policy or otherwise believes that a viola-
                                                                  University’s Privacy Officer.
tion of this policy has occurred can make an informal com-
plaint to any Sexual Harassment Ombudsperson (a list of           All employees must review and abide by Temple University’s
Ombudspersons is appended to the Sexual Harassment                policy no. 04-71-11 regarding computer usage at http://
Policy and may be found on the Temple University Web              policies.temple.edu. Questions regarding this policy should
site). A formal complaint may be made by contacting the           be directed to the Vice-President for Computer and
Office of Multicultural Affairs.                                  Information Services.
All members of the Temple University community must               Any employee who is asked to disclose confidential informa-
review and abide by Temple University’s Sexual Harassment         tion to any person who does not have a legitimate business
Policy which is located on the Temple University Policies         reason for obtaining such information or any employee who
Web site at http://policies.temple.edu. Relationships             is aware of other individuals who have disclosed confidential
between student workers and Temple University employees           information in violation of this policy must report such an
(including faculty) is subject to Temple University’s policy      occurrence to his/her immediate supervisor or the Human
on Conflict of Interest–Employment of Relatives                   Resources Department. Failure to report a violation of this
“Nepotism” and Consensual Romantic Relationships,                 policy may result in disciplinary action, up to and including
Section 14.3.                                                     discharge of employment.

In performing their duties for Temple University, employees       Temple University may authorize the use of reasonable sur-
may have access to confidential information including, but        veillance and search measures as necessary to ensure an
not limited to, proprietary business information relating to      appropriate work environment. Subject to legal require-
Temple University and personal confidential information           ments, the University reserves the right to inspect and
related to other employees, students, applicants, retirees        search all work areas, desks, computers, file cabinets, lockers,
and alumni. This includes information viewed on-line, in          lunch boxes, or other containers leaving University premis-
print, in other media, or received verbally. Information to       es, and personal vehicles in University parking lots or public
which employees have access is to be shared only as appro-        streets within campus boundaries or any other area within
priate and only as the business need requires.                    University control. In addition, all records contained in
                                                                  computers (including e-mail) and storage devices are open
The disclosure of confidential information to others who do
                                                                  to inspection by the University in accordance with
not have a legal right to the information may violate the
                                                                  University Policy, subject to requirements imposed by law.
Family Educational Rights and Privacy Act of 1974 (FERPA),

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                                                                       TELEPHONE CALLS
Most communication services and equipment have toll
charges or other usage-related expenses. Employees should         To provide quality customer service training, to review the
be aware of these charges and should consider cost and            quality of service provided by Temple University employees,
efficiency needs when choosing the proper vehicle for             and for other safety and/or security related reasons, certain
each business communication.                                      departments may monitor and record telephone calls to and
                                                                  from Temple University telephone numbers. Callers are
All communication services and equipment, including the
                                                                  informed via a taped message on the initial recording that
messages transmitted or stored by them, are the sole proper-
                                                                  their call is being monitored and/or taped. An employee
ty of the University and may be opened, reviewed, and/or
                                                                  assigned to a department that monitors and/or tapes tele-
retained by Temple University in the normal course of
                                                                  phone calls should advise the Human Resources Department
business. Therefore, employees should not use a Temple
                                                                  in writing if he/she does not consent to the monitoring
University address (physical or electronic) to receive per-
                                                                  and/or taping. Under such circumstances, the Human
sonal communications. Any employee who chooses to use
                                                                  Resources Department will determine whether the employee
Temple University communication systems and equipment
                                                                  can be reassigned to a position that does not involve the
for personal reasons must limit the usage in a manner that
                                                                  monitoring and/or taping of telephone conversations. If
does not interfere with the employee’s job duties.
                                                                  reassignment is not an available option, the employment
Communication systems may not be used to solicit or recruit       relationship between Temple University and the employee
for commercial ventures, religious or political causes, outside   will end.
organizations, or other non-job-related solicitations.
Employees should exercise care so that personal correspon-        14.9 VOICE MAIL AND E-MAIL
dence does not appear to be an official communication of          As with any other communication systems, the voice mail
the University. Employees should not use Temple University        and electronic mail systems are provided to enable Temple
stationery or postage for personal letters. Employees are not     University employees to conduct University business and
permitted to place personal mail in the stacks of Temple          to perform their duties. As such, employees should not have
University mail that the University runs through its postage      an expectation of privacy with regard to any voice mail or
meter. Although the monetary value of a single postage            electronic messages created, sent, or received.
stamp may appear insignificant to an individual employee,
it is significant on an aggregate basis. Consequently, individ-   Temple University employees may not use the voice mail
ual misuse of the University’s postage meter in this manner       and electronic mail systems to send, forward, or create any
is considered theft of University property.                       messages which violate University policy including, but
                                                                  not limited to, Temple University’s policies on Non-
University telephones should be limited to University             Discrimination and Anti-Harassment, including sexual
business. Employees are required to reimburse Temple              harassment. See Employee Manual section 13.1 and 13.2.
University for all charges resulting from their personal
                                                                       lEmployees   may not use the voice mail and electronic
use of the telephone.
                                                                         mail systems to send (record or upload) or receive
All employees including consultants, contractors, temporary              (retrieve or download) unauthorized copyrighted
employees, and student workers as well as visitors are pro-              materials, trade secrets, proprietary financial infor-
hibited from using all communication services and equip-                 mation, or similar materials.
ment to violate any University policy including, but not
                                                                       lEmployees  should not assume that a voice mail or
limited to, Temple University’s policies on Non-
Discrimination and Anti-Harassment, including sexual                     electronic mail message will be confidential. To
harassment. See Employee Manual section 13.1 and 13.2.                   the extent permitted by applicable law, Temple
                                                                         University reserves the right to review, audit, inter-
                                                                         cept, access, and disclose all messages created, sent
                                                                         or received over the University’s voice mail or elec-
                                                                         tronic mail systems for any legitimate Temple

                                                                                                  S u b je c t   to   d isc la ime r
67    Em pl oy m en t        S tan dards

       University business. In connection with any such          Users of Temple University’s computer system are subject to
       review, Temple University will cease reviewing            the same standards that apply to other employee communica-
       and/or disregard any voicemail or message once it         tions, including the policy prohibiting discrimination and sex-
       is determined that it is personal in nature and/or        ual harassment. When using the computer system, employees
       unrelated to the subject being investigated. Upon         should not download, create, forward or send materials in vio-
       approval of the Vice President for Computer and           lation of any Temple University policy. (See Section 13.2,
       Information Services and after consultation with          Anti-Harassment, Including Sexual Harassment, and Section
       University Counsel and the Office of the President,       14.9, Voice Mail and E-Mail). Any employee who uses the
       the contents of voice mail or electronic mail prop-       computer system for improper purposes shall be subject to dis-
       erly obtained for legitimate business purposes may        ciplinary action, up to and including discharge. Any employ-
       be disclosed to or by Temple University without the       ee who receives materials on his/her computer system which
       permission of the employee. See Section 14.6 on           he/she believes violate a University Policy should contact the
       Workplace Surveillance and Searches. Even when a          Department of Computer and Information Services and/or
       message is erased, it may still be possible to retrieve   the Human Resources Department.
       and read the message.                                     See also Temple University’s Computer Usage Policy, No.
     lNotwithstanding    Temple University’s rights to           04.71.11 at http://policies.temple.edu.
       retrieve and/or read any voice mail or electronic
       mail messages, employees generally are required to        14.11 OFFICE ATTIRE
       treat all such messages as confidential. Absent
                                                                 Appropriate business dress, grooming and personal cleanli-
       express authorization, employees are not permitted
                                                                 ness standards do contribute to the morale of all employees
       to retrieve or read any e-mail messages or listen to
                                                                 and affect the business image the University presents to stu-
       any voice mail messages that are not sent to them
                                                                 dents, visitors and the public. Therefore, during business
       or intended for them. (See Temple University
                                                                 hours and while on University business or premises, employ-
       Computer Usage Policy, No. 04.71.11 at http://
                                                                 ees are expected to present a clean appearance and to main-
                                                                 tain acceptable personal hygiene standards. If an employee
     lAny   employee who discovers a violation of this           is unsure of the appropriateness of a particular piece of
       policy must notify his/her supervisor immediately.        clothing, the employee should choose not to wear it.
       If the supervisor is the offending party, the employ-     Standards for office attire may vary by department. It is the
       ee should notify the Department of Computer and           responsibility of the administrative department head or
       Information Services and/or the Human Resources           Dean to set the standards.
     lAny  employee who violates this policy or uses the         14.12 OUTSIDE ACTIVITIES OR EMPLOYMENT
       voice mail or electronic mail systems for improper
                                                                 Employees are expected to be able to perform their work as
       purposes may be subject to disciplinary action, up
                                                                 efficiently and effectively as possible at all times. While work
       to and including discharge.
                                                                 for other employers is not prohibited, hours worked in outside
                                                                 employment must not coincide or conflict with hours of work
14.10 INTERNET USAGE AND COMPUTER GAMES                          for the University. Employees may not work on non-Temple
Temple University’s computer system is the University’s          related business during work hours. Outside employment and
property and access is provided to employees as needed to        activities must not detract from work responsibilities at the
facilitate job performance.                                      University nor create a conflict of interest. All employees will
                                                                 be judged by the same performance standards and will be sub-
Employees should not use the internet for personal business
                                                                 ject to the Temple University’s scheduling demands, regard-
during working time. Rather, such use should be limited to
                                                                 less of any existing outside work requirements. Questions
non-working time such as during lunch, authorized work
                                                                 about whether an outside activity or other employment would
breaks and after working hours.
                                                                 constitute a conflict of interest should be directed to supervi-
                                                                 sors and/or the Human Resources Department.
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                                                                                      Emp lo y e e       M a nu a l            68

Outside employment of full-time faculty members is subject      See also Faculty Guide, Section VIII. C– Extra
to the prior approval of the pertinent Dean, as set forth in    Compensation.
the Extra Compensation Policy in the Faculty Handbook.          Temple University may require any administrator or faculty
Outside employment of Campus Safety Services personnel is       member to cease consulting where it determines that such
subject to the prior approval of the Executive Director or in   services are inconsistent with the policies of Temple
his/her absence, the Deputy Director as set forth in the        University or otherwise interfere with the individual’s ability
department policy concerning outside employment. While          to perform the duties and responsibilities of his/her position.
other employees do not need approval for outside employ-
ment, they should disclose the existence of any other           See also Section 13.7– Conflicts of Interest: Faculty, 13.5 –
employment to their direct supervisor.                          Conflict of Interest: Employees, and Section 14.12 –
                                                                Outside Activities or Employment.
If Temple University determines that an employee’s outside
work interferes with performance or the ability to meet the
                                                                14.14 SMOKING IN THE WORKPLACE
requirements of Temple University, as modified by Temple
University from time to time, the employee may be asked         The University wants to promote a healthful and clean
to terminate the outside employment if he or she wishes to      work environment for students, employees, and visitors.
remain with Temple University.                                  Further, in accordance with Philadelphia ordinances and
                                                                Pennsylvania’s Clean Indoor Air Act, every employee has
Outside employment that constitutes a conflict of interest
                                                                the right to work in an area free of environmental tobacco
is prohibited. Employees may not receive any income or
                                                                smoke. To protect the health of the University community,
material gain from individuals or entities outside Temple
                                                                the University designates all buildings as smoke-free.
University for materials produced or services rendered while
                                                                Smoking in vehicles owned or leased by the University is
performing their jobs.
                                                                prohibited. Smoking is also prohibited within 25 feet of a
Employees may not engage in personal or side businesses         main entrance, exit, or operable window of a University
during work hours, including notary services for a fee or       building. (See University Policy on Smoking, No. 04.62.11
catalog business services. Such activities may be conducted     at http://policies.temple.edu).
on personal time. If Temple University pays the fee required
                                                                Employees are encouraged to contact the Human Resources
for notary status, the employee may not personally retain
                                                                Department for information concerning cessation programs.
any fee charged to Temple employees or departments for
                                                                The success of this policy depends on the thoughtfulness,
Temple University related business.
                                                                consideration, and cooperation of smokers and nonsmokers.
                                                                The University community shares in the responsibility for
14.13 CONSULTING                                                adhering to and enforcing this policy.
The University recognizes that consulting may be a valuable
form of community service which contributes to the profes-
                                                                14.15 SOLICITATIONS AND DISTRIBUTION OF
sional development of administrative officials and serves to          LITERATURE
enhance the University’s reputation and standing. For this
reason, officers, professional administrative personnel, and    In the interest of maintaining a proper business environ-
faculty are not precluded from entering into consulting         ment and preventing interference with work and inconven-
arrangements. Any administrator engaged in consulting           ience to others, unless related to University business or
services must account for time away from Temple University      approved in advance by the University, employees may not
business by using personal and/or vacation days. Faculty may    distribute literature or printed materials of any kind, sell
devote an average of one day per workweek during the aca-       merchandise, solicit financial contributions, or solicit for
demic term (in addition to any weekend time) toward con-        any other cause during working time or to those on working
sulting services subject to prior approval of their Dean.       time or in any working areas. The use of e-mail to distribute
                                                                literature or printed material of any kind, sell merchandise,
Administrative personnel must obtain approval from their        solicit financial contributions, or solicit for any other cause
department head prior to entering into a consulting arrange-    that is unrelated to University business is also prohibited,
ment. Faculty must receive approval from their Dean.            unless prior approval by the University has been granted.

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69     Em pl oy m en t        S tan dards

14.16 SEVERE WEATHER                                             Day classes are those beginning before 4:00 p.m. and
Temple University strives to remain open at all times. If        evening classes are those beginning at 4:00 p.m. or after.
classes are canceled, all administrative and staff personnel     A copy of the policy is located on the Temple University
are expected to report to work unless Temple University          Policies Web site at http://policies.temple.edu.
declares an Emergency Closing under its Emergency                Employees may only rely on the following sources to deter-
Closings Policy (Section 14.15 below) and the employee is        mine whether the University is open:
not deemed to be essential under that policy. Employees                lEmail   using University Listservs,
who do not report to work when the University is open and
                                                                       lVoice   Mail Messages,
who are not otherwise covered by a collective bargaining
agreement that governs the accounting for severe weather               lTemple    Radio Station: WRTI 90.1 FM,
days will be expected to use a vacation or personal day.
                                                                       lTemple    University Hot-line @ 1-215-204-1975,
Bargaining unit employees should refer to the appropriate
collective bargaining agreement.                                       l“What’sNew” message on the Temple University
                                                                         Web Site @ www.temple.edu.
Schools, colleges, departments and offices may not cancel
classes or close independently. Temple University classes
will operate normally except under the most severe weather       14.17 EMERGENCY CLOSINGS
conditions that pose a threat to public safety or make it
                                                                 This policy applies to all Temple University full-time and
impossible for significant numbers of students to attend.
                                                                 part-time employees including faculty and establishes guide-
The President or Senior Vice President for Administration
                                                                 lines for all University campuses during periods of extreme
or his/her designee is responsible for making final decisions
                                                                 weather conditions or other emergency situations. Employees
on class cancellation at all campuses.
                                                                 covered by collective bargaining agreements will be governed
Any cancellation of classes at the School of Medicine will       by the terms of those agreements. This policy does not pertain
apply only to the basic science teaching programs. All clini-    to cancellation of classes, but to closure of the University.
cal programs, (clerkships, residencies, and patient care) will
                                                                 Given the range of academic programs, the number of essen-
be carried on.
                                                                 tial services provided, and the continuing needs of all stu-
The University’s hotline (215-204-1975) and WRTI-FM              dents, particularly resident students, it is the policy of Temple
(90.1) will carry messages regarding the status of classes in    University to remain open at all times in order to maintain
inclement weather. The radio broadcast numbers pertain           services to students and other clients.
only to the cancellation of classes. The Codes are as follows:
                                                                 In the event of an emergency closing of the University, the
       —Main Campus, TUCC and Health Science Center              President, the Senior Vice President for Administration, or
         Day: 101          Evening: 2101                         his/her designee will make an announcement. No other
                                                                 University official is authorized to announce an emergency
       —School of Podiatric Medicine
                                                                 closing or to excuse personnel from the performance of their
         Day: 181                                                responsibilities.
       —Ambler/Fort Washington                                   In the case of an announced emergency closure, certain
         Day: 426          Evening: 2426                         non-essential areas will be closed; however, the University
       —Tyler School of Art                                      will continue to provide essential services including, but not
                                                                 limited to, campus and public safety, transportation, food
         Day: 373          Evening: 2353
                                                                 preparation and distribution, student housing and other stu-
Faculty members are expected to cover their classes during       dent services, certain research programs, building and road
severe weather days on which classes continue to be held.        maintenance, and telecommunications. All staff members in
Academic unit heads are expected to make staffing arrange-       designated essential areas are expected to make every rea-
ments based on the weather conditions and individual             sonable effort to report to work.
staffing needs.

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                                                                                   Emp lo y e e       M a nu a l            70

An announced cancellation of classes shall not be consid-        lDuring  a potential emergency, the University may
ered an emergency closing of the University. In the event of       use the emergency phone chain and other external
a cancellation of classes, University employees are expected       news media to communicate to employees. The fol-
to report to work.                                                 lowing media are available to employees:
   A. Essential Employees                                          l   Email using University Listservs,
   Unless notified to the contrary, “Essential Employees”          l   Voice Mail Messages,
   shall be persons working in key positions in the follow-        l   Temple Radio Station: WRTI 90.1 FM,
   ing departments:
                                                                   l   Temple University Hotline at 1-215-204-1975,
     1. Campus Security and Police
                                                                   l   “What’s New” message on the Temple University
     2. Facilities Management
                                                                        Web site at www.temple.edu.
     3. Parking
                                                                Depending upon the circumstances, external news media
     4. Telecommunications
                                                                may or may not be used.
     5. Student Housing                                          lDuring   a potential emergency, it is the responsibi-lity
     lFor emergency purposes, faculty who are key to the           of every employee to check with the hotline, Web
       academic mission of the University may be desig-            site, and/or radio station to get updated informa-
       nated as “Essential Employees.”                             tion.
     lIn addition, employees in the following areas are also    C. Compensation
       deemed as “Essential Employees” unless otherwise
                                                                 lIn the event that the University declares a full or
       notified in advance by their supervisor/department
       head that they do not need to report to work:               partial day emergency closing, non-essential
                                                                   employees will be excused/released from work.
     1. Payroll                                                    Under such circumstances, non-essential employees
     2. Student Health Services                                    will be paid for that day; however, hours not actual-
     3. Student Recreational Services                              ly worked by any employee will not count towards
                                                                   the computation for overtime for that pay period.
     4. Library and Computer Labs
                                                                 lAll non-represented essential employees who work
     5. Computer Center
                                                                   during any authorized emergency closure will be
     lThe   responsible officers must also ensure that essen-      compensated at their regular rate of pay; those eligi-
       tial contracted services, such as food service and          ble for overtime will be compensated at time and a
       parking, are available.                                     half for all overtime hours. Represented employees
     lAllEssential Employees are required to report to             shall be compensated pursuant to the terms of their
       work even if the University has announced an                bargaining agreement. The University reserves the
       Emergency Closing.                                          right, but is not obligated, to provide compensatory
                                                                   time to those essential employees who worked.
   B. Communications
                                                                 lAn  emergency closing will have no effect on those
   The Human Resources Department will establish and
                                                                   employees who are scheduled for vacation, personal,
   maintain an emergency phone chain. All University
                                                                   or sick leave on the day the closing is announced.
   employees including faculty will be required to provide
                                                                   Those employees will be charged for the vacation,
   their immediate supervisor with accurate phone, work
                                                                   personal, or sick leave.
   location and emergency contact information for this
                                                                 lThis policy does not apply to temporary employees
                                                                   and student workers who are paid only for hours

                                                                                              S u b je c t   to   d isc la ime r
71     Em pl oy m en t        S tan dards

                                                                 All Temple University employees must abide by any policy,
Temple University may, from time to time, conduct inter-         regulations, procedures, and/or guidelines issued by Campus
nal investigations and/or hold Student Code of Conduct           Safety Services, Internal Audit, and other administrative
Hearings, Grievance Step Hearings, Complaint Resolution          units or imposed by federal, state, or local law in connec-
Proceedings, Employee Discharge Reviews, or Labor                tion with the use or occupation of Temple University prop-
Arbitrations in accordance with applicable University            erty including, but not limited to, office/laboratory space
policy or applicable collective bargaining agreements.           and common areas. These policies and procedures include,
All employees are required to cooperate with University          but are not limited to, federal, state, and local laws and/or
authorities in any of these proceedings. Such cooperation        regulations governing fire and safety, workplace safety
includes, but is not limited to, preparation time and atten-     (OSHA), ventilation, and evacuation. Employees who
dance at the proceedings. Employees who are asked to             violate such policies and procedures will be subject to disci-
provide information or attend proceedings will be per-           plinary action, up to and including restrictions on the use
mitted to do so during working hours.                            of Temple University property/space or discharge from
Employees must provide honest, truthful and complete             employment. See also Section 13.14 on Safety.
information to the best of their knowledge. An employee
who believes that providing such information would sub-          14.20 PROCUREMENT AND USE OF
ject them to criminal prosecution may refuse to testify or            CELLULAR EQUIPMENT
otherwise provide Temple with the requested information.
                                                                 Temple University employees, whether full-time or part-
However, Temple University will consider the refusal in
                                                                 time, may be eligible for University supplied cellular ser-
determining what discipline, if any, is warranted. Failure
                                                                 vice when certain job demands cannot be conducted on a
to cooperate is a violation of this policy and will result in
                                                                 landline telephone and/or require accessibility regardless
discipline, up to and including, discharge. Employees who
                                                                 of time or place. Requests for cellular equipment and
cooperate to the best of their ability will not be subject to
                                                                 service must be approved by the appropriate Department
any form of retaliation. Any employee who believes that
                                                                 Budget Unit Head. All cellular equipment and cellular
he/she is experiencing retaliation as a result of his/her par-
                                                                 service charges must be processed through the Office of
ticipation should contact the Associate Vice President of
Human Resources.
                                                                 When provided, cellular service is for business purposes
                                                                 and the cost of any personal use of cellular services must
                                                                 be reimbursed to the University. See also policy on
                                                                 Procurement and Use of University-Supplied Cellular
                                                                 Equipment at http://policies.temple.edu.

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Your Employment

“1300” Student Residence Hall
73     Your      Em ploymen t          File

15.1 THE OFFICIAL PERSONNEL FILE                                 University employees, including faculty, will be required to
The Human Resources Department creates and maintains             provide their immediate supervisor with accurate phone,
an official personnel file on each employee. The “official       work location, and emergency contact information for this
personnel file” includes information maintained by Temple        purpose. During a potential emergency, the University may
University relating to employment including, but not limit-      use the emergency phone chain and other external news
ed to, the application for employment, offer or appointment      media to communicate to employees.
letter, wage or salary information, notices of commenda-
tions, warning or discipline letters, authorization for a        15.3 ACCESS TO PERSONNEL FILES
deduction or withholding of pay, fringe benefit information,
                                                                 Access to the information contained in these files is restrict-
leave records, employment history with Temple University,
                                                                 ed. Generally, in addition to the employee, only supervising
retirement record, attendance records, and performance
                                                                 personnel of Temple University who have a legitimate rea-
evaluations whether maintained in the physical paper file
                                                                 son to review information in a personnel file are allowed to
or on the HR databases. In addition, the personnel file will
                                                                 do so.
include any documents required to be maintained in the
official file under the terms of an applicable collective bar-   With reasonable notice, employees may review their person-
gaining agreement or Pennsylvania state law.                     nel file once per year by contacting the Human Resources
                                                                 Department during normal business hours. The review must
The term “personnel file” does not include records of an
                                                                 take place in the office and in the presence of an individual
employee relating to the investigation of a possible criminal
                                                                 appointed by the University to maintain these files.
offense, letters of reference, documents that are being devel-
                                                                 Employees may not remove any items from their personnel
oped or prepared for use in civil, criminal or grievance pro-
                                                                 file but may provide in writing to the Human Resources
cedures, medical records or materials which are used by
                                                                 Department a written request for the removal of a specific
Temple University to plan for future operations or informa-
                                                                 item; the request should set forth the reason the employee
tion available to the employee under the Fair Credit
                                                                 believes the item should be removed. Temple University has
Reporting Act. The “personnel file” also does not include
                                                                 the discretion to make the final decision.
notes or records maintained by the supervisor for use in
developing a performance evaluation.                             Although the University is not legally required to do so,
                                                                 the Human Resources Department may, at its convenience,
The Human Resources Department is responsible for estab-
                                                                 provide employees with a copy of their personnel file in
lishing procedures to maintain the personnel files, protect
                                                                 lieu of inspecting the file upon payment of a fee (currently
the confidentiality of the personnel files, and for an employ-
                                                                 $75 for up to 200 pages, plus $25 for each additional 100
ee or authorized person to review the personnel file.
                                                                 pages) to cover the administrative cost associated with
                                                                 copying the file.
15.2 EMERGENCY CONTACT INFORMATION                               All inquiries or requests for personal information includ-
The Human Resources Department will establish and main-          ing, but not limited to, employment verifications, credit
tain emergency contact information for the purposes of           checks/references, and home loan applications must be
identifying and contacting employees in the event of an          sent to the Human Resources Department. All notifica-
emergency. This information will be stored on the HR data        tions regarding legal proceedings must be sent to
base which is part of each employee’s personnel file. All        University Counsel.

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Leaving the

The “Gate” at Berks Mall and Broad Street
75     Le a vi ng     th e     Un iversity

16.1 TERMINATION OF NON-INTRODUCTORY                             16.3 RESIGNATION
                                                                 Before resigning from Temple University, an employee
Non-bargaining unit employees are employed “at will” and,        should notify his/her supervisor in writing and the Human
as such, serve at the pleasure of the University. However, all   Resources Department at the earliest possible date; howev-
departments should consult with the Human Resources              er, a two- to four-week notice period is recommended. The
Department to review a decision to terminate an employee         employee must submit a letter of resignation. When a per-
prior to the actual termination.                                 son leaves the University, the last day worked is the last day
                                                                 on the payroll. Payment for accumulated and unused vaca-
If an employee is terminated due to the elimination of the       tion time is made at this time. In no case may vacation
program, grant, or funding, or to the lack of work or funds,     time be added to extend the final date of employment.
the department will provide the employee with a written
explanation of the decision to terminate.                        16.4 DISCHARGE
Whenever feasible and appropriate under the circumstances,       A non-bargaining employee who violates acceptable stan-
Temple University will provide at least one month’s notice       dards of conduct may be discharged without notice. (See
for termination in cases of program, grant, or funding dis-      Section 10.9, Expectations for Work Related Behavior).
continuation or expiration, lack of work funds, financial exi-
                                                                 Bargaining unit employees are subject to the terms and
gency and job abolishment due to financial exigency. Such
                                                                 conditions of employment in their collective bargaining
terminations/job eliminations are not subject to the problem
resolution procedure.
Bargaining unit members should refer to specific applicable
contract language for information relating to this issue.        16.5 REDUCTION IN FORCE
                                                                 The determination that the University is required to reduce
                                                                 the work force because of fiscal conditions, programmatic
     TIONARY EMPLOYEE – NEW HIRE                                 changes, or reorganization changes is a determination
                                                                 entirely within the discretion of the University.
The Human Resources Department encourages depart-
ments to work with any new employee to define perform-           Notification of reduction in force will be provided in writing
ance expectations, provide feedback to the employee during       following oral notice of each pending action. Such notifica-
the introductory/probationary period and to provide the          tion will normally occur no later than thirty calendar days
employee with at least 30 days to meet those expectations        prior to the effective date of the reduction.
in accordance with Temple University’s Introductory/             A non-bargaining employee who is released as a result of a
Probationary Period policy (Section 12.7) prior to recom-        “reduction in force” has no rehire rights. Effective, July 1,
mending the employee’s discharge to the Human Resources          2004, an employee who is rehired by Temple University in a
Department.                                                      non-bargaining position will receive past service credit only
Advance notice of termination for cause is not required;         for purposes of vacation eligibility and seniority in the fol-
however, all departments should consult with the                 lowing circumstances:
Human Resources Department prior to the termination.                  lHe/she previously worked for Temple University
Introductory terminations are not subject to dispute                    within the last 10 years,
                                                                      lHe/she  left Temple University for reasons that were
                                                                        other than performance related.

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                                                                                      Emp lo y e e       M a nu a l            76

An employee meeting the above criteria who returns to                lReviewing   the “personnel file”; the file will be
Temple University in a non-bargaining position within one               retained for seven years after the employee’s separa-
year will also have any accrued sick days reinstated.                   tion from Temple University,
Employees covered by collective bargaining agreements are            lObtaining  a forwarding address, telephone number,
subject to the provisions of the appropriate agreement and              and e-mail if applicable,
should refer to their contract.                                      lObtaining   termination data, and
                                                                     lSigning   an acknowledgment that any personal
                                                                        data has been removed from his/her computer and
Employees who are terminated or employees who resign                    that his/her supervisor will have access to the
shall be entitled to receive pay for earned but unused vaca-            hard drive and to the employee’s email for busi-
tion. At the time of employment separation, vacation time               ness related reasons.
earned but not used will be paid out in the employee’s final
                                                                The employee’s supervisor should contact the Human
paycheck. If an employee has used more vacation time than
                                                                Resources Department to initiate the exit process.
he or she had earned when the employee’s employment is
terminated (for any reason), an adjustment for the overage      Temple University will issue a final paycheck upon com-
will be made in the final paycheck, as permitted by law. (See   pletion of the exit process.
Section 6.2)
Employees covered under collective bargaining agreements        16.8 EXIT INTERVIEW
are to comply with the vacation provisions specified in their   All employees who voluntarily leave Temple University are
respective union agreements.                                    encouraged to complete an exit interview with the Human
The lump sum payment is made upon termination whether           Resources Department. Employees should contact the
by resignation, retirement, or dismissal. Termination does      Human Resources Department to schedule this meeting as
not include transfer from one University department to          soon as they give notice to their supervisor. This exit inter-
another. In the event of the employee’s death, a lump sum       view is a way to provide Temple management with informa-
payment for unused vacation is made in accordance with          tion/reasons as to why people are leaving Temple University
Temple University’s Policy on Payment of Outstanding            as well as areas where Temple may need to be more compet-
Wages Upon Employee’s Death (See Section 16.9).                 itive with employment practices.

16.7 EXIT PROCESS                                               16.9 PAYMENT OF OUTSTANDING WAGES UPON
                                                                      EMPLOYEE’S DEATH
All employees leaving the employ of the University are
required to participate in an exit process. The process         When an employee dies, the primary department will notify
includes:                                                       Benefits staff in Human Resources promptly of the death of
                                                                the employee.
     lReviewing    the departing employee’s benefit
       coverage,                                                The Benefits staff will assist the family in obtaining the
                                                                outstanding wages and other benefits due the deceased
     lSecuring  items, including but not limited to, her/his
       identification card(s), equipment, uniforms, keys,
       parking decal,                                           The date of death will be considered the date of termination.
     lReviewing possible delinquent obligations the
       employee has to the University,

                                                                                                 S u b je c t   to   d isc la ime r
77     Le a vi ng      th e      Un iversity

By law, the University may pay the amount of wages, salary        16.10   REFERENCES
or other benefits due directly to one of the following, as long   Upon request, the Human Resources Department is author-
as the amount due does not exceed $5,000:                         ized to provide references for current or former employees.
     lthe   deceased employee’s surviving spouse,                 Any request for a reference must be in writing and directed
                                                                  to the Human Resources Department. Temple University
           one or more of the deceased employee’s
                                                                  will only provide dates of employment, title, position/job
        children, or
                                                                  duties and confirmation of salary.
     lthe   deceased employee’s father or mother, or
     lthe   deceased employee’s surviving brother or sister.      16.11   CREDIT REQUESTS
If the amount exceeds $5,000, the entire amount must be           Upon a written/verbal request from an employee, the
paid to the estate.                                               Human Resources Department will complete a credit
                                                                  request submitted by a financial institution or other
                                                                  authorized organization.

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             Emp lo y e e   M a nu a l   78


Berks Mall
79   Q ue s t i ons

     Telephone 215-204-3328                       Telephone 215-934-3500
     Fax       215-204-3707                       SAC – Lower Level
     Email     workcomp@temple.edu
                                                  LABOR RELATIONS
     Telephone 215-204-3331                       Fax         215-204-5667
     Fax       215-204-3707
     Email     jcarbonaro@sciadvantage.com        OFFICE OF MULTICULTURAL AFFAIRS
                                                  Telephone 215-204-7303
                                                  Fax         215-204-8052
     Telephone 215-204-1321
     Fax       215-204-9336                       INTERNAL AUDIT
                                                  Telephone 215-204-7559
                                                  Fax         215-204-8037
     Telephone 215-204-3313
     Fax       215-204-5667                       CAMPUS SAFETY SERVICES
     TEMPLE OPHTHALMOLOGY                         Telephone 215-204-1234
     Telephone 215-707-3401
                                                  LOST & FOUND
     EMPLOYMENT                                   Telephone 215-204-6496 (12th & Montgomery)
     Telephone 215-204-7174
                                                  BOOK STORE
     Fax       215-204-5921
                                                  Telephone 215-203-7385 (Lower Level SAC)
     PAYROLL MANAGEMENT                                       215-204-0502 (Broad & Cecil B. Moore)
     Telephone 215-204-3115
                                                  DIAMOND CLUB
     Fax       215-204-3038
                                                  Telephone 215-204-6622
     ORGANIZATIONAL DEVELOPMENT & TRAINING        (Lower Level – Mitten Hall)
     Performance Development
                                                  US POST OFFICE
     Telephone 215-204-1683
     Fax       215-204-1076                       Telephone 215-204-7815
                                                  (Lower Level SAC)
     Telephone 215-204-1673                       TUS OJOS
     Fax       215-204-1076                       Telephone 215-707-3186 or 3187
                                                  (eyeglasses—6th Fl. Parkinson Bldg.)
     Telephone 215-204-3315                       TEMPLE ID
     Fax       215-204-1076                       Telephone 215-204-7174

     Telephone 215-204-8777
     1800 Liacouras walk
Acknowledgment Form

I hereby acknowledge that I have received and reviewed a copy of Temple
University’s Employee Manual. I have been advised that I must read the
Employee Manual and abide by its terms as a condition of continued
employment and have agreed to do so. I further understand that nothing
in this Employee Manual constitutes a contract, express or implied and
that Temple University, in its sole discretion, may modify, alter, delete,
suspend, or discontinue any part or parts of the policies in this Manual at
any time, with or without prior notice to its employees. Unless otherwise
specified, any such change to the Employee Manual shall apply to existing
as well as future employees. I understand that the Human Resources
Department is responsible for developing and implementing personnel
policies. Policies or procedures in this manual may change with approval
of the appropriate University Officer. I also understand that I cannot rely
on or otherwise interpret a statement or promise by a supervisor, manager,
or department head as constituting a change in policy, nor will any such
statement or promise constitute an agreement between the University and
an employee. I understand that the official copy of the Employee Manual
is found on the Human Resources Web site at www.temple.edu/hr and that
it is my responsibility to review the most current version of any
policy on that Web site.



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