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CalHR represents the Governor as the "employer" in all matters pertaining to California State personnel employer-employee relations. [3] It is responsible for all issues related to salaries and benefits, job classifications, and training. For most employees, these matters are determined through the collective bargaining process.
The board sets and enforces rules for state civil service appointments and exams, and maintains a staff of administrative law judges to resolve various human resources issues, such as whistleblower complaints, disability and medical condition discrimination complaints including reasonable accommodation denials and appeals from unfavorable human resources decisions (e.g. reprimand, salary ...
California’s state payroll climbed by 8.5% last year, totaling $23.6 billion. California state worker pay database updated with 2022 wages, overtime Skip to main content
California Refinery and Chemical Plant Worker Safety Act of 1990 added section 7872 and 7873 to the Labor Code. On September 25, 1992, AB 2601 was signed into law. [20] It protected gays and lesbians against employment discrimination. [21] California was the seventh state to add sexual orientation to laws barring job discrimination. [22]
California’s payroll system, which hasn’t seen an update in decades, isn’t equipped for quick and nimble adjustments. Instead, implementing new raises requires precise coordination between ...
California State Government Organization Archived 2010-10-06 at the Wayback Machine - Chart showing a hierarchy of the above departments and commissions California State Agency Databases Archived 2016-03-07 at the Wayback Machine - Comprehensive list of state agencies and databases maintained by the American Library Association
The nonpartisan Legislative Analyst’s Office estimates in a new report that salaries and benefits for California’s roughly 250,000 state employees cost the state roughly $40 billion a year.
The Financial Information System for California began in 2005 with a total of five state employees tasked with replacing one internal facing budget system for the Department of Finance. The focus of the project soon shifted to address the need to modernize the state’s entire financial management process into a single financial management system.