Andrew Litt
Cornell University, Ithaca (2019)
Master in Industrial & Labor Relations Candidate
Concentration: Human Resources & Organizations
UCLA School of Law, Los Angeles (2014-2017)
Juris Doctor, Law
Teaching Assistant: Free Speech on Campus (CS 167), Free Speech in the Workplace (CS 172), Entertainment Law (CS 164), Arguing Contemporary Social Issues (CS 184)
University of California, Los Angeles (2009 - 2014)
B.A., Industrial & Labor Relations, Communication Studies
Minor in Political Science
Honors: Magna Cum Laude, College Honors, Highest Departmental Honors
Teaching Assistant: Organizational Communication (CS 134), Organizational Training & Development (CS 188A)
London School of Economics (Summer 2012)
Study abroad at LSE Summer School
Course: Human Resource Management & Employment Relations
University of Cambridge (Summer 2011)
Study abroad on Pembroke/Kings Programme
Courses: Empirical Finance & Quantitative Analysis, Development Economics
Thesis: “The U.S. Labour Market & the Great Recession: Analysis of cross-sectoral recessionary labour market effects, market response, and economic development”
Supervisors: Keith Fink, Trina Wright-Dixon, Susanne Lohmann, Rid Dasgupta, Ronald Ehrenberg, and Rosemary Batt
Master in Industrial & Labor Relations Candidate
Concentration: Human Resources & Organizations
UCLA School of Law, Los Angeles (2014-2017)
Juris Doctor, Law
Teaching Assistant: Free Speech on Campus (CS 167), Free Speech in the Workplace (CS 172), Entertainment Law (CS 164), Arguing Contemporary Social Issues (CS 184)
University of California, Los Angeles (2009 - 2014)
B.A., Industrial & Labor Relations, Communication Studies
Minor in Political Science
Honors: Magna Cum Laude, College Honors, Highest Departmental Honors
Teaching Assistant: Organizational Communication (CS 134), Organizational Training & Development (CS 188A)
London School of Economics (Summer 2012)
Study abroad at LSE Summer School
Course: Human Resource Management & Employment Relations
University of Cambridge (Summer 2011)
Study abroad on Pembroke/Kings Programme
Courses: Empirical Finance & Quantitative Analysis, Development Economics
Thesis: “The U.S. Labour Market & the Great Recession: Analysis of cross-sectoral recessionary labour market effects, market response, and economic development”
Supervisors: Keith Fink, Trina Wright-Dixon, Susanne Lohmann, Rid Dasgupta, Ronald Ehrenberg, and Rosemary Batt
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Papers by Andrew Litt
Delta’s profit-sharing program likely contributes to an aversion to outside cultural influences, such as unions. While Delta’s pilots and flight dispatchers are unionized, Delta is the only major U.S. carrier without unionized flight attendants, baggage handlers, reservation agents, and other traditionally-unionized workgroups.
Delta has industry-leading financial and operational performance. Financially, Delta’s profits and revenues soar above its competitors. Operationally, Delta has led the industry with respect to cancelled flights, flight delays, mishandled baggage reports, denied boardings, and customer complaints. Delta’s leadership attributes these results to the company’s culture, which encourages employees to approach customer and business decisions using empathy, compassion, and common sense. The effects of Delta’s culture are evident, at least to some extent, by Delta’s excellent operational statistics in nearly every category. This paper analyzes the strong influence and extent to which Delta Air Lines' culture contributes to its organizational success.
The distinction between adjunct faculty (non-tenure professors, lecturers, contingent faculty members, etc.) and ladder faculty (tenured and tenure-track professors) is first defined. Then, the soaring use of adjunct faculty is quantified in nominal, real, and proportional terms. This trend is then explained using a comprehensive set of both economic and non-economic causes for higher education’s increased use of adjunct faculty. The consequences and implications for university governance, university research, quality of education, and faculty labor standards are reviewed. Finally, the article concludes with recommendations for the more effective incorporation and utilization of adjunct faculty.
This paper discusses the legal framework by which employees are, by law, afforded limited rights to expressive freedom at work. The legal basis for these rights is first explained. The practical implications of the law, both traditionally and modernly, are outlined. The effectiveness of the various protections is then explained. This discussion takes place against a backdrop illustrating the philosophical importance of free expression at work.
Delta’s profit-sharing program likely contributes to an aversion to outside cultural influences, such as unions. While Delta’s pilots and flight dispatchers are unionized, Delta is the only major U.S. carrier without unionized flight attendants, baggage handlers, reservation agents, and other traditionally-unionized workgroups.
Delta has industry-leading financial and operational performance. Financially, Delta’s profits and revenues soar above its competitors. Operationally, Delta has led the industry with respect to cancelled flights, flight delays, mishandled baggage reports, denied boardings, and customer complaints. Delta’s leadership attributes these results to the company’s culture, which encourages employees to approach customer and business decisions using empathy, compassion, and common sense. The effects of Delta’s culture are evident, at least to some extent, by Delta’s excellent operational statistics in nearly every category. This paper analyzes the strong influence and extent to which Delta Air Lines' culture contributes to its organizational success.
The distinction between adjunct faculty (non-tenure professors, lecturers, contingent faculty members, etc.) and ladder faculty (tenured and tenure-track professors) is first defined. Then, the soaring use of adjunct faculty is quantified in nominal, real, and proportional terms. This trend is then explained using a comprehensive set of both economic and non-economic causes for higher education’s increased use of adjunct faculty. The consequences and implications for university governance, university research, quality of education, and faculty labor standards are reviewed. Finally, the article concludes with recommendations for the more effective incorporation and utilization of adjunct faculty.
This paper discusses the legal framework by which employees are, by law, afforded limited rights to expressive freedom at work. The legal basis for these rights is first explained. The practical implications of the law, both traditionally and modernly, are outlined. The effectiveness of the various protections is then explained. This discussion takes place against a backdrop illustrating the philosophical importance of free expression at work.