Case Study Sick Leave

In this case study, the intangible factors include Kelly’s cultural propensity towards emphasising her entitlement to use her accumulated sick leave while Mr. Higashi’s cultural propensity towards respect for his employer and expectation of his subordinates means that he believes the ALT’s should utilise their paid leave entitlements first.

His American boss thinks that this is fine but the Japanese boss says no because “work will suffer”. This shows you how different countries see things. The Americans think of family concern over the concern of the company, whereas the Japanese think that being part of a group is a must and so not working because of your son going to the doctor is not something you should do, This brings us right to collectivism.

|serious injury or an employee being “off sick” due to injury for more than three working days. | | | |

A growing number of states in the United State required a paid leave in addition to the federal regulations; states legislation requires employees to maintain their employment within certain time frame employment in order to accrue the sick leave hours. Additionally, the state’s regulation mandates that employees will not face any retaliation based on their medical condition

On the other hand, her International Management class had exposed her to the harsh reality of working conditions in China: low wages, rigorous work schedule, poor safety regulations, and

Superior’s current policy of seven vacation days and five sick days a year for the employees is not ideal for emergencies and for an unscheduled occurrence that may require the employee to take a day off. The policy, as written right now, does not give Joan Jackson enough time to properly staff the areas when an employee calls the morning of shift and states he/ she cannot make it to work today. Right now, employees are using sick days to whatever his/ her need is that day, which is more than likely not in regards to the employee being sick. When an employee calls off the morning of work, without any prior knowledge, it will affect the entire company and will make it hard to cover that shift. Also, if more than one employee of that same

Furthermore, the FMLA excludes employees in most workplaces having fewer than 50 employees and excludes employees who do not have sufficient tenure (Armenia, Gerstel, Wing, 2014). According to surveys, most worksites are not covered by the FMLA because they're too small even though more than half of employees are eligible for the protections of the FMLA (Kelly, 2010). Only 1 in 6 worksites reports that it is covered by FMLA with about 30 % of worksites reporting that they are unsure if they are covered (Kelly, 2010). These uncovered and unsure worksites tend to be small and covered worksites tend to be larger (Hayes et. al, 2012). Then, only 59 % of American workers and less than 20 % of all new mothers are eligible for the FMLA (Sholar,

When employees leave under the Family Medical Leave Act and use medical marijuana method to treat his or her treatment, the employer faces greater chances of conflict between workplace and state policy. For example, the employer who randomly drug tests, and upon an employee’s return from FMLA leave for treatment of medical illness such as cancer, employee tests show positive for marijuana. In that case, the employer, who is unaware of the specific treatments the employee took for her symptoms, terminates the employee for violation of the company drug policy. Although the employee took lawful FMLA leave and treated her symptoms lawfully under state law, her positive drug test directly conflicted with a lawful drug-free workplace policy. According

Possible reasons for extended leave by an Indigenous person could result from ‘sorry business’. This is a term used by Aboriginal and Torres Strait Islanders to refer to a death in the family or community and the funeral ceremonies and mourning process. Sorry business includes attending funerals, taking part in community mourning activities and may include travelling for extended periods or time or over vast distances (CSU 1999). Sorry business is extremely important for Indigenous people to participate in and support and care for family will take priority over professional or work commitments. As the director of a care service, management should be aware of possible cases of extended leave with Indigenous people. To avoid the issue happening

This paper will describe the problem that Kelly experienced with her new job with the sick leave policy. We will discuss if Kelly should call CLAIR, or discuss this further with Mr. Higashi? What is this main dispute about for Kelly? For Mr. Higashi? In these types of conflicts is a compromise possible? What are the tangible factors in this situation? What are the intangible factors in the negotiation Is saving face more important to Kelly or Mr. Higashi? Why? Which are more important, the tangible or intangible factors? Is this true for both Kelly and Mr. Higashi?

The team’s frustration was tempered somewhat when she would work late on some other days, and the team also was sympathetic to the fact that she and her family members suffered from numerous health issues. Of course, I and others believed it excessive when she took more than a month off because of her teenage daughter’s fractured toe, especially when it came shortly after I had taken a total of four days off after the birth of my child, and a co-worker had taken five days off after the death of a parent. However, her attendance record had little bearing on anyone else’s time off.

In this case “Kelly’s Assignment in Japan”, we have an example of expatriation poorly managed and unprepared. Different cultures, customs seem very important between Japanese and Westerners. Added to this barrier, we also not that there

The Japanese Human Resource Management (HRM) was of a great interest for many scholars to learn how the Japanese system works. This paper will explain the history of Japanese firm’s HRM system. It will also try to analyse how Japanese companies adjust HRM to the changing business environments. For three decades from the 1960s to 1980s, Japanese companies were quite successful (Kishita, 2006). The HRM system of Japanese companies was an internal system. It composed of three pillars of Japanese employment relations – seniority based payment and promotion, lifetime employment and company trade unions that had relatively weak bargaining power. This kind of system is what made Japanese firms successed. According to Abegglen and Stalk (1985), many researchers insisted that life-employment and seniority based wage system contributed to the good performances of the Japanese firms that period. Finally I will explain the problems with this style of system during the early 1990s. This is when the Japanese economy went into the so-called burst of the bubble economy and an

The managers were also not trained properly and maintained a centralized management approach. An HMSI manager was quoted in the statement saying, “The Japanese do not understand the workers’ language.” Management failed to understand the ideas brought to them by workers, “could not understand the organizational working from the employees’ point of view.” It was said that the Japanese failed to give Indian managers enough power to solve problems. The Indian managers were production specialists, who had very little understanding of industrial relations issues.

Kelly’s company put her in an unrealistic situation of requiring an answer within two days of extending her the position abroad. Kelly’s company should not have assumed because she had great success in business relationships in London and Germany, which have similar cultures to the United States, it would have implied she would have been just as successful in Japan. The company lacked in preparing her in the customs and cultural ways of the Japanese, instead only considering the financial compensation as enough motivating factor. The company should have provided training of Japanese for the family, assisted in Joe’s networking in Tokyo to locate a job and should have been readily available for Kelly’s family with any questions and provide timely follow-up. Kelly lacked in doing her due diligence into the Japanese culture and fully understand what it would take to move her family abroad. A little research on her part into Japanese culture, customs and etiquette would have provided her with forethought on how to handle herself in Japanese