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Within an organisational circumference approaches cordiality between the employees and the management is the most elusive factor that helps in developing the organisational structure. Loyalty of an employee for the organisational operations, and cordiality of the employer for the employee juxtaposes. Dale-Olsen (2013) has affirmed that by maintaining this essential positioning the services to the targeted people of the society can be rendered. Having been in the age of intense globalization, the organisations appear to hire the foreign expert and experienced employees (Rugless and Taylor, 2011). This enables in performing the work for the organisation efficiently. The researcher is going to focus on some of the proficient approaches of managing the foreign employees by the employers in order to maintain the organisational working ethos. For this purpose the researcher is also going to focus on the particularly given case study where an employer of Japan has to face different inquisitive approaches in handling the foreign employees.
Kelly, working in Japan with JET, under the supervisation of Mr. Higashi who appears not to be so much effective in his approaches towards the foreign employees. Along with Kelly, Suzanna and Mark also work there to accompain her. Kelly had failed to come two days in the office because of fever. She informed Mr. Higashi who asked her to take rest. But he also asked to bring a doctor’s certificate as proof when she resumes. Kelly managed all the factors properly. However, the problem begins when after rejoining of Kelly after two days, Mr. Higashi said Suzanna and Mark were also on leave for these days and he suspected that they had taken the leave to enjoy their extended weekend. Therefore, they all would be awarded with non-paid leave. He insisted his accountant to make the papers signed from them. When they tried to approach Mr. Higashi and showed him the rule of giving sick leave in the contract, he tried to overlook them and stick to his points. This situation has brought an immense dilemma for all the three foreigners who feel quite wired and drab to work for JET anymore. At the same time, boasting and bossy attitude of Mr. Higashi has become a matter of headache for them. The employee and employer relationship, therefore, come standing before a big question in JET, especially for the foreign employees.
In this current case study it is seen that Kelly, Suzanna and Mark are working for JIT under Mr. Higashi as supervisor. It is natural that both of the parties feel quite hefty initially while keeping a good cordiality between them. Mr. Higashi although primarily had tried to become affluent in his approach to maintain proper relationship with the employees but it appears that his approaches were not proficiently taken by the employees. At the same time, the distance between the senior authority and lower employees could not have been avoided. Mr. Higashi from the first day appears not to be so much intrinsic towards the foreign employees. But as for fulfilling the necessities, he has to hire them. On the other hand, analyzing the case scenario it is clear that he had a little faith or belief on them (Hansson et al. 2008). Asking for the doctor’s note from Kelly on the date of joining however seems to be justified, but disclosing his doubt that Kelly had taken the leave to enjoy the extended weekend is in no way supportable. The fact is, as stated by Andersen (2010), making the employees doubted although is intrinsic, but disclosing that without having any justified information or document to prove it cannot be supported.
The approaches of Mr. Higashi in this case study appears to be quite absurd and disappointing. It can better be stated his supervising power is really weak and not efficient as well. First of all he does not seem to be ethical with his own employees. He initially asked Kelly to bring the medical certificate for giving her the paid leave on that specified day. But later he is seen to judge the case of Kelly from the same point of view Suzanna and Mark. When he was having doubt, he could have cross-checked it from that (Skatun, 2002). But despite doing that he directly accused three of them and forced to accept the non-paid leave. He even has refused to look at the agreement of medical leave that the foreign employees are liable to cherish. The decisive approach of Mr. Higashi is the primary matter of crating all the troubles and problems for all of these foreign workers. In no way the attitude of managing any incident seem to be affluent that influenced all the problems (Berkley and Watson, 2009).
At the same time, Mr. Higashi was barely familiar and appreciated among the foreign employees. Kelly although at the beginning of her working with JET seemed to have been fascinated by Mr. Higashi, but later she also refused to obey his order proficiently. He seemed to have arranged so many meetings with JETs and postpone them without letting the employees know even. The bossy attitude of Mr. Higashi has never been appreciated by the foreign employees ever. On the other hand, making the employees forced to work on the holidays although may seem to be successful to fulfill the predestined objectives of the organisation, but it deteriorate the management and employee relationship (Kuehn, 2012). For example Suzanne has been forced to work during the Christmas Eve holiday by Mr. Higashi and thereby she has to spoil her personal planning. Therefore, Mr. Higashi fails to acquire the appreciation of the employees. In order to bring them under control, he seems to have lost his own control over them and started becoming autocratic. This was not accepted by the employees.
Desai (2011) states that mental satisfaction of the employees within an organisation is the most essential part that propels the growth of the organisation further and also help to attain the faith of the employees. But while in JET the foreign employees barely felt any mental calmness and tranquility (Treble and Barmby, 2011). What is more, it has been witnessed that apart from the posts of personal secretary Mr. Higashi has hired no female Japanese employees which is quite wired within an organisational circumference (Ashford, 2011). From this fact it is proved that Mr. Higashi typically believes in gender discrimination. At the same time, the behavior of Mr. Higashi has been tagged by the female foreign employees as “sexiest”. It is also sure, as stated by Osterkamp and Rohn (2007), as the foreigners grow up in a different atmosphere, they need time to cop up with the situation and culture of a different country. But it appears that instigation of Mr. Higashi again works as a barrier for these people as well. Less faith has been gained by Mr. Higashi to attain success of the organisational structure. This particular incident is not only a strategical approach which intensifies the situation at the same time (Waters et al. 2013). This situation was really expected and appeared as well.
If thought from a different point of view in Japan loyalty of the employees towards the organisational ethos and towards its development is intrinsic. Van Poppel (2002) has stated that in no way mismanagement in the organisational structure is entertained in Japan. Therefore, Mr. Higashi performed his duty. The rule within an organisation is needed to be same and spontaneous for all of the employees, irrespective of their entity and designation. If the same scenario happens with a Japanese employee, using the paid vacation stands to be the only option opened (Osterkamp and Rohn, 2007). Mr. Higashi, therefore, appears to have taken the justified decision by letting Kelly and other foreigners getting the paid leave. It is necessary that the intensity of the organisational ethos is needed to be maintained without by harming the employee statistics. Within the organisation no partiality should be influenced. Though it may not seem to be similar, followed in UK or Australia, but it is needed to be mentioned that one has to follow the rules and regulation of a different country (Lofvander et al. 1997). On the other hand, CLAIR needs to make Kelly cleared about all the norms, rules and regulations that needs to be followed. If it would have guided her with all the approaches such incidents may not happen.
Throughout this analysis the researcher has tried to evaluate the problem generally seemed to be faced in the professional fields. Sick leave or medical leave is typically tried to be avoided or overlooked by the organisations. Even after the authentic documents presented by the employees before the management, management barely cares for them and let them enjoy these days with non paid leave. Although it appears to be illegal it has become a problem of all the countries. Violation of the agreement is often taken as casual basis. This research work highlights all those sectors promptly by considering a specific case scenario.
Andersen, S. (2010). The cost of sickness: On the effect of the duration of sick leave on post-sick leave earnings. Social Science & Medicine, 70(10), pp.1581-1589.
Ashford, O. (2011). Sick leave. Weather, 66(5), pp.137-138.
Berkley, R. and Watson, G. (2009). The Employer–Employee Relationship as a Building Block for Ethics and Corporate Social Responsibility. Employ Respons Rights J, 21(4), pp.275-277.
Dale-Olsen, H. (2013). Sickness Absence, Sick Leave Pay, and Pay Schemes. LABOUR, 28(1), pp.40-63.
Desai, D. (2011). Employer-Employee Relationship In Co-Operation. IJAR, 1(11), pp.42-43.
Hansson, A., Vingård, E., Arnetz, B. and Anderzén, I. (2008). Organizational change, health, and sick leave among health care employees: A longitudinal study measuring stress markers, individual, and work site factors. Work & Stress, 22(1), pp.69-80.
Kuehn, B. (2012). Sick Leave Benefits. JAMA, 308(12), p.1198.
Lofvander, M., Engström, A., Theander, H. and Furhoff, A. (1997). Young immigrants on long-term sick-leave. Scandinavian Journal of Social Welfare, 6(1), pp.54-60.
Osterkamp, R. and Rohn, O. (2007). Being on Sick Leave: Possible Explanations for Differences of Sick-leave Days Across Countries. CESifo Economic Studies, 53(1), pp.97-114.
Rugless, M. and Taylor, D. (2011). Sick leave in the emergency department: Staff attitudes and the impact of job designation and psychosocial work conditions. Emergency Medicine Australasia, 23(1), pp.39-45.
Skatun, J. (2002). Take some days off, why don't you. Aberdeen: University of Aberdeen, Centre for European Labour Market Research.
Treble, J. and Barmby, T. (2011). Worker absenteeism and sick pay. Cambridge: Cambridge University Press.
van Poppel, M. (2002). Measuring sick leave: a comparison of self-reported data on sick leave and data from company records. Occupational Medicine, 52(8), pp.485-490.
Waters, R., Sevick Bortree, D. and T.J. Tindall, N. (2013). Can public relations improve the workplace? Measuring the impact of stewardship on the employer-employee relationship.Employee Relations, 35(6), pp.613-629.
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