Third Party Conflict Resolution – Sick Leave The case of sick leave involved Kelly, who was hired by Soto Board of Education in Japan. Her employment was with The Japan Exchange and Teaching Program (JET) and Conference of Local Authorities for International Relations (CLAIR) had taken over the contracts for the workers of JET. CLAIR’s role was to be a liaison during recruiting and selection, counseling and participant welfare. Their main function was to promote the exchange at the local level. The paper stated that if there was a problem with the host institution, then it was up to the host to address and solve the issue. If the problem didn’t get resolved then the participant could go to CLAIR with their grievances. It was up to them to step in on JET participants’ behalf to work to solve the issue. Kelly was hired as an assistant language teacher (ALT) and had been working for six months. She was to work three days a week in the board of education office and two days helping with the English program. Her contract stated that her hours were Monday to Friday 8:30 AM to 5 PM. These hours were not the hours of the Japanese workers. Their culture had the employees working six days a week and rarely took time off. Kelly’s contract also had vacation and sick leave time given but stipulations as to when a doctor’s note was needed and the notice time given for time off for vacations. Kelly got sick and called into her boss at the Board of Education office and stated that she would not be in for two days due to illness. Her boss, Mr. Higashi, told her she needed to bring a note from the doctor when she returned to work. She did as was asked and had the note when she returned to work two days later. Her boss wanted he... ... middle of paper ... ... then this is a culture difference between Mr. Higashi and the employee. However, if Kelly had intended on using the vacation for vacation and sick leave for sick leave then that means there is no vacation time allowed for Kelly to use for this vacation. The compromise would be that Mr. Higashi and Kelly would agree to use one day of sick leave and one day of vacation time off. This strategy would allow both parties to win to some degree and at the same time be able to keep an agreeable relationship between the two parties. Works Cited Lewicki, R. J., Saunders, D. M., & Barry, B. (2005). Negotiation, Fifth Ed. New York, NY: McGraw-Hill Irwin. Lewicki, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation Readings, Exercises, and Cases Fifth Ed. Bill Brubaker, Mark Asher, A Power Play for Howard Negotiation (pp. 616-626). New York, NY: Mcgraw-Hill Irwin.
Fisher, R., Ury, W., & Patton, B. (1981). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
Fisher, Roger, William Ury, and Bruce Patton. Getting to yes: negotiating agreement without giving in. 2nd ed. New York, N.Y.: Penguin Books, 1991. Print.
The purpose of this paper is to analyze a specific, hypothetical employment situation encountered and to include the information regarding employment conflicts, questions, grievances, lawsuits, etc., in terms of how the situation was handled or resolved. Employment conflicts are a constant issue everyday in any organization; it is how you handle them both legally and professionally that counts.
Absence abuse will be scrutinized based on the number of unexcused occurrences during any twelve-month period; the definition of sick leave can be found in SCSO Policy# 251, Employee Leave, Section 251.19 Definitions. A regular sick absence is considered an occurrence with or without a doctor’s note and should be defined as one occurrence which consist of one day; one occurrence which consists of a portion of one day exceeding one hour; or one occurrence which consists of one or more consecutive days arising from the same disease or illness. A tardy occurrence is any single incident an employee reports late to duty as scheduled. Disciplinary action will be taken immediately when the number of occurrences passes the limits indicated
Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practices. New Jersey: Pearson.
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
Japanese labor legislation includes a number of laws to regulate employment practices. In order to
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
United States of America. National Employment Law Project. National Employment Law Project. N.p., Jan. 2011. Web. 18 May 2014.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
McCarthy, A. (n.d.). 10 rules of negotiation. Negotiation Skills. Retrieved March 31, 2014, from http://www.negotiation-skills.org
Negotiation has been used as a vital communication tool not only in business but also in social intercourse. It helps people make common agreement and avoid conflict. So we need to use the tactics which we learned from this course and books to do more practice, only in this way we can gain advantages in negotiation.
Company today doesn’t have a strong employee’s policy about the benefits and rules that are putting in place vacation, personal day, and sick day. To prevent absenteeism human resource have to researched in how important they human capital to they organization. They should separate the different department needed and how it effect productions when they is high absent from delay work. Usual company is not very clear about when to use your vacation and personal day. Also when to call out sick, what are the guideline?
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
Negotiation approaches are generally described as either distributive or integrative. At the heart of each strategy is a measurement of conflict between each party’s desired outcomes. Consider the following situation. Chris, an entrepreneur, is starting a new business that will occupy most of his free time for the near future. Living in a fancy new development, Chris is concerned that his new business will prevent him from taking care of his lawn, which has strict requirements under neighborhood rules. Not wanted to upset his neighbors, Chris decides to hire Matt to cut his grass.