The Therapist Can\u27t See You Now: How Paid Sick Leave Policy Can Accommodate Mental Illness in the Workplace

Restaurants have become the “poster child” for why employers should adopt paid sick leave. Advocates suggest that employees without access to paid sick leave often show up to work ill due to their inability to sacrifice pay. Clever protest signs read, “No Boogers in my Burger” and “No Coughing in my Coffee.” Any rational customer would not appreciate the thought of a flu-ridden chef assembling their main course. However, the benefits of paid leave legislation and policies go beyond protecting cheeseburgers from flu germs. Just as employees with the flu require time off for medical attention, employees with mental illness require time to attend appointments and engage in preventative care. A staggering one in five adults in the United States have a mental health condition, and the depression rates among young adults is worsening

Fusion collaboration in global teams.

This essay introduces a new model for facilitating collaboration in global teams that leads to creatively realistic solutions to global problems. The conceptualization for the fusion model of global team collaboration draws on the culinary tradition of fusion cooking and current political theorizing about pluralistic societies. We describe how the fusion principle of coexistence facilitates information extraction and decision making, and we recommend formal interventions to counterbalance the unequal power relations among team members. We contrast the fusion model to models of collaboration based on principles of the dominant coalition and of integration/identity, pointing out why fusion should produce superior solutions to global problems.Model; Problems; Information; Decision; Decision making; Models; Principles;

Engaging with (diversity) management: An analysis of minority employees' agency.

This study analyses how minority employees engage with (diversity) management to construct their organizational identities and, by so doing, comply with, accommodate and/or resist managerial control. Differently from most studies of diversity as a discourse, which consider diversity discourses as direct forms of control, we approach diversity as an identity-regulating discourse, controlling minority employees indirectly by offering them specific organizational identities. Further, these identity-regulating discourses combine with the specific material structure of the organization, creating a particular mix of direct and indirect control. We analyze four minority employees' identities in two organizations, a technical drawing company and a hospital. We show that minority employees actively engage, as agents, with both types of control, which constrain them but also open up possibilities for resistance, and even forms of (micro-)emancipation. The paper contributes to the reconceptualization of diversity as an identity-regulating discourse and to the further theorization of identity regulation and emancipation.Agency; Companies; Control; Diversity; Emancipation; Employees; Management; Materiality; Open; Regulation; Resistance; Structure; Studies;

Reconsidering translation and language in an international business context: beyond an instrumental approach.

International;

Collaborating to desegregate a black school: how can a low power stakeholder gain voice?.

This longitudinal action research examines a black school's process of desegregation. Based upon stakeholder, desegregation and collaboration theory, the school's segregated mode was analyzed through understanding its identity as it was conctituted in its stakeholders' network and assessing the incentives to collaborate among different stakeholders. As a way to gain voice, the interventions were orieted towards shifting the schoo's network boundaries and creating personalized relationships with stakeholders around an educational curriculum in wich heterogeneity itself had a function. According to the 'ethics of care' principle, stakeholders shared responsibilities for the needs of all pupils.Desegregation; Processes; Theory;

A culturally synergetic approach to international Human Resource Management: implementing an integrated approach.

An integrated approach to IHRM tries to create a HRM system with substantial global integration combined with local differentiation. How to successfully implement such an integrated IHRM approach is the focus of this paper. The literature indicates three issues that need to be addressed: finding the balance between global integration and local responsiveness, understanding the cultural embeddedness of HRM practices and assessing the underlying power dynamics. Our suggestion is a culturally synergistic approach to IHRM. This approach is being presented by identifying the crucial steps in the decision making process and discussing guidelines on when and how to intervene.Human resource management; Resource management; Management; International; Integration; Decision making; Processes;

Constructing the other: managerial rhetorics of diversity.

In this article, we examine how HR managers rhetorically construct diversity as discourses of Otherness. Our analysis relies on argument schemes developed by the classical rhetoric tradition. HR managers talk about diverse employees as visible, hearable and enjoyable Others, measure Otherness in terms of time, pace and rhythm, and evaluate the Other in terms of his/her compliance. While these discourses are varied and sometimes contradict the dominant (negative) Discourses of Otherness, they remain at the same time monolithic. The construction and valorisation of Otherness is predominantly deployed in function of reinforcing dominant managerial Discourses of discipline, compliance and control.Employment; Expected; Managers; Studies;

A knowledge perspective on HRM activities: what matters for HRM?.

This stuy discusses the HRM literature and models from a knowledge perspective relying on the distinction between component and architectural knowledge. Given this distinction, it examines the influence of HRM activities on client orientation, felt responsibility, psychological attachment and cooperative attitude, four main characteristics of a learning organisation.Knowledge;

The initiation and evolution of interfirm knowledge transfer in R&D relationships.

Knowledge; Knowledge transfer; R&D;