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Working Practices in Different Countries Despite the fact that, in recent years, there has been more uniformity, associated with adoption of employment policies by the companies in different countries, the various cultural factors still play very important role, when it comes to maximizing the effectiveness of these policies. Apparently, people in different parts of the world associate the process of hiring with different expectations, on their part. The realities of post-industrial era resulted in creation of a new economic concept, which is now being excessively used, within a framework of designing employment policies a so called work-life balance. This concept corresponds to the ratio between achievement and enjoyment, related to every particular job, which are now believed to have distinguishable properties. Apparently, in post-industrial world, the employee is not being exclusively concerned with the prospects of making money and with opportunities of professional advancement, as it used to be the case not too long ago. Nowadays, the average employee also seeks to receive an emotional satisfaction from working in the field of his or her interest.
In every particular country, work-life ratio is being viewed from different organizational perspectives. The case study A Case of Social Responsibility or Competitive Advantage? provides us with the insight on the essence of popular attitudes to work-life balance programs in EU and U. S. : The current cultural, political, and social framework of the U. S.
and the EU leads to different rationales for implementing work-life programs. While U. S. companies generally offer work-life programs as a competitive advantage, the EU mandates them as a function of social responsibility. In other words, when it comes to offering various social benefits to potential employee, on the part of employer in America, the employer simply considers them as a tool of winning workers loyalty, without being particularly concerned about his well-being as individual. In Europe, it is often other way around the government often requires companies to appreciate their employees, without regard to the quality of their professional performance.
It is the countries of EU, where ill-famed celebration of diversity programs were being originally designed. Thus, before adopting a mix of working practices in every particular country, the organizations managers need to examine cultural factors that have effect on the overall quality of employees performance. For example, in France, it is a common practice among employers to allow workers 25 - 27 days paid leave, on annual basis, which probably corresponds to the fact that in France, the ideals of multiculturalism are being celebrated little too hard. Therefore, the American company that plans to expand the range of its operations into this country will have to adjust its employment policies accordingly. Whereas in U. S.
the inclusion of dental plan into employment contract is often being viewed as the single most important motivation for the potential employee to apply for work, in the first place, the commercial and governmental institutions in countries of EU are obligated to provide dental plan to workers by the law. The Globalization creates a situation when the bulk of industrial manufacturing is being is now moved to the countries of Third World. This is because, in these countries, the employer does not have to concern itself with maintaining its reputation as progressive organization. The sweatshop workers in Asian countries, who often work 12 hours a day for as little as 10 dollars, are simply unaware of what such popular in the West concepts as employee empowerment, professional self-assertiveness or flex-time stand for. As the matter of fact fact, in Western countries, more and more people prefer to pursue carriers in management rather then carriers in manufacturing, because such carriers allow individual to make very good money with very little time and effort applied.
Slowly but surely the workforce in Western countries transforms its essence into bureaucratic force. It is only well-paid workers who associate their professional effectiveness with their right to enjoy various social programs, provided by the employer, such as gym subsidies, concierge services, child care, paid vacation etc. Therefore, we can only refer to work-balance programs as such that companies must strive to implement, within a context of increasing the effectiveness of management. Once we put the notions of political correctness aside, it will allow us to come up with practical suggestions as to what would correspond to organization selecting the most appropriate mix of flexible working practices in different countries. In U. S. , the prospect of high monetary reward has traditionally been the strongest motivational factor for the employees to perform their duties with utmost dedication.
This is because, up until recently, America used to attract highly individualistic and professional people, as immigrants. Therefore, in America, organization needs to know how to exploit peoples individualism for attaining very practical purposes. The best way to achieve it is to set employees salaries to be such that correspond to the quality of their work. In Europe, the majority of people subconsciously expect the government to take care of them, regardless of whether they work or exist in parasitic mode, which is the reason why countries of EU continue to attract hordes of illegal immigrants from Third World. Therefore, the organization that is planning to successfully operate in Europe needs to embrace a quantitative rather then qualitative factor, as the tool of measuring its operating efficiency. In countries of E.
U. , the governments often provide companies with monetary grants, if these companies prove their dedication to the ideals of enforced tolerance. In the countries of Third World, there is absolutely no need to strive to benefit employees, in the social context of this word, in order to improve their professional performance. Ten or fifteen dollars a day often serves as a good enough incentive, when it comes to motivating workers. There is an abundance of workforce in such countries, which allows organizations to view it as the expendable component of operational system. In fact, managers willingness to treat local workforce with respect, is often being viewed as the proof of professional inadequacy, on their part. Thus, we can conclude that those in charge of designing organizations working practices must be able to adjust these practices to match up with socio-political realities in every particular country.
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Research essay sample on Working Practices In Different Countries
