Presentation for HRM

Foxconn Case Study

Question 1

  • Low wages
  • Work vast amounts of overtime to make enough money to survive.120hours a month and 70hours per week(Moore,2010)
  • Workers were forbidden to talk during their long shifts and often felt lonely and isolated working on a compound a long way from home (Zhang 2012)
  • Use under-age workers (Smedley 2013)

Question 2

  • Work councils
  • An adjunct to collective bargaining involving trade union representatives, works councils are a fact of industrial life and upheld by law in a number of European Union counties.
  • Financial plans and company structures
  • Acquisitions, physical investments and divestments.
  • Working practices and the introduction of new technology.
  • Proposed incentive systems and wage payment systems.
  • Company sales, profits and prices.
  • Personnel policies (including recruitment methods).
  • Health and safety at work.
  • Trade union

-lobby the government when national decisions are ​​being made which may impact on the industry/employer;

​​-represent members in discussions / collective bargaining with ​trade unions at industry level;

​​-provide advice and guidelines to employers on employment

​​ relations issues and how to avoid/deal with industrial unrest;

​​-represent employers at employment tribunals;

​​-provide guidelines on ‘best practice’ in employment relations

Question 3

  • Management's involvement through the election of representatives of the Union. Turned out to be the representatives is acting on behalf of the management;
  • Insufficient autonomy of the Foxconn Federation of Labour Unions Committee;
  • Workers lack of awareness how to vote for a appropriate person to represent them.

Question 4

4 supervisory role

—cultivate ethical awareness

—Enhance social responsibility (Wood 1991)

—Strengthen the relationship between managers and employees

Wood,D.J (1991) Corporate Social Performance Revisited. Academy of Management Review 16,691-718.

Question 5

The best practice is to have a performance management program in place for performance targets are part of formal control. It contributes to shaping corporate culture, both formally and informally thereby acting as an informal control mechanism as well as part of the bureaucratic control system (Dowling, Festing, &SR, 2013).

Improve the working conditions is also needed. In this way, employees don’t have to work overtime and can feel being treated with respect. HR manager could review employees’ performances and help them set goals. Thus, workers can adjust their negative emotion through manager’s good reviews and feedbacks.

Reference:

Dowling, P., Festing, M., &SR. (2013). International human resource management. London: Cengage Learning EMEA.p154-155

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