focus on foxconn “consecutive jumps” group 4. background info. focus on foxconn
TRANSCRIPT
Focus on Foxconn
“Consecutive Jumps”
Group 4
Background Info.
Focus on Foxconn
About Foxconn
Foxconn is a major manufacturer catering to famous-name brands including Apple, Dell, HP, Motorola, Nintendo(任天堂) , Sony and Nokia.
The Foxconn suicides occurred between January and November, 2010, when 18 Foxconn employees attempted suicide with 14 deaths.
The suicides drew media attention, and employment practices at Foxconn, were investigated by several of its customers.
About Foxconn
Pre-2010
While the 2010 incidents were remarkable for their extent, the company has suffered other employee suicides as well.
2010 An estimate of 18 Foxconn employees attem
pted suicide in 2010, with 14 deaths.
2011
Cause of the event
Focus on Foxconn
The Hawthorne Studies (relationship)
Pyramid management mode workers are at the bottom and under strict
monitoring. 34.7% of them were troubled by management , like suffer beating and scolding
Overwhelmed security systems over 1000 guards(保安 ) in just one manufacturing
district(工业区 ) and about 16.4% of the workers had been beaten and scolded by the guards.
Maslow’s Hierarchy of Human Needs
Physiological Needs Security needs Social needs Esteem needs
Physiological Needs
Labor-intensive(劳动强度大 ) cut workers’ rest time(休息时间 ). more than 85.5% of them
has less than four days for rest per month Lack of public service
for the‘ just in time production’ (零库存生产 ), lots of entertainment equipments are useless
Product line of daily life eating, sleeping are arranged like product line.
Rising consumer price The price of perimeter of the factory (工厂周边) for rent (租金) and daily consumption rise
Physiological Needs
In Dormitory Do some voluntary work for the right of
accommodation; just have twenty days diet for free
In dormitory, can’t wash clothes themselves, hang out clothes, or blower hair(吹头发 )
Crowd and noisy( different shifts, day shift and night shift)
Security needs
Forced overtime work Limited Communicating system
the Labor Union in Foxconn was not behalf of employees, while the management was powerful and overwhelmed
Poor working condition and occupational disease radioactive, high temperature, noise, dust, toxic
gas and the fixed sitting poses cause some physical damage.
Concealing industrial injury(瞒报工伤 )
Security needs
Trivial procedure to report the injury case (手续繁琐 )
Lack of occupational safety training and labor protection equipment investment
Embezzle(克扣 ) part of medical expenses(医药费) and food allowance
Solve the industrial injury privately
Social needs
Icy dormitory(冰冷的宿舍 ) Fellow townsmen and coworkers in the same
workshop can’t live in the same dormitory. Stifling assembly line(令人窒息的生产线 )
Fellow townsmen can’t work in the same product line; no communication, no walking, no laughing, and no interaction with other workshops when at work
Esteem needs
Democratic is the most inefficient way to make decision, which is the principle for promotion system.
The narrow space and promotion of unfair promotion system makes workers of Foxconn see no hope of promotion, causing more and more frustration over the workers.
Self- actualization
日期 工作部门
底薪 正常工作时间
平时加班
加班费
工总总额
2010年 7月
SMT 1250元
21.75天
103.3小时( 4天 -5天)
1123元
2417.52元
杭州富士康某工人的工资构成
Middle managers (such as section managers) , basic pay about 10000 yuan/month. Plus allowances and bonuses,management personnel's wage far higher than general worker.
Different position staff in income level have significant differences
Vroom’s Expectancy Theory
Achievable goals the same as Maslow’s Self-actualization Theory
Desirable rewards one day off a week
Herzberg’s Two-factor Theory Hygienic factors
Ignore the occupational safety hidden trouble Overtime pay Deprivation:
80 hours per months, over 80 hours, no pay Basic income: 1200RMB, just 100RMB more
than minimized standard income 1100RMB. 42.3% of employees' income is from overtime
pay. Motivating factors
The same as Maslow’s Esteem needs Theory
McGregor’s Theory X and Theory Y
Theory X managers Militarized management
“No” production stoppage (生产零断线 ) whenever needed, employees must be arrive Degree of atomization(原子化程度 ): be fixed in one
product line, no more than two fellow-villagers in the same product line, no communication, no walking, no laughing, and no interaction with other workplaces when at work. -----lonely and helpless when in trouble
Feasible Suggestion
Focus on Foxconn
Needs
What are the employees seeking at their current workplace the top things are:
New, challenging assignments (44 percent of women, 48 percent of men);
Flexible work arrangements (39 percent of women, 34 percent of men);
Leadership positions within their companies (22 percent of women, 28 percent of men).
6 ways to deal with dissatisfied employees
1. One-on-ones
Spending some time with them and giving them a chance to talk out their thoughts allows you to see issues before they get too big.
2. Coaching
To help them get a better understanding of these things. Take the time to ensure that they know what they should be doing on their project.
3. Paying attention
When asking questions, try to put yourself in your team members’ shoes. To really listen to understand what the issues are.
4. New projects
Resolving some issues is as simple as giving employees a more challenging project. A work environment devoid of challenges can easily lead to boredom. ance to talk out their thoughts allows you to see issues before they get too big.
5. Money
It rarely does money solve the problem of an unhappy employee. In some instances, money problems might be a contributing factor in their unhappiness, but overall, that won’t be a root cause.
6. Time off
After an effort to get a big project launched, having a few days to recharge can help even the most diehard workaholic.
Thanks for listening
Group membersElan Elena Kay Ocean Summer
Referenceshttp://www.techrepublic.com/blog/10things/10-ways-to-deal-with-an-unhappy-employee/345http://smallbiztrends.com/2011/03/how-can-you-help-your-unhappy-employees-%E2%80%93-and-should-you.htmlhttp://www.wikipedia.org《富士康调研总报告》
Relevant informationhttp://www.ehow.com/how_4423765_manage-unhappy-employees.htmlhttp://www.about-personal-growth.com/employee-dissatisfaction.html