Corporate Success Through People
Making International Labour Standards Work For You
Emily Sims‚ Nikolai Rogovsky
Making International Labour Standards Work For You
About the Book
In today’s global economy, corporate managers are in the front line when it comes to transforming management principles from an abstract vision into reality. International labour standards (ILS) can be effective and powerful tools around which managers can build their corporate policies and practices. ILS embody the principle that workers are an asset in which to invest, rather than a cost to be borne, and this book presents convincing evidence that the practical implementation of these standards can help a company develop its competitive edge by putting people first.
The book presents numerous case studies from both large and small companies all over the world, where the adoption of ILS has transformed working practices. It provides concrete examples of how implementing ILS on issues such as recruiting and hiring, employee involvement and labour relations, and health and safety, has helped organizations to create a healthy and positive working environment while at the same time reducing labour costs and increasing productivity.
Dealing with such contemporary contexts as the global economy, online recruiting, an ageing workforce, and HIV/AIDS in the workplace, this is a timely and important resource for managers who want to know how to treat their employees with dignity without compromising the bottom line. It shows how implementing ILS in any company is not only a wise code of conduct, but makes sound business sense as well.
Is there a trade-off between treating employees well and succeeding in business ? Many employers assume that treating employees well means higher labour costs and lower profits. But a number of companies have found that they can do well by their employees and also succeed in business. The aim of this book is to explain how.
About the Author(s) / Editor(s)
Nikolai Rogovsky
Emily Sims
The International Labour Organization was founded in 1919 to promote social justice and, thereby, to contribute to universal and lasting peace. Its tripartite structure is unique among agencies affiliated to the United Nations; the ILO's Governing Body includes representatives of government, and of employers' and workers' organizations. These three constituencies are active participants in regional and other meetings sponsored by the ILO, as well as in the International Labour Conference — a world forum which meets annually to discuss social and labour questions.
Over the years the ILO has issued for adoption by member States a widely respected code of international labour Conventions and Recommendations on freedom of association, employment, social policy, conditions of work, social security, industrial relations and labour administration, among others.
The ILO provides expert advice and technical assistance to member States through a network of offices and multidisciplinary teams in over 40 countries. This assistance takes the form of labour rights and industrial relations counselling, employment promotion, training in small business development, project management, advice on social security, workplace safety and working conditions, the compiling and dissemination of labour statistics, and workers' education.
Contents in Detail
Preface
Acknowledgements
Introduction
1.Social management in action
Case 1. SAS Institute: A company of
the future?
Case 2. BANTAI Industries: People-centred
policies in the textiles industry
Case 3. Adidas: Social management and
business success
2.Attracting high-quality workers
Case 1. Yazaki-Torres Manufacturing, Inc. (YTMI):
Equal opportunity as a core management
strategy
Case 2. Walgreens: Tapping into the pool of
workers with disabilities
Case 3. Eskom non-discriminatory recruitment
policy: People with HIV/AIDS
Case 4. L&T: An integrated approach to recruitment
and retention
ILS pertaining to recruitment
3.Non-discrimination
Case 1. Miles, Inc., Pharmaceutical Division
Case 2. The Grey Revolution at B&Q
Case 3. Deloitte and Touche: The Initiative for
the Retention and Advancement of Women
ILS concerning non-discrimination in the
workplace
4.Working conditions
1.Occupational safety and health
Case 1. Creation Windows, Inc.: A
proactive approach to safe work
Case 2. Dow Chemical: Investing in the future
Case 3. Health of South African workers:
How companies respond to the HIV/
AIDS challenge
ILS concerning safe work
2.Working time
Case 1. Reduction of overtime in the Asian
footwear industry
ILS pertaining to working time
5.Human resource development
Case 1. HRD strategy in the Mexican
clothing industry
Case 2. General Motors in Mexico
Case 3. La Fragua, S.A.
Case 4. Job enrichment of a teller position
in a bank-holding company
Case 5. SATS Security Services: Improving
workers’ skills through job rotation
Case 6. Sheraton in Singapore
Case 7. AES: A decentralized company
with global values
Case 8. Delco-Remy
Case 9. Cascade and Burger King: Training
as a recruiting and retention device
Case 10. Marriott International: Benefits
of pre-employment training
Case 11. Thorn Lighting
ILS pertaining to human
resource development
6.Labour relations: Freedom of association, collective
bargaining and employee participation in decision-making
1.Freedom of association and collective bargaining
Case 1. Southwest Airlines: How good labour
relations can contribute to the bottom line
Case 2. NUMMI: You only live twice
Case 3. Crown Zellerbach Corporation
Case 4. Trinidad Cement Limited: A case of
successful collective bargaining driven
by international competition
Case 5. Alcan Jamaica Limited: Collective bargaining
combined with tripartism
Case 6. St. Vincent Electricity Company (VINLEC):
Enterprise turnaround through collective bargaining
ILS concerning recognition of unions and collective
bargaining
2.Employee participation in the decision-making process
Case 1. Achieving corporate success through an employee
involvement programme at Trimo Trebnje
Case 2. PSS World Medical: Employee involvement
– Firing the boss
Case 3. Natura Company in Brazil
ILS concerning employee participation
7.Layoffs and downsizing
Case 1. Levi Strauss
Case 2. South African Breweries
Case 3. Two responses to the collapse of
the dotcom sector
ILS concerning termination of employment
8.Child and forced labour
Case 1. Pranda Jewellery public company
limited, Thailand
Case 2. Mabrouc/Prem Group partnership in India
ILS concerning child and forced labour
Conclusion
Annex: List of international labour standards referred to
Bibliography
| Publisher | AF Press |
| Publication Date | 2006 |
| Number of Pages | 140 |
| ISBN |
8171884989 |
Academic Foundation (AF), based in New Delhi, is India’s leading independent publisher of academic/scholarly books in Social Sciences, specialising in Economics—Development Economics and Indian Economy in particular, and allied subjects.
About the Book
In today’s global economy, corporate managers are in the front line when it comes to transforming management principles from an abstract vision into reality. International labour standards (ILS) can be effective and powerful tools around which managers can build their corporate policies and practices. ILS embody the principle that workers are an asset in which to invest, rather than a cost to be borne, and this book presents convincing evidence that the practical implementation of these standards can help a company develop its competitive edge by putting people first.
The book presents numerous case studies from both large and small companies all over the world, where the adoption of ILS has transformed working practices. It provides concrete examples of how implementing ILS on issues such as recruiting and hiring, employee involvement and labour relations, and health and safety, has helped organizations to create a healthy and positive working environment while at the same time reducing labour costs and increasing productivity.
Dealing with such contemporary contexts as the global economy, online recruiting, an ageing workforce, and HIV/AIDS in the workplace, this is a timely and important resource for managers who want to know how to treat their employees with dignity without compromising the bottom line. It shows how implementing ILS in any company is not only a wise code of conduct, but makes sound business sense as well.
Is there a trade-off between treating employees well and succeeding in business ? Many employers assume that treating employees well means higher labour costs and lower profits. But a number of companies have found that they can do well by their employees and also succeed in business. The aim of this book is to explain how.
About the Author(s) / Editor(s)
Nikolai Rogovsky
Emily Sims
The International Labour Organization was founded in 1919 to promote social justice and, thereby, to contribute to universal and lasting peace. Its tripartite structure is unique among agencies affiliated to the United Nations; the ILO's Governing Body includes representatives of government, and of employers' and workers' organizations. These three constituencies are active participants in regional and other meetings sponsored by the ILO, as well as in the International Labour Conference — a world forum which meets annually to discuss social and labour questions.
Over the years the ILO has issued for adoption by member States a widely respected code of international labour Conventions and Recommendations on freedom of association, employment, social policy, conditions of work, social security, industrial relations and labour administration, among others.
The ILO provides expert advice and technical assistance to member States through a network of offices and multidisciplinary teams in over 40 countries. This assistance takes the form of labour rights and industrial relations counselling, employment promotion, training in small business development, project management, advice on social security, workplace safety and working conditions, the compiling and dissemination of labour statistics, and workers' education.
Contents in Detail
Preface
Acknowledgements
Introduction
1.Social management in action
Case 1. SAS Institute: A company of
the future?
Case 2. BANTAI Industries: People-centred
policies in the textiles industry
Case 3. Adidas: Social management and
business success
2.Attracting high-quality workers
Case 1. Yazaki-Torres Manufacturing, Inc. (YTMI):
Equal opportunity as a core management
strategy
Case 2. Walgreens: Tapping into the pool of
workers with disabilities
Case 3. Eskom non-discriminatory recruitment
policy: People with HIV/AIDS
Case 4. L&T: An integrated approach to recruitment
and retention
ILS pertaining to recruitment
3.Non-discrimination
Case 1. Miles, Inc., Pharmaceutical Division
Case 2. The Grey Revolution at B&Q
Case 3. Deloitte and Touche: The Initiative for
the Retention and Advancement of Women
ILS concerning non-discrimination in the
workplace
4.Working conditions
1.Occupational safety and health
Case 1. Creation Windows, Inc.: A
proactive approach to safe work
Case 2. Dow Chemical: Investing in the future
Case 3. Health of South African workers:
How companies respond to the HIV/
AIDS challenge
ILS concerning safe work
2.Working time
Case 1. Reduction of overtime in the Asian
footwear industry
ILS pertaining to working time
5.Human resource development
Case 1. HRD strategy in the Mexican
clothing industry
Case 2. General Motors in Mexico
Case 3. La Fragua, S.A.
Case 4. Job enrichment of a teller position
in a bank-holding company
Case 5. SATS Security Services: Improving
workers’ skills through job rotation
Case 6. Sheraton in Singapore
Case 7. AES: A decentralized company
with global values
Case 8. Delco-Remy
Case 9. Cascade and Burger King: Training
as a recruiting and retention device
Case 10. Marriott International: Benefits
of pre-employment training
Case 11. Thorn Lighting
ILS pertaining to human
resource development
6.Labour relations: Freedom of association, collective
bargaining and employee participation in decision-making
1.Freedom of association and collective bargaining
Case 1. Southwest Airlines: How good labour
relations can contribute to the bottom line
Case 2. NUMMI: You only live twice
Case 3. Crown Zellerbach Corporation
Case 4. Trinidad Cement Limited: A case of
successful collective bargaining driven
by international competition
Case 5. Alcan Jamaica Limited: Collective bargaining
combined with tripartism
Case 6. St. Vincent Electricity Company (VINLEC):
Enterprise turnaround through collective bargaining
ILS concerning recognition of unions and collective
bargaining
2.Employee participation in the decision-making process
Case 1. Achieving corporate success through an employee
involvement programme at Trimo Trebnje
Case 2. PSS World Medical: Employee involvement
– Firing the boss
Case 3. Natura Company in Brazil
ILS concerning employee participation
7.Layoffs and downsizing
Case 1. Levi Strauss
Case 2. South African Breweries
Case 3. Two responses to the collapse of
the dotcom sector
ILS concerning termination of employment
8.Child and forced labour
Case 1. Pranda Jewellery public company
limited, Thailand
Case 2. Mabrouc/Prem Group partnership in India
ILS concerning child and forced labour
Conclusion
Annex: List of international labour standards referred to
Bibliography
| Publisher | AF Press |
| Publication Date | 2006 |
| Number of Pages | 140 |
| ISBN |
8171884989 |
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