{"product_id":"labour-market-regulation-and-deregulation-in-asia-copy","title":"Corporate Success Through People","description":"\u003ch2 class=\"d_normalheder\"\u003e\u003cspan\u003eAbout the Book\u003c\/span\u003e\u003c\/h2\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cp\u003eIn 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.\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eThe 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.\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eDealing 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.\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eIs 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.\u003c\/p\u003e\n\u003cspan class=\"morecontent\"\u003e\u003cspan\u003e\u003c\/span\u003e \u003c\/span\u003e\n\u003c\/div\u003e\n\u003ch2 class=\"d_normalheder\"\u003e\u003cspan\u003e\u003c\/span\u003e\u003c\/h2\u003e\n\u003ch2 class=\"d_normalheder\"\u003e\u003cspan\u003eAbout the Author(s) \/ Editor(s)\u003c\/span\u003e\u003c\/h2\u003e\n\u003cdiv class=\"more\"\u003e\n\u003cp\u003e\u003cstrong\u003eNikolai Rogovsky \u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cstrong\u003e Emily Sims\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eThe\u003cstrong\u003e\u003cspan\u003e \u003c\/span\u003eInternational Labour Organization\u003cspan\u003e \u003c\/span\u003e\u003c\/strong\u003ewas 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.\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eOver 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.\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eThe 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.\u003c\/p\u003e\n\u003cspan class=\"morecontent\"\u003e\u003cspan\u003e\u003c\/span\u003e \u003c\/span\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"more\"\u003e\u003cspan class=\"morecontent\"\u003e\u003c\/span\u003e\u003c\/div\u003e\n\u003cdiv class=\"more\"\u003e\u003cspan class=\"morecontent\"\u003e\u003c\/span\u003e\u003c\/div\u003e\n\u003ch2 class=\"glossymenu\"\u003eContents in Detail\u003c\/h2\u003e\n\u003cdiv class=\"glossymenu\"\u003e\n\u003ca class=\"menuitem submenuheader\" href=\"https:\/\/academicfoundation.org\/#\"\u003e\u003cspan class=\"accordsuffix\"\u003e\u003c\/span\u003e\u003c\/a\u003e\n\u003cdiv class=\"submenu\"\u003e\n\u003cp\u003e\u003cem\u003ePreface\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cem\u003eAcknowledgements\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cem\u003eIntroduction\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e1.Social management in action\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. SAS Institute: A company of\u003cbr\u003e            the future?\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. BANTAI Industries: People-centred\u003cbr\u003e            policies in the textiles industry\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. Adidas: Social management and\u003cbr\u003e            business success\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e2.Attracting high-quality workers\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. Yazaki-Torres Manufacturing, Inc. (YTMI):\u003cbr\u003e            Equal opportunity as a core management\u003cbr\u003e            strategy\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. Walgreens: Tapping into the pool of\u003cbr\u003e            workers with disabilities\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. Eskom non-discriminatory recruitment\u003cbr\u003e            policy: People with HIV\/AIDS\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 4. L\u0026amp;T: An integrated approach to recruitment\u003cbr\u003e                     and retention\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e                     ILS pertaining to recruitment\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e3.Non-discrimination\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. Miles, Inc., Pharmaceutical Division\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. The Grey Revolution at B\u0026amp;Q\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. Deloitte and Touche: The Initiative for\u003cbr\u003e            the Retention and Advancement of Women\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e            ILS concerning non-discrimination in the\u003cbr\u003e            workplace\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e \u003cbr\u003e\u003cstrong\u003e4.Working conditions\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   \u003cem\u003e1.Occupational safety and health\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. Creation Windows, Inc.: A\u003cbr\u003e            proactive approach to safe work\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. Dow Chemical: Investing in the future\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. Health of South African workers:\u003cbr\u003e            How companies respond to the HIV\/\u003cbr\u003e            AIDS challenge\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e           ILS concerning safe work\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cem\u003e   2.Working time\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003eCase 1. Reduction of overtime in the Asian\u003cbr\u003e            footwear industry\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e            ILS pertaining to working time\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e5.Human resource development\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. HRD strategy in the Mexican\u003cbr\u003e            clothing industry\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. General Motors in Mexico\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. La Fragua, S.A.\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 4. Job enrichment of a teller position\u003cbr\u003e            in a bank-holding company\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 5. SATS Security Services: Improving\u003cbr\u003e            workers’ skills through job rotation\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 6. Sheraton in Singapore\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 7. AES: A decentralized company\u003cbr\u003e            with global values\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 8. Delco-Remy\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 9. Cascade and Burger King: Training\u003cbr\u003e            as a recruiting and retention device\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 10. Marriott International: Benefits\u003cbr\u003e              of pre-employment training\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 11. Thorn Lighting\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e              ILS pertaining to human\u003cbr\u003e              resource development\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e6.Labour relations: Freedom of association, collective\u003cbr\u003e   bargaining and employee participation in decision-making\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cem\u003e   1.Freedom of association and collective bargaining\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. Southwest Airlines: How good labour\u003cbr\u003e            relations can contribute to the bottom line\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. NUMMI: You only live twice\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. Crown Zellerbach Corporation\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 4. Trinidad Cement Limited: A case of\u003cbr\u003e            successful collective bargaining driven\u003cbr\u003e            by international competition\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 5. Alcan Jamaica Limited: Collective bargaining\u003cbr\u003e            combined with tripartism\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 6. St. Vincent Electricity Company (VINLEC):\u003cbr\u003e                  Enterprise turnaround through collective bargaining\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e                 ILS concerning recognition of unions and collective\u003cbr\u003e                 bargaining\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003cspan\u003e \u003c\/span\u003e\u003cem\u003e 2.Employee participation in the decision-making process\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. Achieving corporate success through an employee\u003cbr\u003e            involvement programme at Trimo Trebnje\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. PSS World Medical: Employee involvement\u003cbr\u003e            – Firing the boss\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. Natura Company in Brazil\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e            ILS concerning employee participation\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cstrong\u003e7.Layoffs and downsizing\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. Levi Strauss\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. South African Breweries\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 3. Two responses to the collapse of\u003cbr\u003e            the dotcom sector\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e            ILS concerning termination of employment\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e8.Child and forced labour\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 1. Pranda Jewellery public company\u003cbr\u003e            limited, Thailand\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003eCase 2. Mabrouc\/Prem Group partnership in India\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e            ILS concerning child and forced labour\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cem\u003eConclusion\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cem\u003eAnnex: List of international labour standards referred to\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cem\u003eBibliography\u003c\/em\u003e\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003ctable width=\"100%\" style=\"width: 100.707%; height: 81px;\"\u003e\n\u003ctbody\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003ePublisher\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003eAF Press\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003ePublication Date\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003e2006\u003cmeta charset=\"utf-8\"\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003eNumber of Pages\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003e140\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003eISBN\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003e\n\u003cmeta charset=\"utf-8\"\u003e\n\u003cmeta charset=\"utf-8\"\u003e\n\u003cspan\u003e8171884989\u003c\/span\u003e\u003cbr\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e","brand":"Emily Sims‚ Nikolai Rogovsky","offers":[{"title":"Hardcover \/ ENG- English \/ Public Policy","offer_id":51412649312577,"sku":null,"price":995.0,"currency_code":"INR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0938\/9067\/5009\/files\/8171884989-web-305-Corporat.jpg?v=1771837107","url":"https:\/\/www.academicfoundation.com\/products\/labour-market-regulation-and-deregulation-in-asia-copy","provider":"Academic Foundation | AF Press","version":"1.0","type":"link"}