Focus on Foxconn “Consecutive Jumps” Group 4. Background Info. Focus on Foxconn

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