Managing the Human Resources at Shenzen China Factories

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Course: Project Management

Module: Managing the Human Resource

STU #: 28818

Name: Roula Bou Hamdan

Word Count: 4055

Outline:

A. Overview of the Jinjian Garment Factory Situation

B. Analysis of the “Lack of motivation” Aspect at Jinjian

1. Evolution of HR

2. De-motivation Factors of Jinjian’s employees:

a. Direct Internal Factors

b. Indirect External Factors

C. Designing and implementing a strategic HR Solution

1. Recruitment and Selection

a. Job Analysis and Job Description

b. Job Testing

c. Interviews

2. Training, Development, Performance Appraisal, and Compensation

a. Training and Development

b. Management & Leadership Development

c. Performance Management and Appraisal

d. Compensation

i. Herzberg’s motivation-hygiene theory of motivation

ii. Motivation vs. satisfaction

iii. Compensation basis and methods

3. Managing Employee Relations: Ethics, Fair Treatment, managing dismissals, Protecting safety and health

4. National Protective laws and Unions

D. Conclusion

References

In a world were high profitability, extensive feasibility, and fierce competition prevail, the garment factories in Shenzhen (China) are facing major dilemmas; dilemmas swinging between choosing to cohere with human labor laws and humanitarian rights, human resource techniques to enhance motivation, and pertaining a steady position in this so-called global market.

A. Overview of the Jinjian Garment Factory Situation

Lou Baijin is the owner of Jinjian factory (one of Shenzhen’s garment factories). He noticed while approaching the peak season’s deadline on December 15, the deliberate slow pace his workers were operating in. This is usually exercised by the employees in order to exercise pressure to force some pay increase, based on their mutual concealed understanding that any delay might lead to considerable loss of money and consequently the loss of the related European customer. Both are a heavy burden that the owner can’t bear. Pressure is being applied on Mr. Lou to acquire more money.

With respect to the later, the employees are diagnosed by low motivation spirit and fatigue, whether deliberate or not, the end result in clear, less productivity.

If we have a remote overview of the situation, it looks like the complexity of this issue is a widespread disease in Shenzhen factories. Shenzhen factories have attracted global customers for their ability to produce at extremely low cost, punctuality in delivery, and good quality. This is the product of: availability of port facilities, negligent environmental laws, low-priced land, and the attraction of pliant migrant labor that are willing to work extensively long hours at low rates (Shrivastava, 2007).

Working conditions in Shenzhen are brutal and workers are hired on contractual and sometimes seasonal basis. During peak seasons, workers hit the 14-hour working time in a row with no day off or holidays. The majority of the peasant migrant workers are women with ages ranging between 16 and 22 years old, showed health problems due to work overload. Overtime hours are above 250 a month (36 hrs are the maximum time allowed according to the Chinese Labor Law), while worth mentioning that most workers have to deposit money or bribe the owner to gain the job at the first place.

The Shenzhen’s garment business is a duplicate of the Hong Kong garment industry. In order words, Shenzhen is a capitalist economic zone under a socialist government with minimal labor protective laws, whereas even if found, no rules can be propelled. Control over this area is on the edge of being swept away from the government’s hands (Wudunn, 1991).

According to Zhao Xiao, a former advisor of the Chinese State council, “Among Chinese economic planners, Shenzhen's recipe is increasingly seen as all but irrelevant:...
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