Nike Sweatshop
Interpersonal Behavior in the Workplace: Trust
Nike Inc., the sports apparel multinational company has been under suspicion and scrutiny for their practice of the unfair treatment and negligent labor habits in their offshore factories. They have been criticized for human rights abuse, child labor law violations, as well as minimum wages and trade union relations violations within a number of Asian countries. They subsequently misguided the public in an attempt to make one believe there is no substance to the allegations of their involvement. The abusive and exploitative treatment and working conditions in these factories has been touted as inhumane in nature as well as an implored violation of worker’s human rights (Figure 1).
Some of the most common abuses being imposed upon their workers were insufficient pay (Figure 2), inferior and hazardous working conditions, below standard living conditions and long grueling hours away from their families and home. In 2000 more than 11,000 sweatshops violated minimum wage and overtime laws. This type of behavior brings to question their ability to gain trust within their company amongst their employees, their investors, and the public. This hinges on one aspect of interpersonal behavior found in Nike’s sweatshops. By definition, trust is a culture of transparent communication which forms a foundation for building relationships. A sense of safety and the level of comfort when it comes to interpersonal interaction; this pervades a workplace that should developed and nurture a culture of trust (About.com).
NIKE Inc., pays Tiger Woods enough money that he could purchase a house in the slums of Indonesia every second, while it pays their factory workers low wages. It takes a worker in Indonesia work roughly 9.5 years to make what Tiger makes in one round of golf
Figure 3 shows the hourly wage for a Nike factory worker in Indonesia is $0.34 an hour, which comes up to roughly $23.80 a week per worker. This barely
Nike Inc., the sports apparel multinational company has been under suspicion and scrutiny for their practice of the unfair treatment and negligent labor habits in their offshore factories. They have been criticized for human rights abuse, child labor law violations, as well as minimum wages and trade union relations violations within a number of Asian countries. They subsequently misguided the public in an attempt to make one believe there is no substance to the allegations of their involvement. The abusive and exploitative treatment and working conditions in these factories has been touted as inhumane in nature as well as an implored violation of worker’s human rights (Figure 1).
Some of the most common abuses being imposed upon their workers were insufficient pay (Figure 2), inferior and hazardous working conditions, below standard living conditions and long grueling hours away from their families and home. In 2000 more than 11,000 sweatshops violated minimum wage and overtime laws. This type of behavior brings to question their ability to gain trust within their company amongst their employees, their investors, and the public. This hinges on one aspect of interpersonal behavior found in Nike’s sweatshops. By definition, trust is a culture of transparent communication which forms a foundation for building relationships. A sense of safety and the level of comfort when it comes to interpersonal interaction; this pervades a workplace that should developed and nurture a culture of trust (About.com).
NIKE Inc., pays Tiger Woods enough money that he could purchase a house in the slums of Indonesia every second, while it pays their factory workers low wages. It takes a worker in Indonesia work roughly 9.5 years to make what Tiger makes in one round of golf
Figure 3 shows the hourly wage for a Nike factory worker in Indonesia is $0.34 an hour, which comes up to roughly $23.80 a week per worker. This barely
References: Connor, T. (2001, May). Still Waiting For Nike To Do It | Global Exchange. Retrieved February 12, 2014, from http://www.globalexchange.org/sweatfree/nike/stillwaiting FACTs and FAQs about Nike’s labor abuses. (n.d.). Retrieved February 14, 2014, from http://www-personal.umich.edu/~lormand/poli/nike/nikelabor.htm Roberts, G. (Producer) (2013, January 15). Nike workers claim military paid to intimidate them [Television broadcast]. Sukabumi, Indonesia: AM Broadcasting. Global Alliance. (2001). Workers’ Voices: An interim report on workers needs and aspirations in Indonesia. Retrieved from http://web1.calbaptist.edu/dskubik/nike_rpt.pdf Greenberg, J. (2013). Managing behavior in organizations (6th ed.). Upper Saddle River, N.J: Pearson Prentice Hall. Kravitz, E. (2011, June 9). Worker 's Rights In Sweatshops: Statistics, Facts, and Courses of Action. Retrieved February 14, 2014, from http://sweatshopsandworkersrights.blogspot.com/2011/06/statistics.html Nike Inc., corporate responsibility report. (2009). Retrieved February 12, 2014, from http://www.nikebiz.com/crreport/ Sustainable business performance summary (FY10/11). (2010). Retrieved from NIKE, Inc. website: http://www.nikeresponsibility.com/report/files/report/nike_sustainable_business_report_FY10-11_final.pdf World Bank Group. (n.d.). Retrieved February 12, 2014, from http://www.worldbank.org