Labour Rights in Vietnam: Unilever’s progress and systemic challenges

Wilshaw, Rachel; Quynh, Chi Do; Fowler, Penny; Pham, T.T.

doi:10.21201/2016.614926

Cited by 7 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…On the one hand, there are exemplar Multinational Corporations that consciously seek to address societal challenges such as poverty and inequality (Barrientos, ). Unilever, for example, pay the Real Living Wage to its UK workforce and actively seek to mitigate casual or insecure employment among its supplier firms internationally (Wilshaw, Do Quynh, Fowler, & Pham Thu, ). On the other hand, such companies are often the exception rather than the norm and, where profit margins are lower than competitors who take a less socially enlightened approach, they can be succeptible to hostile take‐overs or corporate raiding (McCann, ).…”

Section: Context: Investor Capitalism and Hyper‐individualismmentioning

confidence: 99%

The (potential) demise of HRM?

Dundon

Rafferty

2018

Human Res Mgmt Journal

116

117

View full text Add to dashboard Cite

This article seeks to provoke that human resource management (HRM), both as an academic field of study and as a form of professional practice, is at risk of impoverishment. The main reasoning for this is because of ideological individualism and marketisation with an attendant neglect on wider organisational, employee, and societal concerns. Following a review of the context of financialised capitalism, three contemporary developments in HRM are used to illustrate the argument: reward strategies, talent management, and high performance work systems. Implications for the practice of HRM and the way the subject area is taught in mainstream business schools are considered.

show abstract

Section: Context: Investor Capitalism and Hyper‐individualismmentioning

confidence: 99%

The (potential) demise of HRM?

Dundon

Rafferty

2018

Human Res Mgmt Journal

116

117

View full text Add to dashboard Cite

show abstract

“…Other recent examples include Oxfam's research showing that Unilever's factory in Vietnam fell well short of paying a living wage (Wilshaw et al 2013). Unilever subsequently improved the quality of jobs in the factory, reviewed its compensation policies and practices globally, and made many commitments to tackle labour issues in its global supply chain (Wilshaw et al 2016). Further, policies such as the Scottish Government's establishment of an Inequality Commissioner, business pledge, and modified performance framework followed Oxfam's Humankind Index (2013a, 2013b.…”

Section: How Oxfam Uses Evidence To Promote Radical Changes To Policymentioning

confidence: 99%

Using evidence to influence policy: Oxfam’s experience

et al. 2018

View full text Add to dashboard Cite

Policymaking is rarely 'evidence-based'. Rather, policy can only be strongly evidence-informed if its advocates act effectively. Policy theories suggest that they can do so by learning the rules of political systems, and by forming relationships and networks with key actors to build up enough knowledge of their environment and trust from their audience. This knowledge allows them to craft effective influencing strategies, such as to tell a persuasive and timely story about an urgent policy problem and its most feasible solution. Empirical case studies help explain when, how, and why such strategies work in context. If analysed carefully, they can provide transferable lessons for researchers and advocates that are seeking to inform or influence policymaking. Oxfam Great Britain has become an experienced and effective advocate of evidence-informed policy change, offering lessons for building effective action. In this article, we combine insights from policy studies with specific case studies of Oxfam campaigns to describe four ways to promote the uptake of research evidence in policy: (1) learn how policymaking works, (2) design evidence to maximise its influence on specific audiences, (3) design and use additional influencing strategies such as insider persuasion or outsider pressure, and adapt the presentation of evidence and influencing strategies to the changing context, and (4) embrace trial and error. The supply of evidence is one important but insufficient part of this story.

show abstract

“…In Oxfam's 2016 report on labour rights in Unilever's supply chain, 134 a key finding was the tension experienced by suppliers between commercial and ethical expectations, with only the commercial performance financially rewarded. Yet Unilever's prioritization of shareholder returns is understandable, given that its relatively high ranking on human rights counted little in its battle against a subsequent takeover bid by Kraft, which ranked very low.…”

Section: Box 2: Labour Rights In Unilever's Supply Chainmentioning

confidence: 99%

UK Supermarket Supply Chains: Ending the human suffering behind our food

Wilshaw¹

2018

View full text Add to dashboard Cite

Labour Rights in Vietnam: Unilever’s progress and systemic challenges

Cited by 7 publications

References 0 publications

The (potential) demise of HRM?

The (potential) demise of HRM?

Using evidence to influence policy: Oxfam’s experience

UK Supermarket Supply Chains: Ending the human suffering behind our food

Contact Info

Product

Resources

About