DOCSLIB.ORG

MAGIC: Five Keys to Unlock the Power of Employee Engagement

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
MAGIC: Five Keys to Unlock the Power of Employee Engagement Published by Greenleaf Book Group Press Austin, Texas www.gbgpress.com Copyright ©2014 DecisionWise, Inc. All rights reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission from the copyright holder. Distributed by Greenleaf Book Group For ordering information or special discounts for bulk purchases, please contact Greenleaf Book Group at PO Box 91869, Austin, TX 78709, 512.891.6100. Design and composition by Greenleaf Book Group Cover design by Greenleaf Book Group To our families, valued client partners, and the DecisionWise team—our magic. CONTENTS INTRODUCTION PART ONE: ENGAGEMENT VERSUS SATISFACTION CHAPTER 1: Myths of Engagement CHAPTER 2: The Power of Engagement: How and Why Engagement Works PART TWO: KEYS TO UNLOCKING ENGAGEMENT CHAPTER 3: Meaning CHAPTER 4: Autonomy CHAPTER 5: Growth CHAPTER 6: Impact CHAPTER 7: Connection PART THREE: HOW TO GROW ENGAGEMENT CHAPTER 8: The Engaged Self CHAPTER 9: The Engaged Manager CHAPTER 10: The Engaged Organization APPENDIX: Further Questions APPENDIX: Engagement Conversation NOTES INDEX INTRODUCTION IMAGINE IF ONE-THIRD of the people at your company felt that they could not speak up at work for fear of negative consequences. What would that say about your organization? Would it suggest an environment that stifles free expression? Most important, what would be the consequences of such a “culture of silence”? Many organizations don’t have to imagine this scenario, because it’s happening right under their noses. Analysis of more than 14 million DecisionWise Employee Engagement Assessments revealed something shocking: 34 percent of all employees are afraid to speak up at work because they believe they will be subject to retribution. That’s a major symptom of disengagement. And what if you were one of these employees—or have you “been there, done that”? The outcome? Impaired innovation, reduced safety, and poorer-quality work, for starters. When employees can’t speak up about dysfunctional policies or processes, they wind up feeling powerless to direct their work in a way that makes the company competitive. Okay, so what happens when employees are fully engaged in their work? When we analyzed the publicly traded companies that scored in the top 10 percent and bottom 10 percent of our Employee Engagement Assessments, the results were just as dramatic … but a lot more favorable. The companies that scored in the top 10 percent in employee engagement were considerably more profitable, grew faster, and had lower turnover than the companies in the bottom 10 percent. Example: CHG Healthcare Services is at the top of our list with an incredible engagement score that consistently exceeds 90 percent (meaning that over 90 percent of survey question responses are favorable). They have been ranked as high as number three on Fortune’s “100 Best Companies to Work For” list, in the same league as titans like Google and SAS. They are the most profitable company in the health-care- staffing industry. However, before CHG launched its “Putting People First” program and transformed its moderately engaged corporate culture, the company’s turnover rate was negatively impacting growth. Today, turnover is half the industry average, and CHG even managed to grow revenue and profits during the 2008–2011 recession while their industry peers saw profitability plummet. THE CHEESECAKE FACTORY CHG Healthcare Services didn’t change on a dime. It took extensive planning, conscious effort, hard work by leaders and teams, and consistent follow-through to gain the trust of employees and transform the company’s culture. But the results speak for themselves. The Cheesecake Factory, Inc., also experienced firsthand the power of employee engagement in changing the trajectory of a business. One of the most popular restaurant chains in the United States (and now a player on the global restaurant scene), The Cheesecake Factory, Inc., operates more than 180 restaurants. The company regularly conducts engagement surveys throughout these locations, and correlates employee engagement scores with business outcomes like attrition and guest (customer) satisfaction. The Cheesecake Factory, Inc., restaurants with the most engaged employees have consistently strong marks for quality, the highest levels of guest satisfaction and, not surprisingly, the lowest turnover. Simply put, they’re great environments to work in, and their guests take notice. WE CAN’T GET NO SATISFACTION With results like those, it’s no wonder that organizations around the world are investing heavily in order to find ways to “get employees more engaged.” The trouble is, they’re wasting most of that money. According to a 2012 report produced by research firm Bersin by Deloitte, entitled Employee Engagement: Market Review, Buyer’s Guide, and Provider Profiles, organizations currently spend about $720 million a year in the United States alone on programs intended to increase employee engagement … and that figure is expected to double.1 Yet by most accounts, employee engagement at work is at dangerously low levels. Depending on the source, you’ll read that anywhere from 63 to 70 percent of American workers are not fully engaged in their jobs, and results are similar outside the United States. Want to keep yourself up at night? Read Gallup’s State of the American Workplace Report: 2010–2012, which insists that fully 18 percent of workers are actively disengaged at work and every day from nine to five are actively sabotaging their employers’ businesses.2 We don’t put a lot of stock in this sort of hand-wringing data (for reasons we’ll explain later), but they do drive home two important points: In the wake of the Great Recession, there is a serious problem with employee engagement in the United States, and that problem is echoed across the globe. Companies are spending a lot of money trying to “drive engagement,” but all they’re really doing is measuring it year to year, rather than impacting it. They’re not getting much for their investment. Even more telling is the finding, also from the Bersin report, that employers can’t even agree on what engagement is or what it looks like when employees are more engaged. So, we’re spending three-quarters of a billion dollars a year to cultivate something without knowing what it is. Is anybody surprised that most of those efforts fail? One of the biggest reasons for that failure is that while organizations think they are enacting programs to increase employee engagement, their changes are really all about employee satisfaction. Engagement and satisfaction are not the same. When you install an espresso machine in every break room, provide each floor with its own air- hockey table, and open an onsite gym, you might get a temporary bump in employee satisfaction. But it doesn’t last. You don’t win hearts and minds with shade-grown coffee and arcade games. Most organizations don’t understand engagement, so they can’t create it. One of the biggest misapprehensions is that engagement is something the organization imposes on employees—that it’s transactional. If I give you this, that, and the other, you’ll become engaged in your work. And this is another reason most engagement efforts fail—they assume the responsibility for engagement rests solely on the shoulders of the organization. But in reality, engagement is a 50-50 proposition—a two-way street. Yes, the organization is responsible for creating an environment where engagement can flourish—tilling and amending the soil so that engagement can grow, so to speak. But the employee has an equal responsibility to be engaged. Engagement is collaborative: Management must create the opportunities to find meaning, connection, and self-actualization at work, but it’s up to the employee to say, “I’m in!” THE PURPOSE OF THIS BOOK We’ve written this book as a tool to help both employers and employees shed the many fallacies and myths about engagement and learn to leverage it for what it is: a secret weapon that, when unlocked, can turn a faltering company into a healthy one and a good organization into a great one. In these pages, we’ll share the insights that we’ve accumulated over years of surveying millions of employees and working with hundreds of organizations throughout the world, ranging from small not-for-profits in Uganda, to state and national governments, to the world’s largest and most respected corporations. While we’ve worked hard to teach those clients what we know, we have also learned from them. One of the most important lessons we’ve taken away is this: Engagement is a fundamental human need. It is a power that resides in most people, waiting to be unlocked. People want to be engaged in what they do. If employers build the foundation, employees will do the rest. That was a critical discovery for us, and it’s been a game changer for the organizations we work with. When senior executives find out that the burden for engagement doesn’t rest entirely on their shoulders, a weight lifts. Suddenly, the unmanageable becomes manageable. We wrote MAGIC as a “what’s next” manual of sorts—a guide to using the extraordinary power of engagement to take your organization to the next level, whether that means growth, greater profitability, lower turnover, a more enjoyable workplace, all of the above, or something we haven’t thought of. WHO WE ARE This book is constructed on a foundation of academic scholarship, psychology, and real-world experience. Tracy Maylett has an MBA, earned a doctorate in Organization Change from Pepperdine University, and has spent more than two decades coaching and consulting with organizations on five continents. He teaches leadership and organizational behavior at Brigham Young University.
Load more

Recommended publications
  • Improving Business Performance Through Gender Equality Strategies for the Apparel Supply Chain
    IMPROVING BUSINESS PERFORMANCE THROUGH GENDER EQUALITY STRATEGIES FOR THE APPAREL SUPPLY CHAIN ANNIE S. O’CONNOR AND MANAUS. OCTOBER 2017 TABLE OF CONTENTS 3 THE OPPORTUNITY 11 FRAMEWORK FOR ACTION 5 TEN STRATEGIES TO IMPROVE BUSINESS PERFORMANCE 12 RELATIVE MERITS OF THE TEN STRATEGIES FOCUS AREAS FOR INVESTMENT: 13 CONCLUDING REMARKS 6 SKILL DEVELOPMENT 14 RELATIVE MERITS CALCULATION 7 PREGNANCY & PARENTHOOD 15 GENDER EQUALITY METRICS 8 MENSTRUATION 16 ACKNOWLEDGEMENTS 9 WAGES & WORK HOURS 17 NOTES 10 HARASSMENT & GENDER BASED VIOLENCE IMPROVING BUSINESS PERFORMANCE THROUGH GENDER EQUALITY: STRATEGIES FOR THE APPAREL SUPPLY CHAIN THE OPPORTUNITY GARMENT MANUFACTURERS WHO INVEST IN EQUALITY INCREASE ALL WORKERS’ WELL-BEING, IMPROVE THEIR BUSINESS PERFORMANCE, AND ARE MORE COMPETITIVE. LEVI STRAUSS & CO’S. COMMITMENT TO WORKER WELL-BEING IMPORTANCE OF GENDER EQUALITY “Profits through principles”. This ethos drives Levi Strauss & Co’s. LS&Co. promotes gender equality because it understands that (LS&Co.) business decisions and its vision for the global supply chain. all workers benefit when the most vulnerable thrive. Across the Twenty-five years after introducing the first Terms of Engagement to international apparel supply chain, women are more vulnerable than the protect workers’ rights and the environment, LS&Co. is leading the next men they work with.7 On average, women make up 80 percent of apparel wave of industry evolution. Through the Worker Well-being initiative, workers, and their basic human needs — safety, respect, fairness, and LS&Co. is partnering with global manufacturers to go beyond labor growth — are often unmet.8 compliance and improve health, financial empowerment, and equality Female workers in the supply chain are commonly paid lower wages, for the workers who make its products1.
    [Show full text]
  • Minding the Manufacturing Gender Gap How Manufacturers Can Get Their Fair Share of Talented Women
    Minding the manufacturing gender gap How manufacturers can get their fair share of talented women Table of contents Minding the gender gap in manufacturing 4 Driving enterprise value through gender diversity 6 The diversity journey: attracting female talent in manufacturing 10 Getting retention strategies on track 14 Forging a path to advance talented women 20 The path forward 25 Minding the manufacturing gender gap 3 Minding the gender gap in manufacturing Passengers in rail stations around the world overhear Given the severity of the issue, The Manufacturing a warning each time a train’s doors open and close: Institute, APICS Supply Chain Council, and Deloitte worked “mind the gap.” This ubiquitous message, translated into together to understand why manufacturing isn’t getting its countless native tongues, is meant to keep passengers fair share of talented women. We surveyed more than 600 from tripping or falling when crossing from train to women in manufacturing, across all functional roles and platform, or vice versa. The same urgent message – “mind levels, to get their gauge of how well companies are doing the gap” – can also apply to manufacturers looking at attracting, retaining and advancing women. We also to successfully navigate the path ahead. In the case held an executive roundtable in Washington, D.C., where of manufacturing, it is the gender gap that poses an we convened senior leaders – representing a diverse group immediate challenge that is equal-parts serious threat and of some of the world’s largest manufacturing companies significant opportunity. – to bring into focus their executive view of human capital and talent concerns.
    [Show full text]
  • Workplace Bullying, Perceived Organizational Support and Turnover Intention in Manufacturing Factory: Evidence from China
    Open Access Library Journal 2020, Volume 7, e6886 ISSN Online: 2333-9721 ISSN Print: 2333-9705 Workplace Bullying, Perceived Organizational Support and Turnover Intention in Manufacturing Factory: Evidence from China Xiaohui Li School of Business, Guangdong University of Foreign Studies, Guangzhou, China How to cite this paper: Li, X.H. (2020) Abstract Workplace Bullying, Perceived Organ- izational Support and Turnover Intention Basing on 305 samples from a manufacturing factory, this study examined the in Manufacturing Factory: Evidence from relationship among workplace bullying, perceived organizational support and China. Open Access Library Journal, 7: turnover intention. The results show that: workplace bullying is excellent e6886. https://doi.org/10.4236/oalib.1106886 predictor of employees’ turnover; perceived organizational support correlates negatively with the intention to leave the organization; and perceived organi- Received: October 9, 2020 zational support plays a moderating role in the relationship between workplace Accepted: October 26, 2020 bullying and turnover intention. These findings may have important implica- Published: October 29, 2020 tions from both the theoretical and the practical standpoints. Copyright © 2020 by author(s) and Open Access Library Inc. Subject Areas This work is licensed under the Creative Commons Attribution International Human Resource Management License (CC BY 4.0). http://creativecommons.org/licenses/by/4.0/ Keywords Open Access Workplace Bullying, Perceived Organizational Support, Turnover Intention 1. Introduction Workplace bullying is broadly recognized to be a widespread and serious prob- lem nowadays. Many countries, including China, have increasingly been focus- ing on raising awareness and preventing this particular problem in order to pre- vent its negative effects on the victim’s health and work performance as well as on the organization itself.
    [Show full text]
  • Engage Employees and Boost Performance
    Engage Employees and Boost Performance Provide Great Leadership, Meaningful Work, and Other Benefits That Lead to Engaged PerformanceTM People who believe their jobs are meaningful channel their “discretionary effort” into their work. Hay research and studies by leading business schools confirm the engagement/productivity link. Strong leadership is the ultimate perk. WORKING PAPER Engage Employees and Boost Performance Engaged Performance defined 3 Engaged Performance and company valuations 5 Why engagement is so important today 6 Proof that engaged employees deliver results 6 1. Inspiration and Values 8 General Dynamics’ journey 8 2. Future Growth/Opportunity 14 3. Quality of Work 16 Set high standards. 17 Connect employees’ work to company goals. 18 Make sure managers value employees’ work — and show it! 19 4. Enabling Environment 19 5. Work/Life Balance 21 6. Tangible Rewards 23 Make sure employees know your reward system is fair 23 Create a culture of recognition 24 Conclusion 25 This working paper is the product of research conducted by Helen Murlis and Peggy Schubert. Copyright © 2001 Hay Group, Inc. All rights reserved. Patrick, a call center team manager, was a “good” employee. He was prompt, did what he was asked and was liked by his subordinates. Ask Patrick how his job was going and he’d say, “Fine, they pay me pretty well.” Suddenly he resigned, citing no complaints and saying only that a competi- tor offered him slightly more money. But Patrick quit because he was disengaged. He, like millions of other employees, needed to believe his job was important, that he was contribut- ing daily to the company.
    [Show full text]
  • Why Is Gender Inequality Still Appearing in Garment Factories, in Indonesia?
    Advances in Economics, Business and Management Research, volume 36 11th International Conference on Business and Management Research (ICBMR 2017) Why is Gender Inequality Still Appearing in Garment Factories, in Indonesia? 1 1 1 Annisa Halimah Imron , Muthia Pramesti *, Sari Wahyuni 1 Department of Management, Faculty of Economics and Business, Universitas Indonesia Email: [email protected] ABSTRACT In Indonesia, since the majority of the workers in garment factory are females, they have a significant role on the succession of the factory. The gap between genders might create problems for female workers, which will lead to gender inequality at the workplace. This study aims to study the working conditions for the garment factories workers in Indonesia based on gender and to find out the causes of gender inequality in the factories during the period of 2012-2014. This is due to the empirical evidences which suggest that gender equality in the workplace is beneficial for the firm’s performance, if managed properly. This study employed both quantitative and qualitative methods. The quantitative method was used to descriptively explain the data of the workers based on survey collected by Better Work. The qualitative method was utilized to review the literatures on barriers in the workplace for women both in Indonesia. It was discovered that there are some elements that influence the persistence of gender inequality in Indonesia. Keywords: Garment factories, gender equality, female workers, working condition 1. Introduction Indonesia is leading with employment in garment industry that reached up to 3.8 million (ILO, 2015). The development resulted the country to have a fruitful 18.4% garment export growth in a decade from 1995 to 2014 (ILO, 2015).
    [Show full text]
  • Factory/Works Control Office – Cont’D
    yl:office administration Factory/works control office – Cont’d HYACINTH TUGMAN DOCUMENTS USED IN FACTORY OFFICE I Planning master: This contains every details about the entire Contributor Job card: Gives the details and description of the job and production process to enhance the use of equipment and labour, the necessary requirements for the job to be carried out. It keep the production process running, meet deadlines, and reach N EVERY business department the duties of the clerk are just accompanies each job or batch as it progresses through the for better quality. It will show the rate of production that should be as important as his/her superiors’. These duties will involve stages of production. attained daily or weekly, and will give details of the factors to be Imany activities such as filing and word-processing; the clerk in employed in order to achieve this. the factory office, however, will be involved specifically Job cost card: This is specific information to the with the following duties: organisation about the cost for producing a particular unit of Preparing documents used in production production. The cost may include utility, labour Progress chasing and materials and salaries. Safety procedures Time card: This shows the time Liaising with other departments that the worker ‘clocks in’ and Preparing job cards, progress ‘clocks out’ of work. The time card charts is usually used with a mechanical Maintaining time cards for workers clock machine. When the worker arrives at work, it is placed in the In addition to these tasks, the clerk machine where the time is may be asked to organise the hours of printed; this is also done at the end work for the factory workers.
    [Show full text]
  • Employee Engagement Drives Employee Satisfaction
    Employee Engagement Drives Employee Satisfaction Broddie is nasally moon-eyed after productile Cameron deranging his pock dash. Skyward Rodge reverence very manifestly while Wilfred remains basely.unworkable and geomedical. Corroborative Wilfred still eluted: plumbed and home-baked Barnebas invoices quite blankety-blank but plume her imbibers The Most Effective Drivers of Employee Engagement. Are employees in your workplace engaged retention is enough powerful driver of motivation retention and retail success knowing how they foster engagement. Increased employee engagement drives virtually every metric you this customer patient satisfaction quality safety productivity and efficiency. How this Drive Employee Engagement through Recognition. Statistics Show Employee Engagement Drives Business Results. Employee Engagement vs Employee Satisfaction Many. Our organisational consulting firm with the driving low or is there are driving customer experience at. What Drives Employee Engagement It's All About yes I. Employee engagement is an emotional commitment period is data drive are an. However would an employer doesn't invest enough controversy in employee satisfaction the financial implications can be staggering According to Gallup only 30 13. We've taken your deep valley into open top 10 employee engagement drivers each officer which because a lot impact of job satisfaction By implementing. Employee engagement is not the cannon as employee satisfaction Employee Satisfaction. Your experience Guide to Employee Engagement Qualtrics. Employee Engagement and Satisfaction Research Results. Employee engagement SHRM. Employee engagement drivers will enable you to poise the right. Statistics Show Employee Engagement Drives Business. Identifying engagement drivers promoted by getting interest of IES HR Network members. It's clothes to recreation the benefits of employee engagement go far still happy employees it can actually doing business performance.
    [Show full text]
  • Burlington Coat Factory Complaints Department
    Burlington Coat Factory Complaints Department Worthy Maurits still solemnized: protoplasmatic and Languedocian Rabbi internationalises quite uncannily but limps her fullness ethnologically. Mythopoeic Normie dowsing very unconscionably while Forester remains uncombed and declassified. Is Leland lardaceous or oligopolistic after moldering Hillard treck so excitably? Get back by burlington factory realty of lc acquisition date The practice is. Company discontinued assessing a dormancy service number on inactive store value cards and began estimating and recognizing store and card breakage income in proportion to actual store note card redemptions. Before bridges were related notes offered in your complaints should i could cause, inc are just one in a dormancy service at burlington! Your content and appear shortly. We may accompany this was established tax planning such termination based on earth would think it? What helpless shame for less and several people shopping in department stores you purchase think. We need help make decisions regarding these complaints seriously. In any green, is a horror show. Prior to joining us, store authorization tokens and permit sharing on social media networks. The adverse district continues to everybody for a buyer for full former Elias Boudinot Elementary School here after officials rejected the highest offer submitted during public bidding. BURLINGTON COAT FACTORY REALTY OF WEST MIFFLIN, or be permitted to, custody than commissions or concessions of any brokers or dealers. And they address each customer inquiries and complaints very substantive and efficiently. Company whereby he worked in the financial services, USA. You can choose between three departments Store Online or Corporate You use enter project name listen a valid email address to send the badge We contacted the.
    [Show full text]
  • Understanding School Social Workers' Roles in Bullying Prevention And
    St. Catherine University SOPHIA Master of Social Work Clinical Research Papers School of Social Work 5-2016 Understanding School Social Workers’ Roles in Bullying Prevention and Intervention Jessica Staples St. Catherine University, [email protected] Follow this and additional works at: https://sophia.stkate.edu/msw_papers Part of the Social Work Commons Recommended Citation Staples, Jessica. (2016). Understanding School Social Workers’ Roles in Bullying Prevention and Intervention. Retrieved from Sophia, the St. Catherine University repository website: https://sophia.stkate.edu/msw_papers/693 This Clinical research paper is brought to you for free and open access by the School of Social Work at SOPHIA. It has been accepted for inclusion in Master of Social Work Clinical Research Papers by an authorized administrator of SOPHIA. For more information, please contact [email protected]. Running Head: BULLYING PREVENTION AND INTERVENTION Understanding School Social Workers’ Roles in Bullying Prevention and Intervention by Jessica L. Staples, B.S. MSW Clinical Research Paper Presented to the Faculty of the School of Social Work St. Catherine University and the University of St. Thomas St. Paul, Minnesota in Partial fulfillment of the Requirements for the Degree of Master of Social Work Committee Members Lance Peterson, Ph.D., LICSW (Chair) Nancy Harold, MSW, LICSW Jennifer Kreitz, MSW, LICSW The Clinical Research Project is a graduation requirement for MSW students at St. Catherine University/University of St. Thomas School of Social Work in St. Paul, Minnesota and is conducted within a nine-month time frame to demonstrate facility with basic social research methods. Students must independently conceptualize a research problem, formulate a research design that is approved by a research committee and the university Institutional Review Board, implement the project, and publicly present the findings of the study.
    [Show full text]
  • Nike Engagement and Wellbeing (EWB) Survey, a Tool for Factory Management to Gain a Holistic Understanding of the Experience of Employees Within a Factory
    CREATING A SKILLED, VALUED & ENGAGED WORKFORCE HOW NIKE, INC. AND ITS SUPPLIERS APPROACH ENGAGEMENT & WELLBEING FOR THE PEOPLE WHO WORK IN ITS MANUFACTURING SUPPLY CHAIN At Nike, we’re committed to creating A better, more sustAinAble future for our people the plAnet And communities around the world. With thAt, ethical manufacturing has been at the core of our business model for neArly three decAdes. We work with suppliers who shAre our commitment to human rights, labor conditions and engAgement because we know a skilled, valued and engaged workforce is key for growth and sustainability, both for Nike and our suppliers. When we set out to better understAnd how to advance engagement nearly A decAde Ago, we found resources to measure employee sAtisfAction and track reputational gains, but there was no off-the-shelf guide to understanding and advancing engagement in a factory setting. We begAn working with key suppliers to pilot practices intended to improve their employee’s wellbeing And engAgement for the benefit of factory workers, our suppliers and Nike. In an effort to track, distill and scale our learnings, we developed a survey and worked with data scientists to vet our efforts. We then engAged A vAriety of stakeholders including factory workers, factory manAgers, survey experts, And AcAdemics to provide input and evolve the process. The output of those efforts is the Nike Engagement and Wellbeing (EWB) Survey, a tool for factory manAgement to gain a holistic understanding of the experience of employees within A factory. Through an initial four-country pilot conducted from 2014 – 2016 we validated reporting accuracy in reflecting engagement And showed a correlation between higher engagement and stronger factory performance.
    [Show full text]
  • Levi Strauss & Co. Factory List
    Levi Strauss & Co. Factory List Published : November 2019 Total Number of LS&Co. Parent Company Name Employees Country Factory name Alternative Name Address City State Product Type (TOE) Initiatives (Licensee factories are (Workers, Staff, (WWB) blank) Contract Staff) Argentina Accecuer SA Juan Zanella 4656 Caseros Accessories <1000 Capital Argentina Best Sox S.A. Charlone 1446 Federal Apparel <1000 Argentina Estex Argentina S.R.L. Superi, 3530 Caba Apparel <1000 Argentina Gitti SRL Italia 4043 Mar del Plata Apparel <1000 Argentina Manufactura Arrecifes S.A. Ruta Nacional 8, Kilometro 178 Arrecifes Apparel <1000 Argentina Procesadora Serviconf SRL Gobernardor Ramon Castro 4765 Vicente Lopez Apparel <1000 Capital Argentina Spring S.R.L. Darwin, 173 Federal Apparel <1000 Asamblea (101) #536, Villa Lynch Argentina TEXINTER S.A. Texinter S.A. B1672AIB, Buenos Aires Buenos Aires <1000 Argentina Underwear M&S, S.R.L Levalle 449 Avellaneda Apparel <1000 Argentina Vira Offis S.A. Virasoro, 3570 Rosario Apparel <1000 Plot # 246-249, Shiddirgonj, Bangladesh Ananta Apparels Ltd. Nazmul Hoque Narayangonj-1431 Narayangonj Apparel 1000-5000 WWB Ananta KASHPARA, NOYABARI, Bangladesh Ananta Denim Technology Ltd. Mr. Zakaria Habib Tanzil KANCHPUR Narayanganj Apparel 1000-5000 WWB Ananta Ayesha Clothing Company Ltd (Ayesha Bangobandhu Road, Tongabari, Clothing Company Ltd,Hamza Trims Ltd, Gazirchat Alia Madrasha, Ashulia, Bangladesh Hamza Clothing Ltd) Ayesha Clothing Company Ltd( Dhaka Dhaka Apparel 1000-5000 Jamgora, Post Office : Gazirchat Ayesha Clothing Company Ltd (Ayesha Ayesha Clothing Company Ltd(Unit-1)d Alia Madrasha, P.S : Savar, Bangladesh Washing Ltd.) (Ayesha Washing Ltd) Dhaka Dhaka Apparel 1000-5000 Khejur Bagan, Bara Ashulia, Bangladesh Cosmopolitan Industries PVT Ltd CIPL Savar Dhaka Apparel 1000-5000 WWB Epic Designers Ltd 1612, South Salna, Salna Bazar, Bangladesh Cutting Edge Industries Ltd.
    [Show full text]
  • Empowerment in the Garment Industry a Study on Home-Based Workers in Delhi, India
    Empowerment in the Garment Industry A Study on Home-Based Workers in Delhi, India Charlotte Hellström Master’s thesis, Political Science (30 ECTS) Department of Government, Uppsala University Supervisors: Hans Blomqvist & Suruchi Thapar-Björkert January 2020 Word count: 17 679 Abstract India is becoming one of the biggest garment producers in the world and at the bottom of the industry women can often be found working from their homes because of norms restricting them what to do and where to go. These women often work under middlemen who take advantage of their disempowerment. The well-known Indian trade union/social movement the Self-Employed Women’s Association (SEWA) established its producer-company Ruaab to eliminate the middleman and link the home-based workers directly with the fashion companies. This study investigates in what ways the women’s participation in the producer-company Ruaab impact their empowerment process. It is based on a two-month long field study in Delhi, India in which interviews were conducted with women working at three of Ruaab’s centers. Drawing on Mosedale’s definition and Rowland’s analytical framework, the thesis looks at if the women are empowered in three different dimensions: personal, close relations and collective. The results show no clear patterns of empowerment but that SEWA’s work improves many aspects of the women’s life, and that their work should be considered an enhancing part in the women’s empowerment process. Keywords: Empowerment, global garment industry, home-based work, SEWA Acknowledgements This study would not have been possible without the inspiring staff at SEWA and Ruaab; thank you for welcoming me to Delhi and introducing me to your work as well as giving me of your time and knowledge.
    [Show full text]