Textile Industry: Is Wage Consultation Just To Keep Workers?

A man made of gears of many different sizes is working hard and his head has been put in the logo of a trade union, which is the cover of the clothing times in July 16, 2010.

After half a year, I once again saw the creative picture of the gear shaped human figure, and I would still say, "too talented."

There was a little interlude in the interview. A reporter who took part in the core report had called the dormitory to interview a worker at 10 in the evening according to the requirements of the interview.

But on the second day, when the reporter talked to me about it, she seemed very happy because she interviewed very vivid contents.

I remember clearly that the first sentence of that core report was "the July fire, a national wage surge is heating up again."

You bet,

Why raise salaries? Because recruitment is difficult.

Why negotiate wages? Because they can be retained.

On the surface, this is the problem. That's the answer.

But from another point of view, we can see the other side.

At the beginning of the last century, Ford Motor Co boss Ford decided to double the pay of all the workers, which amounted to 10 million US dollars. This decision shocked the world, because Ford's annual profit was only a little higher than the total salary increase.

"This is a show, buy word of mouth."

Many economists assert that

However, Ford believes that the improvement of corporate profits is not based on increasing productivity, but on expanding social purchasing power.

When Ford Motor Co workers can afford Ford cars, the company's interests can be maximized.

As a result, Ford reduced its cost in a more scientific way, and the price of motor vehicles was also greatly reduced.

Moreover, the high salary has also stabilized and attracted a large number of excellent workers. When the annual Ford Motor Co realized annual profit of 30 million US dollars, it triggered a larger car buying boom in the United States.

Increasing wages, in this sense, not only improves the treatment of workers, but also for larger and longer term development of enterprises.

What about wage negotiations? Is it just to keep workers?

In the spring and Autumn period, the master of the Qi State, Yanbei, drove through Zhongmu. He saw a ragged man resting on the side of the road. He looked like a gentleman. After Yan asked, he was called Yue Shi Fu, because he had been a servant for three years.

After Yan Yue asked for more consent from the stone father, he was asked to redeem a horse for pulling down the cart.

When Yan Ying came home with the more stone father, he did not say hello to him and went straight in. This made the stone father angry and broke in with him.

Yan Ying sent someone to ask Yue Shi Fu: "I have never made friends with my husband in the past. You have been a servant for three years, but today I see you and redeem you. Why can't I still be sorry for you? Why do you get away with me so soon?"

I have been a servant for three years, because no one knows me, sir, to redeem me. I think he really knows me.

When I was riding with you, you didn't show me respect. I thought you forgot.

You didn't go in with me just now. It's no different from taking me as a servant.

Since I am still a servant, please sell me. "

This story is often cited to illustrate that people must be dignified if they govern and govern people.

Yue Shi's father didn't respect him, because he would rather be a servant again.

From this perspective to understand wage negotiations, I am afraid not only to retain a "working machine", but to retain people's hearts.

Some people may think that if shopping malls are like battlefields, is it too high to ask enterprises that are always in a cruel competitive environment in such a realm? Inamori Kazuo's answer is "no".

Inamori Kazuo founded two world top 500 enterprises, known as the "business saint" of Japanese enterprises.

He regards selflessness as the first requirement for leaders of all organizations.

From the top up to the state, from the bottom to the enterprise, any organization, even a small non-profit academic institution, whether the leader is selfless often determines the organization's life and death, the ups and downs of the enterprise and even the rise and fall of the country.

He believes that this is a universal truth that pcends time and space, pcends national boundaries and pcends organizational size.

According to his own experience, Inamori Kazuo reminded that an enterprise should not blindly think about "egoism", but should take the business partners, employees, and the "altruism" of the society as the starting point of thinking problems, so that others can be trusted and helped, and the business will be successful.

Is there such an entrepreneur in China's clothing industry?