Research Proposal: Management Action and Productivity Businesses

Pages: 9 (2475 words)  ·  Bibliography Sources: 15  ·  Level: Master's  ·  Topic: Business  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] 2. How can management be encouraged to take ownership in the model?

Capacity-building support at the supplier level will be provided to increase the knowledge and skill levels of management, workers, and stakeholders. The primary focus is to provide and develop management expertise that will enable the supplier to address the challenges of CSR code of conduct compliance.

3. What training is available to inform management philosophy and practice?

Training programs to develop skills and knowledge in the areas of operations management, human resource management and industrial relations, health and safety in the workplace, environmental protection practices, and business systems change will be established.

4. What systems and controls can be used to monitor supplier performance?

One of the concerns suppliers expressed repeatedly and forcefully was that performance monitors contributed to the suppliers' confusion regarding standards and codes of conduct because "inconsistent procedures and interpretations [were] applied to their work" (Halle 2003). A coordinated system of monitoring that emphasized self-policing and communication of the firm expectation that future business contracts across the cooperative is contingent on the supplier meeting the performance standard.

Data sources. Workers and managers in a garment factory in China will be the subjects of this research. Training in a participatory management model will be given to workers and managers over the course of a year. Three forms of data will be collected: Post-training formative evaluations will be administered to all training participants to gauge their understanding of the curricular content. All research participants will respond to a series of surveys regarding the degree of transfer of training at specific snapshots across the course of the study. Finally, participants will be observed by the researcher or the research assistants for triangulation of data and to collect evidence of implementation of the knowledge gained by participants in training. Data will be both quantitative and qualitative. Surveys will include Likert scale responses and open ended questions. Post-training measures will be multiple choice, analyzed through quantitative methods. Observation notes will include memo writing and check-lists, such that, data may be analyzed through both qualitative and quantitative methods. Data will be coded by research assistants and a constant comparative method of analysis will be employed for open ended responses and memos written by managers.

Research methodology. This qualitative research will examine the perceptions of workers and managers in one Chinese garment factory about the benefits derived from management and code of conduct training, and their perceptions about transfer of training and implementation of the skills learned. This hybrid study will employ multiple methods. The unit of analysis is a single garment factory in China. The independent variables include explicit training in various business skill sets. The purpose of providing the training is to increase levels of worker empowerment and to build manager capacity for improved compliance with social, ethical, and environment standards for the manufacture of high-end outerwear. The dependent variables will be levels of knowledge regarding the training curricula, perceptions of workers regarding implementation of the practices for which they received training, and the degree of transfer of training observed by managers.

6. Expected results

Based on the China case (Nadgrodkiewicz 2009) discussed in literature review, the expected results of the proposed research will include data collected through survey, testing, and observation of workers and mangers about the effectiveness of the implemented program on capacity building, internalization of CSR philosophy, ownership of compliance programs for codes of conduct and performance standards.

The data are expected to support the theory that "there is a strong business case for improving working conditions and profitability simultaneously, as Chinese businesses slowly recognize the value of workers' loyalty" (Nadgrodkiewicz 2009: 8).

7. Bibliography

Buying your way into trouble? The challenge of responsible supply chain management. 2004. Insight Investment, HBOS. London, UK: Acona Investment Consulting. Retrieved http://www.acona.co.uk/reports/Buying+your+way+into+trouble.pdf

Cooper, D.R. And Schindler, P.S. 2008. Business Research Methods, 10th Ed. Edition, McGraw-Hill.

Environics International 3rd Annual CSR Monitor. 2002. (In November of 2003, Environics became GlobeScan Incorporated. [Press release] Retrieved http://www.globescan.com/news_archives/csr02_press_release.html

Eslenshade, J. 2004. Monitoring Sweatshops: Workers, Consumers, & the Global Apparel Industry. Temple University Press.

Halle, T. Pruzzan-Jogensen, P., Junjk, M. & Cramer, A. 2003, October. Strengthening implementation of corporate social responsibility in global supply chains: World Bank Group -- Corporate Social Responsibility Practice. Retrieved http://info.worldbank.org/etools/docs/library/114197/Strengthening%20Implementation%20of%20CSR%20in%20Global%20Supply%20Chains%20-%202003.pdf

Issac, J. 2001, Fall. Thinking about the Sweatshop Movement, Dissent, 100, 12.

Krueger, David A. (forthcoming). The ethics of global supply chains in china -- convergences of east and west. Journal of Business Ethics. Retrieved http://*****/rec/KRUTEO

Luce, E. 2004, September 15. Ikea's grown-up plan to tackle child labor, Financial Times,

Nadgrodkiewicz, A. 2009. From words to action: A business case for implementing workplace standards: Experiences from key emerging markets. Center for International Private Enterprise / Social Accountability International. Retrieved http://www.unglobalcompact.org/docs/issues_doc/labour/tools_guidance_materials/SAI.pdf

O'Rourke, D. 1997. Smoke From a Hired Gun: A Critique of Nike's Labor & Environmental Auditing. San Francisco, CA: Transnational Resource & Action Center.

O'Rourke, D. 2008, September 28. Monitoring the monitors: A critiques of PricewaterhouseCoopers labor monitoring. [White Paper].

What is quality for our time? 2011. Patagonia. [Video] Retrieved http://video.patagonia.com/video/What-is-Quality-for-Our-Time-Re

Shkolnikov, A., Leachman, J. And Sullivan, J.D. 2004, December 27. The Business Case for Corporate Citizenship. [Issue paper No. 0410] Washington, DC: Center for International Private Enterprise. Retrieved http://www.cipe.org/publications / papers/pdf/IP0410.pdf.

Sourcing overseas for the retail sector: CSR and the ethical supply chain. (2007). Connectedthinking, PricewaterhouseCoopers UK Retail and Consumer Group. Retrieved http://www.pwc.ch/user_content/editor/files/publ_adv/

pwc_sourcing_overseas_retail_sector_e.pdf

Vogel, D. (2006). The Market for Virtue: The Potential and Limits of Corporate Social Responsibility. Brookings Institute Press. Retrieved http://books.google.com/books?id=e7uk29lkoHgC&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false [END OF PREVIEW]

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