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Corporate Success Through People   
Corporate Success Through People
Making International Labour Standards Work For You
This edition is published in India by 
Academic Foundation, New Delhi 
under arrangement with
International Labour Office, Geneva.
Hard Back Book     :   Pages : 129 + 11
2006  Edition         :   ISBN - 81-7188-498-9
Price : Rs. 495.00
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In today’s global economy, corporate managers are in the front line when it comes to transforming management principles from an abstract vision into reality. International labour standards (ILS) can be effective and powerful tools around which managers can build their corporate policies and practices. ILS embody the principle that workers are an asset in which to invest, rather than a cost to be borne, and this book presents convincing evidence that the practical implementation of these standards can help a company develop its competitive edge by putting people first.

The book presents numerous case studies from both large and small companies all over the world, where the adoption of ILS has transformed working practices. It provides concrete examples of how implementing ILS on issues such as recruiting and hiring, employee involvement and labour relations, and health and safety, has helped organizations to create a healthy and positive working environment while at the same time reducing labour costs and increasing productivity.

Dealing with such contemporary contexts as the global economy, online recruiting, an ageing workforce, and HIV/AIDS in the workplace, this is a timely and important resource for managers who want to know how to treat their employees with dignity without compromising the bottom line. It shows how implementing ILS in any company is not only a wise code of conduct, but makes sound business sense as well.

Is there a trade-off between treating employees well and succeeding in business ? Many employers assume that treating employees well means higher labour costs and lower profits. But a number of companies have found that they can do well by their employees and also succeed in business. The aim of this book is to explain how.


The International Labour Organization was founded in 1919 to promote social justice and, thereby, to contribute to universal and lasting peace. Its tripartite structure is unique among agencies affiliated to the United Nations; the ILO's Governing Body includes representatives of government, and of employers' and workers' organizations. These three constituencies are active participants in regional and other meetings sponsored by the ILO, as well as in the International Labour Conference — a world forum which meets annually to discuss social and labour questions.

Over the years the ILO has issued for adoption by member States a widely respected code of international labour Conventions and Recommendations on freedom of association, employment, social policy, conditions of work, social security, industrial relations and labour administration, among others.

The ILO provides expert advice and technical assistance to member States through a network of offices and multidisciplinary teams in over 40 countries. This assistance takes the form of labour rights and industrial relations counselling, employment promotion, training in small business development, project management, advice on social security, workplace safety and working conditions, the compiling and dissemination of labour statistics, and workers' education.





  • Choosing to be a good employer
  • Two sides of the human factor
  • The ILO – What can it do to help?
1. Social management in action
  • Case 1. SAS Institute: A company of the future?
  • Case 2. BANTAI Industries: People-centred policies in the textiles industry
  • Case 3. Adidas: Social management and business success
2. Attracting high-quality workers
  • Case 1. Yazaki-Torres Manufacturing, Inc. (YTMI): Equal opportunity as a core management strategy
  • Case 2. Walgreens: Tapping into the pool of workers with disabilities
  • Case 3. Eskom non-discriminatory recruitment policy: People with HIV/AIDS
  • Case 4. L&T: An integrated approach to recruitment and retention
    ILS pertaining to recruitment
3. Non-discrimination
  • Case 1. Miles, Inc., Pharmaceutical Division
  • Case 2. The Grey Revolution at B&Q
  • Case 3. Deloitte and Touche: The Initiative for the Retention and Advancement of Women
  • ILS concerning non-discrimination in the workplace
4. Working conditions
  1. Occupational safety and health
    • Case 1. Creation Windows, Inc.: A proactive approach to safe work
    • Case 2. Dow Chemical: Investing in the future
    • Case 3. Health of South African workers: How companies respond to the HIV/AIDS challenge
    • ILS concerning safe work
  2. Working time

    • Case 1. Reduction of overtime in the Asian footwear industry
    • ILS pertaining to working time
5. Human resource development
  • Case 1. HRD strategy in the Mexican clothing industry
  • Case 2. General Motors in Mexico
  • Case 3. La Fragua, S.A.
  • Case 4. Job enrichment of a teller position in a bank-holding company
  • Case 5. SATS Security Services: Improving workers’ skills through job rotation
  • Case 6. Sheraton in Singapore
  • Case 7. AES: A decentralized company with global values
  • Case 8. Delco-Remy
  • Case 9. Cascade and Burger King: Training as a recruiting and retention device
  • Case 10. Marriott International: Benefits of pre-employment training
  • Case 11. Thorn Lighting
  • ILS pertaining to human resource development
6. Labour relations: Freedom of association, collective bargaining and employee participation in decision-making
  1. Freedom of association and collective bargaining
    • Case 1. Southwest Airlines: How good labour relations can contribute to the bottom line
    • Case 2. NUMMI: You only live twice
    • Case 3. Crown Zellerbach Corporation
    • Case 4. Trinidad Cement Limited: A case of successful collective bargaining driven by international competition
    • Case 5. Alcan Jamaica Limited: Collective bargaining combined with tripartism
    • Case 6. St. Vincent Electricity Company (VINLEC): Enterprise turnaround through collective bargaining
    • ILS concerning recognition of unions and collective bargaining
  2. Employee participation in the decision-making process

    • Case 1. Achieving corporate success through an employee involvement programme at Trimo Trebnje
    • Case 2. PSS World Medical: Employee involvement – Firing the boss
    • Case 3. Natura Company in Brazil
    • ILS concerning employee participation
7. Layoffs and downsizing
  • Case 1. Levi Strauss
  • Case 2. South African Breweries
  • Case 3. Two responses to the collapse of the dotcom sector
  • ILS concerning termination of employment
8. Child and forced labour
  • Case 1. Pranda Jewellery public company limited, Thailand
  • Case 2. Mabrouc/Prem Group partnership in India
  • ILS concerning child and forced labour


Annex: List of international labour standards referred to


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