Nike Hrm Issues and Solutions Essay

5317 Words Dec 17th, 2012 22 Pages
Sarawak Campus
School of Business & Design

HBH225N
Human Resource Management

Semester 02/2012

Individual Assignment

Nike – Human Resource Management Issues and Solutions

Due Date: Friday, 30. November 2012

By Katharina Pilgrim, ID: 4310187

Executive Summary

In 1964 a company known back then as Blue Ribbon Sports was founded by Bill Bowerman and Phil Knight. 14 years later the US American multinational corporation officially became Nike, Inc., which is up to today engaged in the development, design and international marketing and selling of sport footwear, apparel, equipment, accessories and services.
The company’s headquarters are located in Washington County, Oregon, near Beaverton in the United States of
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also in factories in South East Asia was that workers experienced a great lack of motivation, because they were highly dissatisfied with the attitude of their direct supervisor. Again, human rights were violated. In 2007 workers in factories in Vietnam claimed that the treatment of their direct supervisors was inhuman and makes them not want to go to work anymore at all (Harte Arbeit, wenig Geld 2009).
Employees for example were just allowed to use the bathroom once a day in a twelve hour shift and drinking water was limited to two glasses per day as well. Supervisors would treat employees like second class people, talk in a rude tone and threaten them as well. As a result of this misbehaviour employees didn’t feel valued as human beings at all and started to loose motivation (Harte Arbeit, wenig Geld 2009). Considering the existing theories of motivation, you can say that Nike’s supervisors practice the X theory, which makes manager’s assumptions directive, narrow and control oriented in their treatment of employees. Theory X is an early theory of motivation and in modern society should not be practiced anymore (Kolbe, Burkart & Zundel 2010, p. 41).
Also the little pay workers receive can’t be the only motivational factor, since there is little trust between management and employees and money is viewed just as the sole motivator. The thought process of workers in affected factories looked like this; after they get treated poorly and have to face a

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