미국 대학원 장학생 과정 자료입니다.
case study on the external environment event
labor strike of hanjin heavy industries & construction

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Abstract

This paper outlines the case of the labor strike of Hanjin Heavy Industries and Construction (HHIC), a Korean shipbuilding company founded in 1937, from the viewpoint of the industrial relations strategy and policy. The analysis focused on the event (strike) and its impacts, presenting HHIC’s failed leadership and management models which caused such a corporate disaster. HHIC workers in Korea continued their strike for 11 months against mass dismissal conducted by the management in violation of a local collective bargaining agreement on the company’s restructuring redundancy policy. This event involved not only internal stakeholders in HHIC (workers and the management) but also external stakeholders including but not limited to the Korean Metal Workers’ Union (KMWU), Catholic group, opposition lawmakers, Korean Federation of Medical Groups for Health Rights (KFHR), conservative groups, and municipal government.  Thus, the first part of the study is the description of the event and its impacts. In the second part, I study HHIC’s management for the event which failed in terms of industrial relations. The third part focuses on the presentation and discussion, based on the knowledge management theory, of desirable leadership and operation of HHIC which could have improved its management of the event with better industrial relations strategies and policies as well as industry and government level suggestions.

Keyword: industrial relations, labor strike, external stakeholder, knowledge management

Case Study on the External Environment Event;
Labor Strike of Hanjin Heavy Industries & Construction

Introduction

As is well known, an external environment plays a crucial role in and has a great influence on a company. In late last year, HHIC laid off about 400 workers when the company gained huge profit and distributed large sums of money to its shareholders, with an obvious intention to move its shipyard to the Philippines. The workers organized a walkout and the struggle went on. The disputes at HHIC were compounded by external stakeholders including but not limited to politicians and labor activists who staged three rounds of demonstrations near its shipyard in Busan. Politicians from the three opposition parties and activists formed the so-called “Bus of Hope” campaign[1] to support Kim Jin-suk, a former HHIC worker and a member of the Korea Confederation of Trade Unions who staged a solo protest from atop a 35-meter tower crane at the Yeongdo shipyard for nearly 200 days.

With the aim of increasing profits only, the chairman of HHIC, Cho Nam-ho is criticized to have made a tool of workers in the name of globalization. Coping with the event, the management led by Cho refused to acknowledge any social responsibility and Cho fled abroad. Although the company reached an agreement with the workers finally on Nov. 10, 2011, much is to be addressed to the failed management of the company for this event…