Case study

J Foxconn have put more focus on efficiency and discipline, which is not wrong, but may have overlooked employees' feelings as human beings. The environment in those factories do have a high turnover rate, but number of available workers are aiso high. The requirements to be a Foxconn worker are minimal as reported by a recruiter lingering outside the Taiyuan facility's gates to coax passersby and people alighting at the bus stop to sign up for employment. The minimum age requirement is 16, good health and some secondary school education [Bloom berg, 2012). Furthermore, Foxconn CED, Terry Gou believes in these words "Obey, obey, and absolutely obeyl\". He feels that "Leadership is about being decisive. Leadership is a righteous dictatorship. Leadership is a battle between experimenting and practicality". The leadership environment in Foxconn factories showed senior leaders formulating the corporate development strategy and set annual revenue and profit goals. Middle management devises implementation plans and delegates responsibility. Production workers are subjected to supervision to complete the assigned work. Within the workshop, production operators and student interns face multiple layers of management from assistant line leaders, line leaders, team leaders, and supervisors. Foxconn forges a semi- militarized labour system, requiring absolute obedience from top to bottom of the chain of command [Pun et al., 2016}. Despite all the reports, recent ndings on working conditions at Foxconn highlights several issues which are in violation of Apple's own code of conduct. "Apple has the responsibility and capacity to make fundamental improvements to the working conditions along its supply chain, however, Apple is now transferring costs from the trade war through their suppliers to workers and profiting from the exploitation of Chinese workers (Choudhury, 2019}