'Huawei Suicide Scandals\r'

'Huawei self-annihilation S sensdals Songyan Liang Harding University Abstract Nowadays, Huawei get cosmopolitan batch’s eyes since it become the second-largest coordinated provider of telecommunications equipment in the macrocosm since 2009. It is hardly to make pack to rely this is true. Although Huawei is triumphful, four suicide s brush offdals drive passel’s attention to wonder Huawei caller-out focus. This condition is c embark on Huawei cultural background: â€Å" barbarian tillage” and merciful resource management. Huawei Suicide ScandalsNowadays, Huawei get worldwide people’s eyes since it become the second-largest integrated provider of telecommunications equipment in the world since 2009(Economist, 2009). It was listed in the covering fire of Intellectual Property Organization’s 2008 rank for international Patent applications (Economist, 2009). It is hardly to make people to believe this is true. Although Huawei is succ essful, four suicide scandals drive people’s attention to wonder Huawei Comp some(prenominal) management. This article is focusing on Huawei cultural background: â€Å" woman chaser glossiness” and gentle resource management. Introduction Huawei Technologies Co. , Ltd. which was founded in 1987 in Shenzhen, ranked number unmatched in the 2011 chair 500 Chinese private companies list in the November 8, 2011. In the famous American magazine â€Å" issue”, Huawei was listed in the 500 companies rankings in 2010 (Wiki, 2011). It headquarters in Shenzhen, Guangdong, china, and it is an employee-owned private technology smart set which engages in the drudgery and sales of telecommunications equipment. Further more(prenominal), it is a telecommunications net e fag outate solutions provider. Huaweis main businesses ar exchange, transmission, wireless and data communications class telecommunications products (Wiki, 2011).In the case of telecommunications, it ca n provide worldwide customers network equipment, operate and solutions. Since the president Ren founded Huawei in 1987, he promoted an aggressive â€Å" animal refinement” throughout the connection (capital of Red China Review, 2007). The â€Å" wildcat well shade” is a kind of struggle with a angry expression. In the team, all employees should be greed to work. This civilization can quote employee to fight and explore the unfading future. Also, as a result of Ren is a veteran, he worships militarization management. He tries to cultivate employees’ never retrovert up spirit and build an effective team.In effectuate to consistently create maximum value for worldwide customers, Huawei foc transports on customers’ marker challenges and needs by providing peachy ICT solutions and services (Huawei, 2011). Ethics Background Huawei keeps a squall that it go away enrich customers’ lives as possible as it can through communication. Core values atomic number 18 very important for a successful company. For Huawei, customers first is the most important value. Huawei believes that its success is establishd on customers’ success. It continuously create impression value for action customers’ needs and requirements. The second core value is dedication.Through dedication, Huawei can get customers’ respect and trust. Continuous reformment is the tierce core value. It requires Huawei to become the best partners for worldwide customer, improve company and grow as various(prenominal)s (Huawei, 2011). Fourth, openness and imitative. In order to fulfill customers’ needs, Huawei, keeping an open manner, stormily pursue customercnetric innovations. Fifth, Huawei insists that integrity is the most valuable asset for its success. It drives Huawei to be honest and keep promises. At the analogous time, integrity helps Huawei to win customers’ trust and respect. The last core value is teamwork.With out team, Huawei cannot success. The president Ren said that Huawei’s success is built on successful cross-cultural collaboration, silky inter-depart moral cooperation and efficient process. Every year Huawei will evoke a large number of graduates from colleges and universities. Most of them be lack of practical experience in parcel development. thitherfore, Huawei develops a forward-looking training system for new employees in order to help graduates quickly conform to the scale of software development. This training system is separate into four separate. First, process development training. Second, programming-based training.Third, business cognition training. Fourth, positive defense training. Besides, Huawei establishes a series of IP certifications system. In the rapidly growing trend of All-IP carrefour environment, increasing total of people are extensively applying IP technologies. In the globalization, IP technical competency is a basic agent to improve ind ividual battle rate and personnel’s competence. In response to customers’ needs, Huawei developed the Huawei Certifications System to help employees to evaluate IP expertise and develop essential skills. It provides ternion kinds of career certification (Huawei, 2011).The first one is Huawei certified Datacom Associate. The second one is Huawei Certified Datecom Professional. The last one is Huawei Certified Datecom Expert. Employees’ Suicide Scandal March 6th, 2008 at noon, a Huawei staff who worked in Shenzhen Huawei R base Sakata Department of the Central platform died after dropping on the third floor cafeteria. Police inform that the jumping suicide employee had insanity disease onwards his death. 10 days before the suicide scandal, February 26th, Dongbing Li, who worked in Chengdu, jump from Huawei R center and died on the spot.At 17:30 on August 11, 2007, in Changchun City, a Huawei staff, Bin Zhao, who worked in Changchun office, jumped from the 7t h floor in the League of Nations communities after about 20minutes phone conversation. July 18, 2007 afternoon, solely 26years old Huawei employee, Yue Zhang, hanged himself in the corridor area in Shenzhen Melin communities. He just entered into Huawei for 60 days. Before his death, he told to his parents nigh(prenominal) times and complained that he suffered endless pressure and cute to resign.From 2007 to 2008, as a result of four employees’ suicide in less than a year, Huawei had undoubtedly tramp himself in the predicament of staff stress management. fifteen minutes after Dongbing Li’s death, Tianya assemblage posted a great deal of messages and photos to spot the scene. According to scene photos, some posters were Huawei employees. They carried out real time updated on this matter. It provided on-site users the latest developments. Various QQ groups which link to media and IT industry expressed a high head attention to it immediately.At the selfsame(pren ominal) time, some on-site users depict various kinds of aspects of this matter when they were in the scene. some(prenominal) people believed that this suicide was result from bodily glossiness; some argued that whether the suicide was worth or not. In the Tianya forum, more than 2,000 on-site users participated in this investigation. Most of user contended that the essentially reason for suicide was Huawei’s â€Å" wolf down culture”. Huawei, at once again, was brought to the cusp of public opinion. The company phonation explained that the company would not temporarily comment whether this suicide was link to work stress or not.Suicide psychoanalysis later on Dongbing Li’s death, the company once again became the focus of public opinion. â€Å"Cruel”, â€Å" rivalrous”, â€Å"tremendous pressure”, â€Å"overtime”, â€Å" man alternative Management”, â€Å"ethic issues” or similar words, became alter words in the IT industry. Huawei’s human resources pose was the one of reasons for employees’ suicide (QQ News, 2008). According to an unnamed Huawei aged(a) employee explored, Huawei human resources management was outsourced a private company which was tender resource management (QQ News, 2008). If Huawei needed a new employee, it would contract with the human resources firstly.According to Huawei human resources needs, the Human Resources Company would provide relevant labor push up to Huawei. This model was called dispatch. Therefore, Huawei’s employees were sent to Huawei Company to work by Human Resource Company. Huawei paid wages to the Human Resources Company, so employees get the money from the Human Resource Company. Staffs had not a direct affinity to human resource management. The Human Resource Company was in charge of labor management. This model trim Huawei human resources management costs and avoided the risk of the employment law.As a result of Ch ina’s labor sub-system still needs to sound, employees’ basic rights do not be protected. They face a series of issues, and they will lose their jobs at any time (QQ News, 2008). The same as the most Chinese company stretch outers, Huawei leaders would like to find the law loopholes and maximize the use these loopholes these law loopholes. In the China business world, the extension of integrity is becoming unfamiliar gradually. Based on Huawei employees’ frequent non-normal deaths, Huawei president Ren acknowledged that they did not sop up some measures to prevent employees’ suicide.He worried that growing numbers of employees were suffering depression and anxiety. When coming to corporate responsibility, Huawei should be responsible for physical and psychological safety of employees because the company was staffs’ work place and it was the place where produce stress. Some companies did well in employees’ physical and psychological safety , such(prenominal) as Haier, Lenovo. They would provide psychological counseling to staffs and evaluated staffs. The psychological paygrade was used to check whether staffs suffered excessive pressure, mental illness or other issues.Another factor lead employees’ suicide was Huawei’s â€Å"wolf culture”. There is no denying that wolf culture is an advanced corporate culture. The wolf culture not only focuses on teamwork, but also is in process of the spirit of never give up and never abandon. Meanwhile, wolf culture has the courage to overcome difficulties. The wolf culture can be divided into two parts: external and internal. In addition to business can use wolf culture to deal with competitory pressure from external environment, the wolf culture pretend an essential role in the internal management (Baidu, 2011).For example, wolf culture emphasizes the collaborative and discipline. The wolf culture is a sharp-edged sword. Behind the wolf culture, wolf has a deep inherent nature of ruthless (Baidu, 2011). In order to achieve the purpose, people will any unscrupulous measures. It is easily lead companies and employees to lose their culture. The wolf culture highlights the extreme relationship and emphasis on competition among people (Baidu, 2011). In the enterprise’s internal management, it is easy to form a vigorous rigid culture due to employees lose their humanity. The wolf culture can be the internal factor for Huawei employees’ suicide.Employees could not endure the high competition in the workplace. The wolf culture made employees produce the usual suspicion and no trust sense. Between employees and employers and among employees, they hold an â€Å"evil nature of human” principle. Solution After a series of suicides scandals, Huawei realized that they should intervene human resource management. In order to deal with the external pressure, Huawei tried to reduce and eliminate the external impertinent manageme nt and environmental factors. For example, Huawei organized some sport programs during weekend.Besides, Huawei tired to establish a psychological evaluation system to release staffs’ pressure. Summary Even though Huawei has become the second-largest integrated provider of telecommunications equipment in the world since 2009, four suicide scandals did not change its Huawei human resource management and wolf culture. Huawei is quite antithetic from other international enterprises. It was founded on the Chinese culture. Also, China law system is not as consummate as the Unite States. All of these factors lead employees to enter into the suicide road. Reference Baidu (2011), wolf culture, retrieved from: http://baike. aidu. com/view/155988. htm Beijing Review (2007), Tech Boss Slammed for Staff Layoffs. Vol. 50 Issue 46, p3-3, 2/3p, 1 Color icon Economist (2009), Up,up and Huawei, Vol. 392 Issue 8650, special section p13-15, 3p Huawei (2011), survey ; Mission, Retrieved from : http://www. huawei. com/en/about-huawei/corporate-info/vision-mission/index. htm QQ News (2008,Feb 27), Huawei: temporarily comment whether employees’ suicides related to work stress, Retrieved from: http://news. qq. com/a/20080227/001389. htm Wikipedia (2011), Huawei, Retrieved from: http://en. wikipedia. org/wiki/Huawei\r\n'