University of Delaware, Newark

This study introduces the concept of partnership for fair labor management, which has been identified as critical for further improvement in labor management in the apparel and footwear industry. The purpose of the study was to examine the influence of a firm's strategic emphases on its partnership behavior for fair labor management. An exploratory scale of partnership was developed based on what has been found in practice and the buyer-seller relationship literature. A self-administered survey through mail was conducted to gather data from 209 sourcing managers from U.S. firms. Six types of strategic emphases (i.e., supply control, image differentiation, focus, quality differentiation, product development, and low price) were identified. Firms with supply control, image differentiation, and product development strategic emphases were more engaged in partnership, whereas ones with a low-price emphasis were less engaged in partnership relationships. The role of strategic emphases as well as control variables, including size and the extent of foreign sourcing, are discussed in relation to partnership behavior for fair labor management.

Oracle Human Capital Management

According to an AMR report published in BusinessWeek, 'Oracle took over the top market share. By the end of 2005, it had 25% of the market, while SAP had 23%.'

Oracle is the leading HRMS vendor worldwide, with more than 12,500 HCM customers, including 9 of the top 10 Fortune 500 and 75 of the top Fortune 100.

Labor Management Strategies

The subject of Labor Management Strategies is synonymous with Human Capital Management and is a topic of great importance in today's business world especially as it relates to businesses wanting to realize hard and soft dollar cost savings within their workforce. This topic applies to all businesses from small mom-and-pops to major corporations and is part of a fast growing business sector within the Human Capital Management sector.

As companies around the world continue to compete for raw work force talent to deliver quality value to their customers, maximize their ROI and struggle to find new and more innovative ways to realize hard and soft sollar cost savings within their budgets and bottom lines, the workforce itself is no exception and is not being over looked.

Through performance metric programs, reporting and efficient management of up and running programs within companies and their permanent and contingent workforce, the subject of saving money without losing talent is a hot topic.

As technology has evolved, it has allowed an ever-increasing "remote" workforce capability with an ever-increasing utilization of international talent without the need for hard dollar overhead costs of "in house" labor workforce, the ability to monitor, track, and measure performance has become an awesome means to control labor costs and increase value to the customer.

Look for future blogs on how this is being achieved today!