iv
The larger companies, even in manufacturing (partly owing to their ability pass on marginal fluctuations through the putting out/subcontracting system), seem bent on committing labour to their firm. The means at their disposal are several. First, fringe benefits Same seem to go to great lengths (see, eg., Hong Kong Spinners) to provide all the amenities of life (accommodation, medical services, education, transport, meals, recreational facilities, etc.), while others concentrate on only one or two of these. Clearly these various benefits appeal to different sections of the labour force a youth will not have the same regard for health provisions and children's school fees as a married man with a growing family, for example. So the rattern of benefits chosen by a particular firm is likely to reflect the needs of its ideal labour force. (Housing is one fringe belcfit which must be of fairly universal importance). The . American electronics firms stress the importance, for their young
labour force, of 'civilised' work conditions, night classes and recreational facilities where they can make and maintain friendships. This is linked to a second point the development of good relations with superiors and work- makes in the firm. The significance attached to this factor is underlined by the increasing use of personnel management staff whose prime function seems to be to iron out interpersonal conflicts and to get a 'good company spirit' going. (Images of Japonese paternalism mixed with American corporate management styles). The individualism of liong Kong workers is tempered by a marked preference for the formation of enduring relations with: immediate superiors and friends, a tendency which can occasionally lead to a whole group quitting at once. Third, the Shanghainese system (emulated by some other firms, including British) is to construct an elaborate bonus scheme which rewards long service, good attendance, and draws on symbols of paternalistic responsibility (New Year handouts, credit and loans to favoured employees, etc.). Hore concretely, many employers run a forma of non-contractual profit-sharing scheme which again favours longer-term employees. Fourth, incremental pay scales, gratuities and pension schones are the Western mode of encouraging employee stability. These practices are adopted by many 3ritich and American firmo, but it is widely recognised that short-term rises in pay are more effective than a long-term promise of a pension. Older employees will be more influenced by this factor, but I's wage labour force is on the whole very young”. Fifth, opportunities for promotion within a large company's internal labour market are a most compelling force for stabilisation in the office/commercial sector (see patterns of mobility, below). ixth, training specialized at the firm level, limiting the trainees employ-ability elsewherit be made impossible by Knight's Apprenticeship Ordinance and it was probably not very significant before. Seventh, hording of labour through recessions the larger firms can do this, niled by the work-force's willingness to share available work on a reduced time basis. Sinployers' acceptance of longer-term responsibility for workers (the non-contractual element of the wage contract) is a powerful stimulus to labour commitment, particularly given the refugee character of 's workforce. Chinese employers know this and try to keep on at least a core of experienced workers in bad times. They are, however, prove to lay off women workers and casuals.
The general tendency seems to be towards decasualisation of the labour market. Even 10 years ago sharp distinction obtained between lon -tura re qular workers (chet. -lung) who had come security of eap loyment and cocand vortero, } th low-tara and thort-tera Schung- cam-kung and man-king) who had virtually none. Now labour meruitment is ore stable and workers buvo ner: 11 praater sucurity of on, leymont, if they wich to take dysuitsge of it. Mart from the micro-ec aonic rationality of employers, this tendency is bien fostered by a growing