TNAG-0647-FCO40-795-Study-of-labour-relations-in-Hong-Kong-by-Professor-H-A-Turn-1977 — Page 94

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III

Explanations of Union Weakness or Industrial Relations Immaturity

27. As regards the weakness of trade unions, and the comparative

absence of labour pressure for social progress, we were given a variety

of explanations, which fall broadly into two groups. The first contains

the following complementary propositions:

(i) To quote a letter signed "A Major Hong Kong Industrial

Labour Employer" in the South China Morning Post of

8 December:

the interplay of free market

forces in improving the working conditions and

benefits realised by workers (is) a direct result of

intense competition for labour in a labour-limited

community". It is argued that the normal situation

of the labour market has been one of comparative

labour scarcity, with interruptions like the 1974

recession being (though in that case fairly intense)

rare and brief in their effects. Hong Kong is a

concentrated urban community, the labour force is

85% literate, communication via both traditional and

modern methods (the clan and the extended family on

the one hand, the prolific Chinese press and the

virtually free telephone system on the other) is high,

so that workers are made readily aware of alternative

job opportunities. The refugee background of the

labour force encouraged adaptation, flexibility and

initiative, which makes the Hong Kong worker

unusually willing to change jobs and exploit

favourable labour market situations.

(ii) Employers themselves compete freely for labour.

Moreover there is a strong paternalistic element in

their attitude, and a belief in principle that it is

both proper and wise to ensure that a share in

evident prosperity be passed on to their employees.

The bigger firms, at least (which set such pattern as

there is in wage-movements) try to "keep ahead of the

labour market" by periodic improvements in pay or

fringe benefits.

(iii) There is also in any case a high degree of informal

communication between employers and workers.

Supervisors, in the Chinese firms, act as a channel

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