ENG-1957 — Page 68

Hong Kong Year Books 香港年報 All

52

HONG KONG ANNUAL REPORT

three-shift system in the milling section, in place of the former system of two 8-hour shifts, under which the workers concerned had augmented their wages by working overtime. The object of the change was to increase the production of sheet rubber in the milling section to meet the needs of other sections in the factory. Following the adoption of 'go slow' tactics by workers in the milling section, production fell so much that the management closed the factory on 10th January, and about 1,600 workers were laid off.

Negotiations for resumption of work were complicated by the fact that no less than three trade unions were involved, two of which were factions of a former single trade union which had split up not long before. The third union (left- wing) was opposed to the other two. The main obstacle to the settlement of the dispute was the insistence of the management that workers should sign a 'volition bond’ before resuming work. In its original form this bond was considered by the workers to be unduly harsh. Towards the end of February, however, the Labour Department persuad- ed the management to revise the bond so that it became a simple undertaking to abide by factory regulations or be dealt with as deemed fit.' Meetings between the management and representatives of the three unions were held early in March, when questions of wages and production were dis- cussed, and these paved the way for the resumption of work on 10th March.

The management's objective of introducing a three-shift system in the milling section was achieved, but although production improved gradually, it had not come up to expectations by the end of the year. The new scheme provided piece-rates so adjusted as to ensure that if a set standard of output was achieved, workers could earn more for an 8 or 9-hour shift than for a longer shift under previous conditions. Some workers who accepted the scheme earned more wages than previously. Others, mainly those who had adopted 'go slow' tactics, preferred to remain on daily rates

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