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EmployeeRelations79,4

368

pot" mentality, referring to the socialist system in which the state guaranteedjobs for life regardiess of profit.

Chinese workers were said to leai:n onl1. 6n. small part of a job, rather thanthe r,vhole process which reduced flexibility of deployment and efficiency.Managers claimed that Chinese workers feel that they can stop working oni.they have finished their job, while a l'aiwanese worker will asiist others rvhohave not yet finished. Respondents complained that trained workers lvoulcl notimpart their knowledge to new ones, saying that in socialist china people keptjob knowiedge to themselves so that no one could replace them.

However, manager:s also blamed this on workers being lazy and uninterestedin learning or teaching.

I{oruetorun (laoxiang) loyalt)es. Loyaities to those from one's home county orprovince was believed to have several consequences. First, groups form in thefactory and sometimes quarrel l,vith or rnistreat each other. Second, thesegroups often har.e an unofficial leader, whom management must treat gingerlyas firing her/him can lead to the whoie group walking out in support.

Third, cadres are expected by their hometowners to receive specialtreatment. If a cadre compiies, s/he cannot be a good cadre from management'sperspective. If not, s/he risks being beaten up after work.

In the several years one respondent had been a cadre in China, every incidentof emp1o1'ee-employee violence requiring poiice intervention involved workersbeating up a hometowner cadre outside the factorv after work. worker-s aresacked for fighting"

stealing. Stealing company resources is very common rvithin state ancicotrlective enterprises. Purves describes employees taking company stocks andusing them in private ventures - which were carried out on company time (19g1,pp. 13-i4). complaints about stealing \\,ere near universal among respondents.one respondent stated: "pilferage is a problem everywhere, but employees herewill steal anythingl" Severai factories manufactured goods which are easilysold (e.g. shoes, handbags, etc.) but there is a market for virtually everything,including zips. The only respondent to say that theft was no pioblem in hi"sfactory said that his product (polyester yarns and cords) was ioo large to besmuggied out. office workers were also said to be guilty. one respondentsuspected that his purchasing officer was dipping into the petty cash.

worker turnouer. High turnover rates were especially common in newerfactories. Factories have a three month trial period during which workers aretrained and given a chance to become accustomed to the work. Many leaveduring this time, but factories gradually build up a workforce. Tirrnover ratesof 10 per cent per month were not uncommon among the sample, and onerespondent said that three of 180 original operators were left after four monthsof operation. Empioyees leave for a variety of reasons, such as for emergenciesat home, to marrv and start a family, or for a better job.

Employers compiained that many leave for "frivolous" reasons, such as for aslight pay increase or because another factory has rnore hometowners than thepresent one. Some complaints were magnified by culture shock and an

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::1r1p-d dnuq aU19_apearxa saurl asoq,r\ s-ra1;o.u a,te8 [toltes eFeFFnl v ^ly:t .te-r ajjio p,ie-'sJe1-,o^ .1nr'rr.,o'r.rrriro^ pa'e.^n peq 'aldurexo roJ 's:T:pey aots aiqrssoo:_{:^in tou se.{\ jeqi qsnoql ,sru?o1 ro sienphrpq or polrpa'aq,t1-r:ea15 plnoc uoqonpo:d uaq,tr.Jsn^ oJ sosnuoq pue seler rr.to p.#:1I1.^:ftodn

tl:: e jo oeos.sn qrn, iuort InJesn E ro qs'r :oy alqeaSrr_n]:I..+pr- qltio prprn^er orara ,t1leri1cuno pue >1ro.4\ pooc'ss^rJuoruisp p-uB sa^rluerur reirarelrl y3lsdse qS"6-rqise,u saadoldua Jo aJueruJo;;ad d.roloeJsrlesun'aq1 luoryuoc o1 de.^r uo**o, lsou er{J

suoqryos pa4(w,tagy'slsoo e8e.u jly_lo ufjun ,(00r$Sr.l-ro_000,t

gtr\1il dreles ur ssai r{rnru tsof, p'o.^a orp'r puEIul"T v .duHd,i'.' 1uaie1 leriaFLui* ,.iun re;;o lood aq] leq+ salerrpu s:eg,{ 91 jseo iq1','.t" :1tl:11:l-"1u1s.rros qdoad Funod;o roqlunu iieurs oqt ,rl^"-T_1T teu1q3'u1 ,1il T.:l_u.ru puia,efuega^eol o] Furllr.rrt esoue,{\reJ pulJ o} }lmulp sl lt ;slil alroi:aq .ue./$,reJ ur dFrue; }rsi^ o};eod;ed

;l,x1'#:,tTil:ff i;ift'tT"::::'.?:jff:!u_aiurua+u,..oJp,noqpu'{uoor 'tooelsiriiifi;;;6bn$rN;i"##:ffiJffi "#,?,Jl'ffi::tJ"^l,Tf rleIAI 'sarper u'.r\ret qq1.'uis sugpuu go 41n'gp 'p;;;;;aqi Jo asnpreq dllrrnb d1-rre; ateld'r1e1 o1 aoeq !ino^ uoqeztlerol rcql pazr*ar pue lua';n aro.Aa ssourquo,^atsnlly-:-{]]ryrd ij4ro.no go sruqqo;o inql llrylluapuodsag 'suorlenlrs a^plsurs ul Luaql 1sn:1 1ou p1p pls z(aq1 q'noql ,s;a4;o.t' rreli] ]noqe a'r'rlrsod aynb a;orrt 's:ea,,i 1e-ra.r3l10-r-nulqo ur sirrii,raoo uooq peq oll.oo sluapuodsa; eruog

^vql or{To r.b* l::_.qgor

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night (concern for workgr safety). workers were fined for breaches of rules orpoor performance affectingproductwity "r o"."gi"i.ir,iro'n'*i. i.br example,a pottery manufacturer said that bteaLing-a cup was not a serious offence butbreaking a whole tray of th.- ru..-F-in". are usuarly smat, RMB2-10,recognizing that wages are row. Fines s" i;t" an emproyee welfare fund whichrs used for extra holiday-food, entertairil.nt ana gifts for emproyees in generar.Another approach to eificientv *d;;;;r!yt t9 simprify work processes.

3f;f.""*.r and his tn.n puinli-rr"i]"ila i,. *,.i.Jii.i f.1.*... venture inIn Taiwan. one has.to manage peopre. make sur.e rhe right person is assignedto the task. workers rhere are.rrr-.ii".-.r llo ,\*.d ;"iuili#n,rr insrruclions.In china one has to manage the tisks on;r.lf;;#;,d;;il#ilr" smar, discretesteps and give very deiailed in.i.u.irorr" rr.."r..'chil;.. workers areinexperienced and cannot.oiu. p.oli.-. ti,ur.o-. up.lr *. .*r,es the propersystem, even mediocre and inexperienced rorr..i. .uil l" ,n. **r.Several managers attempted to resociarize ;ilbd#i-u*n education,training, slogans and througt .t...h;; ;*.1 rrv .inu'g.n'*. Muru managersassembled workers toget-her'in lr,."frorning rr.r*? ,""rr ro. some 1ight,loosening-up exercises ina u .rrort .0...n

"rr8"i p."olr.t"ion ,..u.., and alsogave fatheriy advice: "The weathet r. Joot.. now, and it is easy to catch cold. Besure to drink rots of warm water". w..i.iv .y.ri'rg;;;;;;r" more commonfor cadres. Topics included:;;l;tti;d;;character building;getting the,,big

|ii|T'ir;li#equipmeni una pro..Jr'."1una even roleran.. o?'.o-*orker.s fromMany factories had srogans pasted on factory noticeboards, e.g. ,,orders

arethe life blood of a .ompa,iy". i.r..J rn.tn* .-prtv..."Jut'urr.n,ion to theslogans. one respond.nr ,.b.ti*,i,::on u_..,rr_y;;;;;?;;:1,;; , conresr andasked emplovees to write irogu". lo *riog * i, "*'*";1. iff.u contributedquite a number. I had the caoi* ..i..itn. rr..t lr*i""0.'o".i.o up and gavethe creators. cash prizes or mrrgl0;iulrnoi, u day s wage).Respondents stressed trre rmpo.l"".9 "l close supervision of chineseworkers, saving that if tt ev a.e iot r"i.1r.g ;i;;il;t;;"#i, n.gr..t theirmachines, sleep, or oiay around ft;il;;J,;h;;; h;J, # supervisor oneach production line (one for.u*rv i_l'S *o.lr"r=r ,"n" f._.p."*o.to.r. suppliedwith materials, attends to mint. piotr.l. ura ensures steady work. Above theline supervisors are s.ctron ana-;;;;;;."t supervisoi., u'ru.ro.v manager,and one or more Taiwan cadres; trr.i.u,nn., or p.r.on. unaffi. is dependent

::J'i :#:#'?.iii TT|;1.. "' d ;';ili Jn'o''p 1."i tv il*'r" iiun ,'unu g.,.

There is much talk in china about Taiwanese factory owners, who expioitworkers and ilr-treat them. certairiv."n'. i"lwanese are quick to upbraid. onemanager criticized his director uno".o-. oir.., rui.'un...";;;;; saying ,,theyyell at the workers too rnuch *h.llr*v.i""ro t v i" t.".ir rr*.?.tead,,. othermanagers seemed ress.sympathetii. Recentrra Tairiail;'b;.. punishedseveral workers by having tn.. r.n".i"r irr. factory floor because thev had

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IIB loJ s3)ieJuooru lQFnoq Ja5eueru lerauaS fto1ru1 lsoq eLIl ,1e.nr1sag utunlnyplni eqi lV 'sluosord ,{epqlrq slel_roA\ a.re8 osle aulos pue ,s1e,tr1sa;

lE pooJlenads sio>lJoA\ a.Le8 sassoq JSol{ 'u.&\o rrolltr oja.A& -{arl+ Ji se ruaql -lolJB {ooi puBslue1d .tre1 e 1ue1d ol rlreo soadoldura srq pred iloAO ssoq auo pue ,sqniqs puesJa^\ol]t 'surt\Bl aJ3.{\ aJaLiJ 'aseJ eq} aq oJ potuaas srql 'pe}uaj UBLI} Jaq}e-l JOuA\oaqi dq lFnq dpntrs luasa-rd eql ul sarroJreJ ]e lpaapul ., alq,ssod se lueseald se d:ope; oql al'ru o1 d-q plnoqs o^\ Jnq ,sorlrureJ

,saa.,to1druJ aql roJ aln+qsqns+ouueJ 011 dauour 3>11?tu ol oJaLi ilB are o,\\ pue '{olrlori ruo-g de.tre IIE eJe or\\,, ,presauo 'aLuoLI se d:o1re; eql Jo uoqou 3qJ sso-rls osie sassoq 3saue.{\rBJ ,tue6 'pual4 B sB,&\ aq >lro.1r\ rOlJE lnq ssoq se.\\ oq lro.u ]e :Luaqt qlilA diqsuoilela_rIEnp e qsrlqelso 0+ paluB.r\ 3H'rueql qtl^\ s{lel uI q}lBali:raq18ururc}uielll puudlo;es passeJls aH 'sroq..'e,.' dFrue; rroqr Jarle a;rnbur o1 uoqr rnoqg q8nbuapeuJeal pue atueu dq ruoql po11ec ,saadoldura srq Qllm a1e ,sseursnq,{lrute} aulolur Suro8 aroJaq s:ead uo1-io; drlsrruaqr lq8nel per{ oq^{ tolcarrp ,tjolJey geursy 'a,trlrsod se,ru. dpnls srLll ui pa^Jasqo uorlJBJalui :a8eueur-_iarjo.r\ lsol,T '(efV 'd'966I roquare(IT 'llg Eutry) srelro^\aq] alesrieduoJ puB az8olode ssoq 3q] lBLIl popuBr"uap oq.{\ sor}uoq}ne ielol o1 pa1;oda; se,{\ luaprJul slqJ t"rope; aLIl ul aputll seoqs Jo s:recl auos ui101s

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372

interview applicants for routine (operator)jobs, brief those who accept, ensurethat government-requirements ar. rumtt.o, unJ r...p-r..ora.]tnt.rui.ws areperfunctorv; such iobs require no speciar skilis, ,"4;;;;;*liy onry need awillingness to do ihe *ork. skilled-workers are recruited, interviewed andprocessed by the managers who will supervise them.Aside from meeting some u"ry -ini-at wage requirements, which themarket would demand anyway, there are no operative government regulationsto speak of. Naturaliy, as pointed out above, an empioyer cannot mistreatemployees,. e.g. hit or humiliate them, but there are -r" i".p*t"rs or unionrepresentatives to ensure compliance.

" operator training takes little time and is essentialiy on the job. Somefactories rotated operators from task to task in o.a.iio'in;;;i. their flexiblityand skills but that was usually done for those recently promoted to cadre. Mostemployers seem to feel thal. there is no need to rotate them;. it is too costly in managerial time;and' workers are not interested in learning any more than they have to do tokeep their jobs.

There is some justification for this_approach. worker turnover is high, soteachinga variety of skills is not worthrirr.il.-iino";il;h."p uno 1,. factor costvalue is low, so it is reaiiy not necessa.y to try to run u iurlory with feweremployees. F'emale employees, who make rp the greai-":"rriu "t "perators,

arewidelv believed to be in the coasrai areas only f;.; f;;;;ri [.tor. they willreturn home and marry' after which famiiy obiigations.jr.. iioinicult to leave.Thus, bosses tend to piovide scarce r..c... for kaining of cadres onry.The low level of HRM deveiopment in these SMEs is understandable whenseen in the context of the deveropment of the SMEs themselves. Their"ancestors", two or three brrsin..r g.n.ruti"n";;;k-,;;; iiiliu farms usinghousehold_lalour, and the "living roJ-; *o.kshops which foirowed them werethe same' HRM was not regardei -as

important in such companies. Integrationinto a more sophisticatedlevel of busiiess practices .urn.-ilriough contactswith trading_ companies which took the ord.r., tr,.n *iih A'; internationallinancial world when companies ser up in Hong Kon;i; ;ffi;;iion ro move rochina. while still valuing p.r.onui i.Lti",r.ni;.};.;; ;outinely signconkacts for orders now.1\4oreover, many are thinkd;;i;.'Jri.ionutiring theircompany management. However, they are stili in industries in which iibo.r,supplv is still plentifur eno.gg! to rejeci theneed to puli..ori... into anythingmore than the areas described abovb. In this tr..y ui. u.rv aiir.*rt from manycompanies in Taiwan in which human resources are regarded as extremelyvaluable and much effort is expended to keep them.

ReferencesAnonymous (i996), "Taiwanese boss forces rvorkers to kneel in Zhongshan causing workeruprising", Ming llao,4 December 1996, p. Al2. -

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