By Andy W. Chan, Wilson W. S. Chow, Patricia Fosh, Ed Snape, Robert Westwood
Hong Kong administration and Labour argues, in a chain of formerly unpublished, thoroughly updated contributions, that fiscal and social switch has been ongoing in Hong Kong for a few years, and political switch could be less significant for labour and administration within the area. This ebook is written taking into account the worries of coverage makers and bosses - really human source managers, and people drawn to labour family members, exchange unions, labour markets and legislation, and comparative administration.
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The authors make the telling point that much of the research on the effectiveness of specific HR practices misses the point, since what is important is the overall HRM strategy, and the use of a particular technique cannot be evaluated in isolation. The authors utilise a sample of multinational firms to test two models of HRM—the ‘one best way’ approach and the ‘strategic fit’ approach—to establish which model is the most likely to achieve effectiveness in multi-national firms in Hong Kong. This study has several implications for managers in the years following the transition when the uncertainty surrounding Hong Kong’s reversion to Chinese rule could moderate the relationship between HR practices and firm performance.
Lau and her colleagues seek to develop a model of managerial and entrepreneurial competencies that can be used to link certain combinations of personality traits, skills and knowledge with small business success. They develop a specific methodology—that of carefully identifying and exploring critical incidents experienced by these owners/managers of small firms—and they utilise their model to investigate a number of small firms selected from three of Hong Kong’s leading industries. The findings from their study allow inferences to be drawn for the enhancement of these smaller owners’ and managers’ entrepreneurship in the recession conditions following the transition through a combination of encouragement and specifically designed training.
Indeed, for much of the 1980s, the growth in union membership barely kept pace with the growth in employment, and density stagnated at around 16 per cent. Only in the late 1980s did membership growth start to rise and density to increase, a trend which has been sustained into the late 1990s. Until the 1970s, Hong Kong’s trade union movement was dominated by two main federations: the traditionally pro-Beijing Federation of Trade Unions (FTU) and the pro-Taiwan Trades Union Council (TUC). 1 Union membership in Hong Kong Sources: Report of the Commissioner for Labour, and Registrar of Trade Unions Annual Reports, various years.
