Through literature review and a series of interviews with a number of Chinese employees working in several small and medium companies, this article discusses the Chinese leadership approach on motivating employees. The key sources of motivation among Chinese employees in Singapore's small and medium companies are also analyzed. Why
do we need motivated employees? The key answer is survival
(Smith, 1994, cited in Chan, 2004). It is a fact that low
employee motivation is one of the commonly occurring blockages
and problems in managing people at work, as well as getting
high productivity in many organizations (Robbins, 1998; Francis
and Woodcock, 1975). Besides, in our changing workplace and
competitive market environments, motivated service employees
and their contributions are vital for an organization's survival
and success (Chan, 2004; Low, 2000). The primary aim of this
article is to uncover the motivational approaches as adopted
or practised by Chinese leaders in Singapore's small and medium
companies.
Humanism
is practised in many Chinese enterprises, and is considered
as an important value of a good-natured leader (de Bary, Chan
and Watson, 1960). Generally, the Chinese in Singapore are
very much influenced by Confucian values. Chia (1980: 26-27)
(also cited in Low, 2002) has noted that among the Chinese,
"bonds bound families" and that it was common to
find married children, who lived by themselves, paying their
parents weekend visits. Clammer (1980) and Song (1923, 1984)
have reported similar findings. Savings and accumulation of
wealth through hard work and thrift have often been cited
as key strategies of early Chinese settlers to establish their
own small businesses (Menkhoff, 1993). Auansakul (1994: 151)
adds that self-discipline-self-respect, hard work and self-reliance-promotes
self-confidence. It is claimed that these values are shared
by all the Chinese people. The initial hardships of migration
cultivated values for survival, and, as Min Chen (1995: 81)
and Redding (1990) assert, thriftiness corresponds to "Chineseness".
One prominent Chinese scholar, Wang (1998), points out that
it may be overly simplistic to "attribute every success
they (many Chinese) have to the uniqueness and superiority
of Chinese culture". Others, for example, the late Chinese
scholar, Wu (1977: 48), have attributed the Chinese economic
success to their sense of self-discipline and hard work. Confucian
values such as thrift and hard work have been argued to be
crucial to the economic progress of Japan and other East Asian
countries (The Straits Times, October 25, 1988; also
cited in Low, 2002).
Among
the contemporary commentators, for example, Lien and Kraar
(1994: 57), the late Chairman of the Overseas Union Bank,
states: " hard work is nothing because my father has
always taught me to be hardworking. That I remember well."
Of Lien Ying Chow, it is said that "though a multimillionaire,
he remains thrifty-insisting on keeping his 25-year-old company
car, albeit a Rolls Royce" (Lien and Kraar, 1994: 21).
The late Chew Choo Kang, the Biscuit King-the man behind Khong
Guan-was reputed to have worked hard during his lifetime (The
Sunday Times, July 15, 2001, Sunday Plus pp. 4-5).
Lim Bee Huat, the kopi tiam king (who took over the
Lau Pa Sat Festival Market, the Grand Old Lady of Shenton
Way from Scotts Holdings Ltd in 1995) "works hard for
money". "Lim was naturally thrifty, a trait that
remains with him to this day." (Thin, 1997: 13). |
