ABSTRACT
There are other difficulties in managing migrant workers, such as a lack of respect towards authorities, poor hygiene habits, and stealing, etc. Although the employers interviewed acknowledged problems in managing migrant workers, they nevertheless admitted that most of the workers were bright and had good hearts. (This was also found by David Schak. See his chapter in this book.) Their problems were blamed on the failure of the rural educational system, which lacked moral education (such as honesty, respect, and hard work) and basic vocational skill training in the curriculum. However many of the differences between management and labour can also be explained by a ‘cultural gap’ between owners and/or managers who have lived in more-sophisticated foreign-influenced locations in China, Hong Kong, or abroad. As Scharping and associates found, wanting to be rich and wealthy, to be successful, and to be self-fulfilled were top personal values of migrants: which they obviously shared with managers (Scharping et al., 1997:83). But some other values often observed among migrant workers - such as avoiding risks, personal conflicts and responsibilities - seemed be an important cause of conflict.
