What Does a Low Level Executive Have in Common With a Bangladeshi Worker in Singapore?
In a continent far away, on the land of Bangladesh, a battalion of young men gets psyched up with hope, feverishly enthusiastic about going to the 'Promised Land'.
This island, they hear, is a fountain of wealth, and they could raise their families to new levels of prosperity.
That Promised Land, with its funny name, gets them hyped up as they leave their country in pursuit of it.
In Singapore, a 30-year-old young Oriental takes a puff of cigar as he tries to reconcile his ideals with reality.
Difficult, it seems.
For over the past 10 years, his pay has only risen by $400 and has remained stagnated.
He started out drawing a salary of $1,600, and as a result of his hard work, loyalty, popularity and long service, eventually attained a salary of $2,000.
It seems that he's stuck, unless he can upgrade his Junior College (JC) certificate to a University degree.
And its not as easy as up-sizing your meal at McDonald's.
In this tiny state, home to 5 million people, you would experience high cost of living and fierce competition.
A Bangladeshi worker would have no difficulty finding another who is as willing to take the long hours under the heat of the tropical sun as himself.
The educational structure here is such that most young locals have a JC cert, and yet could easily meet unemployment.
Sure, you could become an executive with a JC cert, but there are dime a dozen people with the same qualifications.
It doesn't matter if you got an 'A' for Economics.
Just like the Bangladeshi workers relying on their physical labour to earn a wage, the low-level executive faces competition at every turn.
An assumption of Economics comes true: labour is homogeneous! Take for example, I'm a rational employer.
I may like JC girl A, but if she has more appetite for salary that what I'm comfortable with for someone executing her job scope, I would not grant her a pay raise.
I would start interviewing JC girl B, C and D, and choose within them the right person with an pleasing personality (read: obedient).
I would much prefer one that would get excited over the $1,600 or $1,800 I'm willing to offer.
And then I'll move on to higher-importance matters.
The conditions for the Bangladeshi worker is as bleak, if not worse.
When labour is homogeneous in terms of work functions, it doesn't matter if you hire A or Z.
Therefore, the employer has immense power over wage.
And i believe the common mentality of a construction supervisor ( a middle level manager with hire and fire authority) is close to such: "If you're not happy with the terms I have laid out, then leave.
There is always more where you came from.
" So lets review the question: What does a low level executive have in common with a Bangladeshi worker in Singapore? The answer is: In terms of work, they are seen as homogeneous labour/factors of production.
This island, they hear, is a fountain of wealth, and they could raise their families to new levels of prosperity.
That Promised Land, with its funny name, gets them hyped up as they leave their country in pursuit of it.
In Singapore, a 30-year-old young Oriental takes a puff of cigar as he tries to reconcile his ideals with reality.
Difficult, it seems.
For over the past 10 years, his pay has only risen by $400 and has remained stagnated.
He started out drawing a salary of $1,600, and as a result of his hard work, loyalty, popularity and long service, eventually attained a salary of $2,000.
It seems that he's stuck, unless he can upgrade his Junior College (JC) certificate to a University degree.
And its not as easy as up-sizing your meal at McDonald's.
In this tiny state, home to 5 million people, you would experience high cost of living and fierce competition.
A Bangladeshi worker would have no difficulty finding another who is as willing to take the long hours under the heat of the tropical sun as himself.
The educational structure here is such that most young locals have a JC cert, and yet could easily meet unemployment.
Sure, you could become an executive with a JC cert, but there are dime a dozen people with the same qualifications.
It doesn't matter if you got an 'A' for Economics.
Just like the Bangladeshi workers relying on their physical labour to earn a wage, the low-level executive faces competition at every turn.
An assumption of Economics comes true: labour is homogeneous! Take for example, I'm a rational employer.
I may like JC girl A, but if she has more appetite for salary that what I'm comfortable with for someone executing her job scope, I would not grant her a pay raise.
I would start interviewing JC girl B, C and D, and choose within them the right person with an pleasing personality (read: obedient).
I would much prefer one that would get excited over the $1,600 or $1,800 I'm willing to offer.
And then I'll move on to higher-importance matters.
The conditions for the Bangladeshi worker is as bleak, if not worse.
When labour is homogeneous in terms of work functions, it doesn't matter if you hire A or Z.
Therefore, the employer has immense power over wage.
And i believe the common mentality of a construction supervisor ( a middle level manager with hire and fire authority) is close to such: "If you're not happy with the terms I have laid out, then leave.
There is always more where you came from.
" So lets review the question: What does a low level executive have in common with a Bangladeshi worker in Singapore? The answer is: In terms of work, they are seen as homogeneous labour/factors of production.
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