In Hong Kong, statutory minimum wage has been implemented for three years. Under the implementation of statutory minimum wage, the property management companies have to pay at least $30 to their staff per hour, it increases the staff cost of property management companies and reduces the profit of the companies. On theother hand, the property owners have to pay higher management fee due to the increase of staff cost, they expected that they should receive better quality of services. If the service standard of the property management companies could not match with owners' expectation, it would affect the customer satisfaction towards the service of the property management companies. As a result, it would increase the conflicts between the property owners and the property management companies and it might affect the relationship between each other. Indeed, the property management companies are facing high pressure on it now. Therefore, it is meaningful to study the impacts of minimum wage on the service quality of property management companies in Hong Kong. In this study, we try to investigate whether the implementation of minimum wage can improve the service quality of the properties management companies in Hong Kong and increase the satisfaction level of the employees and the customers. The scope of study will be focused on two different types of property management companies. One is a large-sized property management company (Company A) which is the subsidiary of large developer in Hong Kong. The other is a small to medium sized property management company (Company B) which is a non-subsidiary company. By doing this research, it could compare the service quality of different types of property management companies after the implementation of minimum wage. Two sets of questionnaires were sent out in order to collect the viewpoints from the staff of the property management companies and the owners/residents' of middle class residential properties. There were altogether 250 questionnaires were done, the results showed that both Company A and Company B were in the same direction. The results expressed that either internal customer (staff of the property management companies) or the external customer (owners/residents) of both companies did not think that the service quality of management office have significant improvement after the minimum wage. Based on the results of the research, we suggest some ways to improve the service quality of the service team and also give some recommendation to government in implementing the minimum wage policy so that it could benefit for people working in the property management field in Hong Kong. / published_or_final_version / Housing Management / Master / Master of Housing Management

In May 2011, it is a milestone for implementation of Statutory Minimum Ordinance in Hong Kong. In this dissertation, it can see that the changes in the field of property management after implementation of Statutory Minimum Wage Ordinance. The aim of implementation of Statutory Minimum Wage Ordinance to safeguard the interests of the vulnerable and grassroots workers. However, it found that it is very difficult to recruit frontline security staff than before. Hence, questionnaire and interview were conducted for analysis the existing working and living condition of frontline security staff and managerial grade staff. It can get more details what are the problems after implementation of Statutory Minimum Wage Ordinance. Moreover, some recommendations and suggestions are given for review of Statutory Minimum Wage Ordinance. In this project, it was found that frontline security staff get their job easier than before and the majority of their hourly wage rate at between $30.1 and $33. The frontline security staff also consider to get their job not only hourly wage but also the other fringe benefits what the property management company can provide. On the other hand, the managerial grade staff felt that their workload were increased and they also disagree the benefits could outweigh disadvantages after implementation of Statutory Minimum Wage Ordinance. Furthermore, management fee were increased inevitably which affected by the implementation of Statutory Minimum Wage Ordinance. It was known that the Statutory Minimum Wage rate was applied to all industries which set up in one rate. It is time for review the policy that set up a different minimum wage rate for different kind of industries. Recently, a referendum was conducted in Switzerland by resolution of implementing the Statutory Minimum Wage Ordinance on 18 May 2014, and it was rejected by majority. They concern that implementing the Statutory Minimum Wage Ordinance not only to weaken the productivity and competitiveness for each industry but also implementation of Statutory Minimum Wage Ordinance cannot be improved the quality of living condition. To improve the quality of living condition for grassroots workers, working hard is the best solution. We may put this case of Switzerland in to Hong Kong for reference and we may also make our own choice by a referendum for resolution of implementation of Statutory Minimum Wage Ordinance. / published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

by Tsoi To-wa. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 68-70). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF FIGURES --- p.v / ACKNOWLEDGEMENT --- p.vi / Chapter / Chapter I. --- INTRODUCTION / General Organization of the MBA Project --- p.1 / Broad Problem Area --- p.2 / Preliminary Data Collection --- p.4 / Initial Literature Survey --- p.5 / Problem Definition --- p.6 / Project Process and Management --- p.6 / Chapter II. --- RESEARCH METHODOLOGY / Methodology --- p.9 / Case Study Approach --- p.9 / Purpose of the Study --- p.10 / The Settings --- p.10 / Breadth and Time-Frame of Study --- p.11 / Data Collection --- p.12 / Casual Discussions --- p.12 / Observational Surveys --- p.12 / Chapter III. --- LITERATURE SURVEY / Definition of Quality --- p.13 / TQM as a Concept --- p.14 / Customer Orientation --- p.15 / Empowering People to Achieve Quality --- p.16 / TQM as a Process --- p.17 / Deming's 14 Points --- p.19 / Chinese Business Culture and Style --- p.21 / Chinese Behavioural Culture and Style --- p.26 / Chapter IV. --- DATA COLLECTION / The Group's Business Activities --- p.27 / The Role of the Development Department --- p.29 / Difficulties with Building Process --- p.29 / The Internal Organization of Development Department --- p.30 / The Internal Working of Development Department --- p.33 / Lack of Longer Term Perspectives --- p.33 / Lack of Specified Working Procedures --- p.34 / Lack of Formal Co-ordination among Different Departments --- p.35 / Lack of Formal Communication --- p.36 / Centralized Decision Making Authority --- p.36 / The Group's Mentality over Property Development --- p.37 / Lack of Performing Contractors --- p.37 / The Call for Quality --- p.38 / Corporate Goals and Values --- p.39 / Corporate Goals --- p.39 / Corporate Values --- p.40 / The Quality Improvement Process --- p.40 / Across the Company --- p.40 / Within the Development Department --- p.41 / Response on the TQM Efforts --- p.44 / Individual Response --- p.45 / Organizational Response --- p.49 / Chapter V. --- ANALYSIS AND INTERPRETATION / TQM as a Concept --- p.51 / Customer Orientation --- p.53 / Empowering People to Achieve Quality --- p.54 / TQM as a Process --- p.55 / Personalism and Face Giving --- p.56 / The Lack of Training --- p.56 / Chapter VI. --- CONCLUSION / Experiences with S Group from the Corporate Culture Perspective --- p.58 / Conclusion --- p.60 / Long Term Perspectives --- p.60 / Top Management Support --- p.60 / Improving Personnel Policy --- p.60 / Process vs Result Orientation --- p.61 / Cultural Changes --- p.61 / Recommendations for Further Study --- p.62 / APPENDIX --- p.64 / BIBLIOGRAPHY --- p.68