STRINGS OF CHINESE CASH.
PREPARING THE STRINGS.
The employee of the “tsa-huo-p‘u” gets his meals when he can, which is after he has finished everything which his employer wants him to do. It is necessary for him to be a rare hand if he is to be so useful that he will not be sent away if business is slack when the year closes, or if the proprietor gets better service from some one else. The supply of labour of every description, is so excessive, that it is very hard to get a place, and harder still to keep it.
A country villager with whom the writer is well acquainted had too little land to support his family, so he accepted the offer of a neighbour to help him with the business which he had lately undertaken. This consisted of sending four wheel-barrows daily to different villages to sell meat at the markets. The men who did this had to rise long before daylight in order to get the meat ready, that is to cut it from the bones, which are disposed of at a separate rate. The weight of meat on each barrow had to be entered and also the weight of the bones. On the return of the barrows at night it was necessary to weigh what was left from the sales and compare it with the returns of cash. This must be gone through with for each barrow. The assistant to the meat-dealer had to keep in all fourteen different account books. “But,” we said to him, “after the barrows are gone, and before they come back, there must be a little interval of comparative peace in which you can do what you like?” “Alas, no,” was the reply, “it takes all of that time to balance up the fourteen entries of the day before;” and judging from what one knows of Chinese bookkeeping the time allowed would not be at all too much. Entries in Chinese account-books are not set down in columns, so as to be conveniently added, but strung along a page like stockings on a clothes-line. Each entry must be treated by itself on the suan-pan or reckoning-board, and there is no check against errors. Our informant was so tired of his contract that he seized the occasion of a funeral in a family with which he was connected, and which he was in theory bound to attend, to break away and make a brief call on the foreign friend who had generally been able to sympathize with certain of his previous woes.
A year later the writer met him again, ascertained that he had abandoned the intricate bookkeeping which selling meat appeared to involve, for another kind of account-keeping in a well-to-do family, where there is a good deal of land and much resulting activity. He was asked if he had any time to read his book—of which he seemed to be fond—and he replied with a decisive negative. Not if he got up early? No, indeed, he had to begin work the minute he was dressed. Not if he went to bed a little later? Certainly not; he had to go to bed late as it was—no time then. But he might at least snatch a little leisure while he was eating. “Far from it,” was the response, “the woman who is at the head of affairs takes that opportunity to consult about the work.”
In the case of firms having any considerable business, after the day’s work is all over, the clerks are liable to be required to spend the evening in untying all the numerous strings of cash that have come in, with a view to the discovery of any rare coins that might be sold at a special price. All is fish that comes to a Chinese net, and sooner or later there is very little that does not find its way there to the profit of its owner. If the time should ever come, as come it may, when the far-distant West comes into close and practical competition with the patient Chinese for the right to exist, one or the other will be behind-hand in the race and it is safe to venture the prediction that it will not be the Chinese!
The village shop keeps different kinds of weighing poles for buying and for selling, works off all its uncurrent cash and bad bills on any one upon whom it can impose, and generally drives a hard bargain with those who deal with it, who retaliate in kind as opportunity offers. But as elsewhere in this mixed world, much depends upon the individuality of its head manager.