This study seeks to reorganize the contents of the meetings that took place for the development of labor-management relations during the 1980s, which took place three times. Ultimately, the study seeks to identify development perspectives for labor-management relations by synthesizing the comments provided by both labor unions and management.
In the first labor-management meeting, ideas suggested were mainly of the labor union. After the modification of the Labor Union Act, conditions have worsened for the union as the organizational structure of labor unions changed from industry-based to company-based, the ‘Union Shop’ policy was abolished, and the ‘Open Shop’ policy was newly implemented. At the same time, appropriate operation methods must be organized in order to resolve various issues including: invasion of the union’s right to organization; weak negotiating and bargaining power; and limited autonomy in negotiations due to the government’s excessive intervention. In addition, the frequent absence of the company’s top manager (CEO) is impeding the development of union councils. Through the meetings, the process of addressing joint decision subjects, agendas, report items and other issues should be clarified in order to prevent conflicts regarding wage and working conditions, problems and contracts. As for the wage policy, negotiations will have to be drawn by the parties directly involved, without excessive intervention from the government. For this, the following seems necessary: reinforcement of bargaining power of the workplace and union; improvement of the role of labor-management councils; and implementation of the minimum wage system.
In the second round of the meetings, which mainly focused on the workplace, the following comments have been brought up:
The management’s active attitude towards improving the labor-management relationship is indeed important, but more important is the setting up of technical systems; implementing a balanced power between labor, management, and government; implementation of a relief device from unfair labor practices; the company’s proposal of a wage guideline in consideration of its relationship with laborers; development of a special fund for overdue wages under the joint management of the union, management, and government. Furthermore, loyalty towards the company must be shown from both sides when a union and a company goes under negotiation. When doing so, labor movements must not focused only on the creation of political organizations or pursuit of specific ideologies. Instead, labor movements must take place in a practical manner while the response organization between the company and union must be unified.
Finally, this round of the labor-management council mainly talked about the following:
An expansion in the union’s scope of participation and granting of responsibilities and duties to reinforce the union’s collective bargaining and its cooperation with the management; education and efforts from both workers and management to bring maximum effects of labor-management cooperation; study of the legal system and practices; minimized government intervention in accordance with the Parteienprinzip principles and utilization of voluntary arbitration. Furthermore, the use of government intervention in cases of non-fulfillment of law or agreements, and corporate efforts to resolve individual problems were also identified as essential points. Resolution schemes addressing interpretation disputes of employment contracts and collective agreements were also suggested. Other efforts identified as important and necessary were: a tax reform and improvement on the financial structure for the reinforcement of companies’ international competitiveness; reform of the industrial structure and support polices; elimination of impeding factors of companies; and proposal of a wage increase rate to blue and white-collar workers. Finally, training of specialists on business administration and labor-management relations were also identified as vital factors.
80년대 노사관계 발전을 위한 간담회 보고서(Council report for the development of labor-management relations of the 1980s)
|Subject Country||South Korea(Asia and Pacific)|
|Subject||Social Development < Employment|
|Holding||KDI; KDI School|