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논문 기본 정보

자료유형
학술저널
저자정보
저널정보
한국경영법률학회 경영법률 경영법률 제18권 제2호
발행연도
2008.1
수록면
43 - 76 (34page)

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The sizes of enterprise-based unions and unions beyond enterprise-level have become similar in terms of the number of union members, and it is expected that an era of unions and bargaining beyond enterprise boundaries will emerge as major companies have moved towards industrial unions. For example, four Korean auto manufacturers, including Hyundai Motors, made movement towards the industrial unions in June 2006. The metal industry, which represent the national industrial system in Korea like in other advanced countries, experienced the transition from enterprise-level to industry-level bargaining structure in some sub-sectors including 40,000 union members since 2001. After large companies such as Hyundai Motors transformed their union structure in 2006, metal industrial union became huge organization having approximately 140,000 members. Unfortunately, industry-level collective bargaining in Korean metal industry was unstable during several years. Collective bargaining were conducted in three levels, that means, national, regional and company level respectively. Even worse, twice or more strikes occurred in a year at some establishments accompanying each level bargaining. Therefore, management side has been very reluctant to the transition from enterprise-level to industry-level bargaining. Some directors and managers from near one hundred companies formed metal employers' association in 2006 in response to the request of metal union, but most large companies haven't joined this. In case of 2007 industrial bargaining in metal sector, there were little advance in bargaining structure and agenda. Only small parts of union members were covered by national level industrial bargaining and most large companies refused joining this bargaining table. Large companies offered lots of increase in their employees' compensation while small and medium companies couldn't. As a result, wage gap between large companies and SMEs widened in spite of the aim of the metal industrial union. Union and management in metal industry must endeavor to take advantage of industrial-level bargaining instead of enterprise-level bargaining through coordination and harmonization of their targets and behaviors. While pursuing that purpose, labor and management must keep in mind that industrial relations move towards reducing bargaining cost and overcoming bi-polarization.
#산별노조 #산별교섭 #금속산업 #금속노조 #현대자동차 #industry-based union #industry-level collective bargaining #metal industry #metal industrial union #Hyundai Motors

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참고문헌 (13)

참고문헌 신청
Aidt, T.S / 2005 / "The Cost and Benefits of Collective Bargaining," Cambridge Working Papers in Economics, no. 0541 google schola Calmfors, L / 1988 / Bargaining Structure, Corporatism and Macroeconomic Performance / Economic Policy 6 : 14 ~ 61 google schola Traxler, F. / 2001 / National Labour Relations in Internationalized Markets. A Comparative Study of Institutions, Change, and Performance / Oxford University Press google schola 금속산업사용자협의회 / 2007 / 2007년 금속노사 중앙교섭 분석 및 평가 google schola 김훈 / 2005 / 『2005년도 노사분규 실태분석 및 평가 : 금속부문』. 노동부/한국노동연구원 google schola

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