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연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
초록· 키워드
오류제보하기
Labor Relations Commissions(LMCs) have long been working as a way of settling down collective labor disputes. LMC need less time and cost compared with court, aiming at fast recovery of unstable labor relations.
However, lower organizational rate makes them ask themselves what they should do. There are no more strong unions, no more strikes. Collective bargaining is mainly used as a means of helping individual employee by regional unions, at least not enterprise unions. On the contrary, situations of individual employment disputes are getting worse. Consequently, LMC are right on their time to think of their future.
This is actually not a new agenda. They have been seeking for new roles, especially concerning roles of individual dispute settling. Conciliation by LMC are a current way of ADR, but not that popular compared with Conciliation by Labour Bureau or Labor Dispute Adjudication.
There are also new trends about the scope of an employeeby prefecture LMCs, which permit franchisees to be qualified to have collective bargaining with the frachisor. This starts from the precondition that franchisees can be employees by the Labor Union Act. Searching for the details of the streams surrounding a series of cases and waiting for the result of convenience stores’on-going cases, we can think of new roles of LMCs in the course of collective labor disputes.
Climate surrounding labor market in Korea is not so different from that of Japan. And we have stronger LMC, including the power of decision about unjust dismissal and discrimination. Is it just another pre-session before we start a real judicial procedure or is it a efficient way to settle down labor dispute? Is unfair labor practice system really aiming at making peaceful labor relations or is it a way to remedy for rights? At least we can get some inspirations and suggestions from experiences of Japan.
However, lower organizational rate makes them ask themselves what they should do. There are no more strong unions, no more strikes. Collective bargaining is mainly used as a means of helping individual employee by regional unions, at least not enterprise unions. On the contrary, situations of individual employment disputes are getting worse. Consequently, LMC are right on their time to think of their future.
This is actually not a new agenda. They have been seeking for new roles, especially concerning roles of individual dispute settling. Conciliation by LMC are a current way of ADR, but not that popular compared with Conciliation by Labour Bureau or Labor Dispute Adjudication.
There are also new trends about the scope of an employeeby prefecture LMCs, which permit franchisees to be qualified to have collective bargaining with the frachisor. This starts from the precondition that franchisees can be employees by the Labor Union Act. Searching for the details of the streams surrounding a series of cases and waiting for the result of convenience stores’on-going cases, we can think of new roles of LMCs in the course of collective labor disputes.
Climate surrounding labor market in Korea is not so different from that of Japan. And we have stronger LMC, including the power of decision about unjust dismissal and discrimination. Is it just another pre-session before we start a real judicial procedure or is it a efficient way to settle down labor dispute? Is unfair labor practice system really aiming at making peaceful labor relations or is it a way to remedy for rights? At least we can get some inspirations and suggestions from experiences of Japan.
#일본 노동위원회 제도
#중앙노동위원회
#도도부현 노동위원회
#부당노동행위
#개별적 분쟁해결
#대안적 분쟁해결
#노동위원회 활성화
#편의점 가맹점주의 근로자성
#프랜차이즈 노동관계
#Japanese Labor Relations Commissions system
#Central Labor Relations Commission
#Prefecture Labor Relations Commissions
#Unfair labor practice
#individual dispute settling
#ADR
#reformation of Labor Relations Commissions
#franchisee as an employee
#franchise labor relations
목차
Ⅰ. 들어가며
Ⅱ. 제도의 개요
Ⅲ. 제도의 분석과 최근의 동향
Ⅳ. 노동위원회 판단의 새로운 움직임
Ⅴ. 결론 및 시사점
참고문헌
〈Abstract〉
참고문헌 (32)
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UCI(KEPA) : I410-ECN-0101-2019-360-001214808