노사정위원회에서 경영자총협회의 역할과 전략적 행동: 법정근로시간 단축협상을 중심으로 = The Roles and Strategic Behaviours ofthe Korea Employers' Federation (KEF) within the Tripartite Commission, 1998～2003

국문 초록 (Abstract)

본 연구는 경영자총협회(경총)와 회원사 간 관계의 본질적 특성들과 근로시간단축 논의 과정에서 경총의 전략적 선택을 분석하는 데 목적을 두고 있다. 이를 위해 자원의존이론(resource dependence theory)을 응용하여 사용자단체와 회원사 간 비대칭 상호의존성을 기초로 유인․결속역량(associability)과 관리가능역량(governability)을 분석하고, 외적 환경변화에 어떠한 전략적 선택을 취하는지 조사하였다. IMF 외환위기 이후, 한국의 정치․경제 및 노사관계 범주에서 변화들은 경총의 주요 회원사인 재벌기업들이 직면했던 위협과 그 정도에 영향을 미쳤다. 민주노총의 존재와 계급지향적 투쟁, 정부의 반재벌정책, 노사정위원회의 제도적 틀과 한국노총의 참여는 경총에게 대표적인 교섭 역할에 대한 중요성을 높여 주었으며, 사용자들의 집단적인 이해를 대변하고 책임질 수 있는 공간을 마련해 주었다. 이것은 경총이 유인․결속역량과 관리가능역량을 발전시키는 데 도움을 주었다. 반면에, 기업별 노사관계체제하에서 분절된 노동운동, 정부의 전투적 노동운동에 대한 강경조치들 및 사무국 중심으로 운영되어 온 경총 구조와 의사결정 방식은 여타 경제단체와 개별 사용자들의 의사결정과 행동에 대한 낮은 통제력에 영향을 미쳤다. 이러한 상황하에서 경총은 외적 환경의 변화에 대응하여 회피, 협상, 지연 및 로비 전략을 혼용하여 선택하였으며, 이러한 경쟁력 있는 협상전략은 성공적으로 법정근로시간의 도입 시점을 지연하는 데 성공하였으며, 임금상승효과를 상쇄할 수 있는 정도의 상당한 양보를 얻어냄으로써 1990년대 동안 지속적으로 주장해 왔던 근로기준법의 약화를 달성해 냈다.

다국어 초록 (Multilingual Abstract)

This study aims to shed light on the nature of the relationship between the KEF and its member firms and its strategic choices as it discussed the statutory working hours reduction within the Tripartite Commission. Using resource dependence theory, the author examines asymmetric interdependence between employer associations and their members and the challenges of associability and governability. External pressures or challenges, such as from strong unions, multi- employer bargaining structures and pro-labour governments, provide employers with significant incentives for membership. By focusing on the KEF, this paper prioritises historical discussion of their collective responses and the consequences of these responses. The analysis shows that the changes to the Korean political economy and industrial relations appeared to influence KEF member firms' attitude to join and remain within their association. The militant KCTU unions and their struggles, the Kim government's anti-chaebol policies and the existence of Tripartite Commission and the FKTU's participation in that institutional framework helped the KEF maintain its organisational identity and develop associability and governability. On the other hand, less coordinated enterprise union activism, the state's strong measures against union militancy and the internal structure and decision-making of the KEF mainly operated by its Secretariat weakened its control or influence over other employer organisations and individual employers. In these circumstances, in response to the changes to the external environments, the KEF strategically made various choices. Its avoidance, negotiations, delaying and lobbying strategies successfully delivered employers' collective interests so that it was able to delay the introduction of the statutory working hours reduction from 44 hours to 40 and weaken some legal working conditions.

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