勞使關係의 改善方案 = The Improvement of Labor-Management Relations

다국어 초록 (Multilingual Abstract)

Labor-management relations today have reached a new professional level; crystalized and significant, it has taken its place in the orbit of other sciences. Every branch of industry recognizes that industrial peace and development of the notional economy depend on proper and good labor management relations. Thus, the improvement of labor-management relations has socially important roles for bringing about improved working conditions and maintaining smooth industrial relations. Mutual cooperation among all parties of industry and fair conditions of work have become essential not only for production efficiency and the control of industrial unrest, but also for making the whole process of industrialization meaningful.
Given this fundamental theme of modern industrial behavior, industrial relations have reference both to the internal relations within industrial organizations and to the external relations of industry to society. The former include not only what is ordinally called industrial relations in the narrow sense-namely, the relations of labor and management-but also the whole network of organized activity that constitutes the productive system. Employers and workers play the major roles in industrial relations, and unions and union associations are major institutional factors.
With the growth of the industrial factory system, workers found it increasingly necessary to organize labor unions, and the unions fought on economic and political fronts not only for higher wages and shorter hours, but also for improved working conditions. Even though attempts to organize labor unions met with militant opposition from employers and the government, labor unions proved to be meaningful vechicles of the labor movement, providing workers with a shield of protection from the consequences of the new industrialization by helping to bring about better wages, shorter hours, and improved working conditions.
It is clear that collective bargaining as an economic mechanism in labor-management relations was originally intended to be used as a tool for improving working conditions, but it has not performed well in promoting industrial stability. Although the theory of collective bargaining is, like its American model, dedicated to improving industrial relations, the practical result of collective bargaining has not been to strengthen the voice of labor in the relationship between labor and management in South Korea. The major reason for this is that the balance of power between labor and management, which is vitally important in appraising the posibilities of effective collective bargaining, has not yet been achieved.
During the recent years of rapid industrial growth, however, there has been a growing public awarness of the importance of industrial relations, and the newest ideas of another mechanism for the improvement of labor management relations have fascinated many scholars and labor and management leaders in South Korea. The critical issues raised are those of the adaptability of the experiences and systems of labor-management consultation, like its German model, from the economically developing countries. The new legislation of the Labor-Management Council turned out to be a full dress rehearsal for industrial relations in order to promote the common interest of labor-management through their mutual understanding and cooperation seeking peace in industry and making a contribution to the development of the national economy.
It is quite apparent that the subject of industrial relations is largely a matter of dealing with wages, hours, incentive plans, and various working conditions. As a matter of fact, labor problems are irritating situations which arise out of employer-employee relationships and primarily affect workers on the job or in their everyday lives. The issue of wages is the most controversial of all among the important factors, in determining the level of living for workers. Hours of work are another perplexing labor problem, and workers and unions are more concerned with a continuing interest in shortening the time on the job. There are other broad fields of labor problems in the workshop which include such conditions as the cleanliness of the work place and the protection of health and safety. Health the safety plans are designed to cope with the typical security hazards to which workers are exposed. Consequently, the improvement of labor-management relations which enable a peaceful resolution of labor problems is important in our industrial society for promoting industrial stability as well as for improving working conditions.
The purpose of this study is devoted to investgating the problems and realities of industrial relations and to prepare guidlines for the improvement of labor-management relations. The analysis of the study is composed of several problem areas such as wages, hours, condition of workshop, union activities, collective bargaining, labor-management consultation, etc. In order investigate such problem areas, the propositions tested in this study are twofold. The first proposition explores the problems of labor-management relations which describes the conflict of labor-management relations under the working conditions which prevail in industry. The second proposition focuses on drawing out a proposal for improving Korean labor-management relations. All of the relevant components of the various problems must be examined before a final evaluation can be given.
The research plan has been divided into four major parts in the process of this study. The first facet of the research was performed by reading selected documents in order to make an extensive review of the pertinent issues in the field of industrial relations. The second facet of the research involved the collection of documents related to the problem areas of industrial relations. The third facet of the research was to undertake an empirical study of selected problem areas in Korean labor-management relations. The fourth facet of the research was the analysis of materials pertaining to the problem areas of wages, hours, human relations, union activities, and other working conditions. This analysis will give the proper picture for molding future industrial relations in South Korea. In each of the areas to be discussed in this study, therefore, the research was initiated mainly in the relevant literature, and an empirical survey with a sampling of 574 workers was also conducted in the areas of electronics, sewing, precision, printing, wig, and foods, even though the findings are unsatisfactory in describing the realities of Korean labor-management relations. Consequently, the results of this study will hopefully contribute to a greater understanding of present labor-management relations in South Korea and some guidlines are suggested in this study to aid in the proper development of Korean labor practices in the future.

목차 (Table of Contents)

• Ⅰ. 序 說
• Ⅱ. 勞使關係의 生成理論
• 1. 勞使關係의 成立
• 2. 勞使關係의 本質
• 3. 勞使關係의 內容
• Ⅲ. 勞使關係의 現況
• 1. 勞使組合의 組織
• 2. 團體交涉의 實態
• 3. 勞使協議制의 現況
• 4. 勞使紛糾의 性向
• Ⅳ. 勞使關係의 實態分析
• 1. 職業意識
• 2. 權利意識
• 3. 勞組意識
• 4. 勞使連帶意識
• 5. 賃金實態
• 6. 勤勞時間
• 7. 作業環境
• Ⅴ. 勞使關係의 改善方向
• 1. 勞使共存의 確立
• 2. 賃金管理의 改善
• 3. 勤勞時間의 短縮
• 4. 作業環境의 改善
• 5. 勞組活動의 民主化
• 6. 勞使協議制의 活性化
• Ⅵ. 結 語