<論説>イギリスの公務におけるホイットレー協議会制度の研究 (1)
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概要
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There have been some attempts to introduce the machinery of the Whitley Councils into Japanese Civil Service in order to improve staff relations. The Whitley Councils were first established in British private industry and then introduced into the British Civil Service at the close of the First World War. Is this goal a real possibility? Can we expect the same results as those in its mother country for the improvement of our staff relations through the instrumentality of the Whitley Councils? A particular institution is primarily the product of the social, economic, political and administrative characteristics of its national environment. The system of the Whitley Councils is no exception. To answer the questions mentioned above, therefore, it is necessary to inquire into the establishment and the development of this system in its relations to these specific circumstances. This inquiry should result in a comprehensive study of the British history of that period. We must, however, be tentatively satisfied in this study with merely an inquiry into the process in its relations to the development of labour relations in outside industry as well as staff relations within the Civil Service. For this issue, we sought to discover the conditions by which it was possible for the British Civil Service to introduce the Whitley system. Though summarizing them in a few lines might be somewhat distorting, the conditions we found were as follows : On the side of the Government as employer, the authority of staff relations had been gradually integrated into the Treasury since the 1870s. Until the outbreak of the First World War, the Treasury had virtually assumed a position of central authority on staff matters. Though this position was shaken in the War period, it resulted in a big reorganization of the Treasury and of its relations with other departments in 1919-1920. As a result of that reorganization, the Treasury's position as central authority in staff relations was solidified. Parallel with this development of the Treasury's Staff Control, civil service officials had been organizing their own permanent associations, and by 1911 they already had a federation of staff associations. By 1918 they had substantially won complete recognition of their right to negotiate with departments, or with the Treasury, on matters of individual or collective importance. As a result of these integrating and organizing processes on both sides, staff relations gradually developed from the pattern of the sectional or departmental "memorial system" to that of "central negotiation" with the Treasury. Immediately preceding and following World War I, staff relations were thus prepared for the institutionalization of the processes of negotiation and joint consultation into the Whitley pattern. And it was labour-management relations in industry which provided the model of the Whitley scheme for joint negotiation and consultation in the Civil Service.
- 1966-12-30
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