3 労使関係の日韓比較 : トヨタ自動車と現代自動車を素材として(I 共通論題=東アジアの経済発展と社会政策)

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概要

• 論文の詳細を見る

• This paper examines the differences between the similarly enterprise-union-based industrial relations of Japan and Korea by focusing on union functions. In the case of Toyota, the union cooperates with management, which strives for "kaizen." The core workers on the shop floor, who also take on leadership of the union, are systemically trained and committed to shop management. Other ordinary workers are able to work flexibly and are committed to long-term training. In contrast, the relation between union and management in Hyundai is adversarial. Management does not depend on shop-floor workers but on engineers to maintain production system. Moreover, the union does not commit itself to functional flexibility or show interest in long-term training. The paper investigates the historical contexts in which the contrasting practices were formed. First, the existence of skilled workers and the degree of their cooperation in the primary stage of economic growth influenced whether or not the production system made good use of the shop-floor workers' skills. Next, the democratization process affected the workers' attitudes toward long-term training differently. In Japan, "democratization" after WWII meant "equalization" between white-collar workers and blue-collar workers. The latter tried hard to improve their long-term abilities in order to show that they deserved equal status with the former. In Korea, democratization after 1986 was limited to free collective bargaining between management and blue-collar workers. It could not attain "equalization" because management was not weakened and the white-collar workers were more privileged than their Japanese counterparts. Finally, ideology influenced managerial attitudes toward worker participation in management. In particular, the division of the Korean peninsular exerted a strongly negative effect on worker participation in South Korea because it was believed that managerial prerogative should not be infringed in the capitalist regime. The most difficult issues facing Korean unions are how to commit themselves more strongly to long-term training and how to reduce the working condition differentials between permanent and contingent workers in the process of setting up industrial unions. The problems facing Japanese unions are covering contingent workers more broadly and managing lifestyles, which have not been viewed as a worker's own but as a salaryman's.

• 社会政策学会の論文
• 2007-09-30

著者

• 禹 宗〓

  埼玉大学経済学部

関連論文

• 第6・第10分科会 韓国の労使関係の現状と課題(1)・(2)(座長報告,II テーマ別分科会=報告論文と座長報告)
• 3 労使関係の日韓比較 : トヨタ自動車と現代自動車を素材として(I 共通論題=東アジアの経済発展と社会政策)

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