• Journal of Labour Economics
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• v.23 no.1
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• pp.103-135
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• 2000

After scrutinizing the actual conditions of labor participation in management decision makings through analysing the collective agreements and the regulations of labor-management committee at the affiliated companies of Korea's top-five Chaebols, we could get some conclusions as follows. First, because the labor participation in management decision makings is in very inactive situations at the long-term management strategy level and the workplace practice level of industrial relations, both parties of the industrial relations in those companies surveyed show the serious lack of abilities to tackle the new and rapidly changing business environments as nowadays actively and cooperatively. Second, we could find the fact that in the surveyed companies the device of collective bargaining was used more commonly at the collective bargaining level of industrial relations and the device of labor-management committee was often used relatively at the long-term management strategy level and the workplace practice level. Third, we could conclude that the separating type of the labor-management committee which was able to keep a safe distance from the more antagonistic device, the collective bargaining, was much more efficient device of the labor participation in management decision makings.

• Journal of Korea Port Economic Association
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• v.24 no.2
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• pp.43-69
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• 2008

The labor contract Law has been prepared as an important solution for social stability. After long disputes around the orientations of the law, On June 29, 2007, the new Chinese labor contract law is passed. This law reflects the changing labor relations because of economic reforms like restructuring of the state-owned enterprises and so on. This law contains more market-oriented clauses that are supplemented by corporatist scheme supported by trade unions than the first draft. This law emphasize labor's rights and interests to remove prior labor contract problem. So Chines government see this law as standard law to restructure social relationship and also require firms to corporate social responsibility. Therefore, implementation of the new Chinese labor contract law bring about increasing labor cost, infringement of autonomy for human resource management, rigidity of industrial relations. Under these situation, Korean shipping and port logistics companies need to introduce management system of minimized employment, prepare human resource management in response to long-term employment, maintain favor relationship with trade union, and set up counteiplan about risk of a labor dispute.

• Journal of Labour Economics
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• v.27 no.1
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• pp.27-53
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• 2004

This paper analyzes the two cases of labor disputes (Hyundai Motor in 1998 and Power Generation Companies in 2002) in the period of restructuring, by applying the behavioral theory of labor negotiations as a comparative framework. The paper compares th backgrounds of the labor disputes, core issues, bargaining processes, and evolutionary patterns and consequences of the labor disputes at the two cases. The common features, found in the two dispute cases, are strong mistrust and exclusive bargaining attitude between labor unions and management, little feasibility of contract zone in bargaining proposals by the two parties, heteronomous dispute resolution by the intervention of the government, and the lack of learning effect gained from the experience of labor disputes. This comparative case study identifies that the confrontational labor-management relations at the firm level is re-produced by a regressive process of the following circulation: labor-management distrust $\rightarrow$ interest conflict in bargaining demand $\rightarrow$ exclusive bargaining attitude $\rightarrow$ the experience of antagonistic dispute $\rightarrow$ deepened distrust. In conclusion, four parties-labor unions, management, the government, and public press - are required to make much effort to replace the vicious circle of labor-management confrontation by a virtueous cycle of labor-management cooperation.

• Korean Journal of Labor Studies
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• v.24 no.1
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• pp.107-156
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• 2018

This article examines the history of the in - house subcontracting and the stabilization of labor - management relations in the steel industry in Japan. The ratio of in-house subcontract workers among steel workers has increased steadily until the mid-2000s, and about 70% in case of the largest company. In-house subcontracting was used as a strategy of the company to increase the quantity flexibility of employment and to save labor costs. The in-house subcontracting company needed company-specialized skills, and the internal labor market was formed because the rate of full-time workers was high and the turnover rate was low. The in-house subcontractor introduced long-term business relationship with the steel factory by introducing the equipment and materials necessary for the performance of the work, and the factory implemented the productivity improvement policy of the in-house subcontractor, and the win-win relationship between the factory and in-house subcontractor was developed. The trade union did not oppose the idea that the expansion of in-house subcontracting contributed to corporate profits, the stability of employment of the members and maintenance of their working conditions. Since 2000, the steel factory has pursued the transformation of in - house subcontractors into subsidiaries, which has been supported by capital relations. By the way, since the mid-2000s, there has been an increase in the number of regular workers' employment. The major factors are as follows: more strengthened compliance with laws and regulations, the higher quality request of customers, stricter keeping of deadlines, and problem in recruiting of workers at in-house subcontract companies. The wage gap between the factory and in - house subcontracting was less at company B than at company S, and the wage level of in - house subcontracting was about 90% of the factory at company B. The relatively small gap at company B seems to be due to the union's movement of narrowing the gap, low market dominance and unfavorable labor market. The internal labor market has been formed in the in-house subcontracting, and the wage gap is not large, and the possibility of labor disputes is low. Industrial relations are stable in the in-house subcontract company as well as the factory. The stabilization of labor-management relations in the steel industry in Korea is required to reduce the wage gap between the factory and in-house subcontract enterprises by raising productivity and expanding the internal labor market at in-house subcontract enterprises.

• Journal of the korean veterinary medical association
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• v.48 no.2
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• pp.80-83
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• 2012

저는 "동물병원 노무관리"라는 제목으로 강의를 할 노무법인 대명 소속의 이동현 노무사입니다. 본 강의는 노동법의 범위가 광대하므로 주요 노동법 규정을 알아봄으로써 동물병원 현장의 인사노무관리에 적극 활용할 수 있고 이를 통해 합법적이고 효율적인 인사노무관리를 함으로써 상생, 협력하는 노사 관계를 구축하고 기업경쟁력을 강화하는데 보탬을 됨을 목적으로 합니다. 설명의 순서는 5인 미만 즉 4인 이하 사업장에서 꼭 지켜야 할 주요 노동법규정 과 5인 이상 사업장에서 꼭 지켜야 할 주요노동법규정을 나누어 설명하도록 하겠습니다.

• Journal of the Korean association of regional geographers
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• v.13 no.1
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• pp.54-67
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• 2007

This paper aims to explore the characteristics of regional embeddedness of Korean firms in Daren City, China, with special reference to management practices. To achieve this goal, I attempt to analyze the type and structure of the firm, the structure of decision-making, labor practices, and the inter-organizational networks with the government, trade associations and the business supporting agencies. The major purpose of the investment in Daren by Korean firms is to penetrate and expand the local market. In line with this, the structure of decision-making by Korean firms tends to become increasingly autonomous, especially in terms of employment and marketing. However, the decision-making related to finance and accounting tends to be still highly controlled upon the headquarter in Korea. In addition, it is shown that Korean firms make a great effort to sustain the cooperative relationships with the local society and the local government.

• Journal of International Area Studies (JIAS)
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• v.14 no.2
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• pp.287-310
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• 2010

Developed nations are increasingly seeking to secure competitiveness in the international market through the development of human resources of workers in high value-added industries. And what is especially important in this process is the fact that workers, employers, and concerned government agencies are participating together in building and improving workers' skills through partnerships. This is based on the perception that workers training programs conducted according to the interest of one side are difficult to bring desired results. For the past decades, Korea has focused mostly on labor-management-government partnerships and strategies for developing the human resources of workers in developed nations in Europe. Related case studies show labor-management-government partnerships in European countries established through powerful trade unions, and interested parties actively cooperate and participate in employment and training programs that benefit both workers and employers. In contrast, studies on human resource development participated by workers and employers are relatively rare in the US, the reason being the lack of a mechanism for establishing labor-management-government partnership due to the country's strong tradition of decentralization and the emphasis on market principles. However, while it is difficult to find such channels for dialogue between workers, employers, and the government in th US on the federal level, there are many regional-level or industry-level programs that tackle common problems through partnerships between interested parties. This study analyzes how the regional labor-management-government partnerships in the US work and examines the types of programs operated by investigating the One-Stop Center based on the Workforce Investment Act and the Wisconsin Regional Training Partnership. While the One-Stop Center is a regional labor-management-government partnership model that is institutionally executed in each state according to the Workforce Investment Act, the WRTP is a regional labor-management -government partnership model led by the private sector. The two examples are introduced in the OECD as best practice examples of regional partnerships, and are key references to Korea's current human resource development policy.

• Journal of the Korean association of regional geographers
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• v.15 no.6
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• pp.720-735
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• 2009

This paper studies the characteristics of the restructuring of chemical industrial complex in JiLin city since 1978 focusing on enterprise organization, the process of production, labor, and consumer market. The number of chemical industrial enterprises and their partnership with subcontractors have increased since 2001. As for the type of cooperation group, research institutes and local government are accounted for the greatest portion. The chemical industrial enterprise in JiLin which has adopted Fordism production method still has the highest percentage in 2007. And in the shift process of production system after China's entry into WTO(in 2001), chemical industrial enterprise in JiLin city takes allowing more investment in production technologies as core strategy, while taking improvement in equipment and development of new products as core strategy in the shift process of production technology. The degree of labor re-education was highest in 2007, and as for the relationship between labor and management, enterprises which evaluate the ability of performance of duty are increasing. The characteristics of restructuring of chemical industrial complex on consumer market, domestic market accounted for the greatest portion, on the other side the export is feeble. As for strategy of market restructuring, industrial enterprise in JiLin city should use Quality improvement and high-value added as core strategies to cope with alteration of market.

• Journal of the Korea Society of Computer and Information
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• v.27 no.11
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• pp.231-239
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• 2022

The labor director system to be introduced into the company law, the labor director must be explained in the Korean company law and the inevitability of its introduction must be persuaded. Conflicts with shareholders' right to appoint institutions are also a task that must be resolved. Management has absolute meaning for shareholders who receive dividends from operating profit. On the other hand, for workers who are guaranteed the right to collective action and are paid for their labor according to the contract law and the labor law, the management must be considered as a partner in labor-management cooperation, so the labor director system may cause confusion. There are growing calls to create a system that can form a 'relationship of understanding, participation, and cooperation', away from the existing 'control and command'-centered manpower management that causes labor-management confrontation and the system can also serve as an opportunity to reduce harmful effects of high-handed personnel administration in public institutions.

• Journal of Welding and Joining
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• v.10 no.4
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• pp.82-90
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• 1992

지금까지 조선의 용접기술 현황과 최근 가장 관심의 대상인 용접의 합리화 방안에 대해 검토해 보았다. 이러한 합리화 방안은 서론에서도 언급한 바와 같이 점점 국내 시장점유율을 잃어 가고 있는 국내 조선업이 경쟁력을 키워 1995년 이후의 조선호황을 맞아 최대의 이익을 얻고자 하는 노력의 일환이다. 일본등 선진국에 비해 아직까지는 인력수급에 문제가 적은 국내 현실로는 대규모 투자가 소요되는 용접기계화나 Robot화가 성급하다는 의견도 있으나 최근의 노사문제, 제조업분야의 노동인력 부족등을 고려할 때 적극적인 대처가 요구된다. 특히 동구권의 개방화, 중국의 조선업계 발전등을 고려할 때 국내 조선소가 이들과 경쟁하기 위한 유일한 방법은 선진 국에 뒤떨어진 기술의 개발밖에 없다고 판단된다. 이러한 기술개발 특히 용접기술은 조선소 자 체의 설계, 기술, 현장 등에 있는 기술인력들 만에 의해 이루어지는 것이 아니라 용접재료 Maker ,용접기 Robot Maker, 관련설비, 부품Maker등을 포함한 관계자 전원의 노력과 상호협력이 불 가결하다고 생각된다. 아울러 국내 연구소 및 대학에 소속된 전문 연구원들이 국내 조선소가 당면하고 있는 현실 문제점에 좀더 깊은 관심을 가져준다면 선진국과의 기술차이를 극복하는데 필요한 시간을 더욱 단축시킬 수도 있을 것이다.