한국형 노사관계와 노조의 경영참여
Towards a Korean Model of Labor-Management Partnership : What Can We Learn From the Issue of Workers’ Participation in Management in Korea?
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After a path-breaking understanding between labor and management in Hyundai Motor Company on the stronger rights of labor union crossing over some areas of the management “prerogatives”, Korean workers' participation in management has become the hottest potato in Korean politics and economy. This paper investigates deep issues involved in this debate, with the following implications. First, participation should be accompanied by accountability, which cannot be easily assured. Second, information sharing through participation strongly requires disciplines in keeping secrecies, but this cannot be expected for those board members who are selected as a representative of union workers. Third, successful management sometimes presupposes swift decisions urgently needed, but worker representatives may not be easily pursuaded since they are bound to follow union's decisions. Fourth, workers’ participation reflects the idea of industrial democracy, but it may actually hurt the ideal since they only answer to the requests of regular employees of big firms against the interests of irregular workers who should be of a real concern. Finally, conflict rather than cooperation is a common practice in Korean workplace and this historical legacy has produced hotilities and disbelieves between workers and managers, resulting in strong but unsuccessful government interventions. All these combined, we may conclude that workers’ full participation in management is unwarranted to be successful in Korea.
Abstract
After a path-breaking understanding between labor and management in Hyundai Motor Company on the stronger rights of labor union crossing over some areas of the management “prerogatives”, Korean workers' participation in management has become the hottest potato in Korean politics and economy. This paper investigates deep issues involved in this debate, with the following implications. First, participation should be accompanied by accountability, which cannot be easily assured. Second, information sharing through participation strongly requires disciplines in keeping secrecies, but this cannot be expected for those board members who are selected as a representative of union workers. Third, successful management sometimes presupposes swift decisions urgently needed, but worker representatives may not be easily pursuaded since they are bound to follow union's decisions. Fourth, workers’ participation reflects the idea of industrial democracy, but it may actually hurt the ideal since they only answer to the requests of regular employees of big firms against the interests of irregular workers who should be of a real concern. Finally, conflict rather than cooperation is a common practice in Korean workplace and this historical legacy has produced hotilities and disbelieves between workers and managers, resulting in strong but unsuccessful government interventions. All these combined, we may conclude that workers’ full participation in management is unwarranted to be successful in Korea.
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