延遲退休-cunyalr

1、企業(yè)工會直選：經驗與困境Direct Election of Enterprise Union: Experiences and Difficulties,聞效儀Wen Xiaoyi,中國勞動關系學院China Institute of Industrial Relations,中國的企業(yè)工會直選并不是最近才有的新鮮事物 Not a new thing! 1984年，吉林梨樹實行了工會直選 Already practiced

2、in Lishu County, Jilin Province in 1984 浙江、福建、山東、廣東等地都有企業(yè)工會直選的事例 Also in other provinces: Zhejiang, Fujian, Shandong and Guangdong… 但廣東的工會直選有兩個不同： Guangdong’s peculiarities: （1）首次地方黨政最高級別的官員肯定和要求推廣工會直選 Confir

3、med and supported by the top leader of local government （2）廣東的工會直選實踐保持著一定的時間連貫性 Continuity of direct election practice 1986年蛇口工會直選 Shekou, 1986 2003年孔祥鴻統(tǒng)計有三分之一的企業(yè)實行了工會直選 About 1/3 of enterprises have imple

4、mented direct election, calculated by Kong in 2003 2012年理光經驗和深圳工會直選 Experience from Ricoh, and direct election of Trade Unions in Shenzhen, 2012,企業(yè)工會直選 Direct Election of Enterprise Union,第一支力量：工人越來越激進的行動主義 Grow

5、ing employee activism （1）新生代農民工群體在工廠體制中的崛起 Rising of the new generation of employees in the factory system （2）工人群體呈現(xiàn)出來的對政府的“整體性疏離” Employees’ “holistic alienation” from government （3）勞工NGO的發(fā)展和競爭The development

6、of labor NGOs & the competition between them 第二支力量：國家自上而下的社會建設要求 2- State’s requirement of social construction （1）社會建設與社會組織管理變革 Social construction and reform of social organization management （2）成立職工服務類社會組織聯(lián)合

7、會 Establishing associations of employee-servicing NGOs （3）改造企業(yè)工會 Modification of enterprise unions 第三支力量：廣東產業(yè)轉型的政策結果 3- Consequence of Guangdong’s Industrial Transformation,廣東工會直選的推動力量 Driving Forces of Direct Elec

8、tion,工會直選的條件 Conditions for Direct Election,傳統(tǒng)上認為不適合直選的三種條件 Tradionally people think the following are negative factors for direct election 第一類是勞動關系比較緊張的企業(yè) 1. Enterprise with strained labor relation 第二類是不同省份、地區(qū)鄉(xiāng)緣

9、關系對立的企業(yè) 2. Regionalism 第三類是新投產的企業(yè) 3. New enterprises 實際上，在一個勞動關系緊張的企業(yè)，選舉出一個深受工人愛戴的工會主席，遠比留下一個工人自發(fā)行動的真空狀態(tài)更可取，其背后的深層原因在于上級工會極度擔心失去對基層工會的控制 In fact, for a strained employment relation, electing a beloved union leader i

10、s far more better than letting employees act as they think fit. However, the superior union may worry about losing control on their subordinates. 深圳認為，發(fā)生罷工企業(yè)恰恰可以為工會直選提供生長的土壤，在這些企業(yè)實現(xiàn)直選可以很好的吸收和利用工人在罷工過程中形成的組織化意識和能力，從而推選出工

11、人中精英領袖。Experience in Shenzhen: It is the strike that provides opportunity for implementing direct election in enterprise unions, since the practice of strike can improve employees’ ability of organization and raise elit

12、es as their union leader.,工會直選的程序 Election Process,首先是“會員代表民主產生” Firstly, representatives of union members are democratically elected 其次是“工會委員民主產生” Secondly, commissioners of union are also democratically elected

13、在這個環(huán)節(jié)中，候選人的產生完全放開，并采取自薦、互薦（工友之間可以相互推薦）、組織推薦（上級工會或本企業(yè)工會推薦）以及企業(yè)推薦等多種方式，并最終由會員代表選舉確定，這一點具有重要意義。 In this section, the nomination of commissioner candidates is completely open: self-nomination, mutual nomination, organizatio

14、nal nomination and nomination from enterprise are all permitted. 最后是“工會主席民主產生” Lastly, union president is democratically elected. 歐姆罷免工會主席事件 Example: vote to recall the union president in OHM Technology,企業(yè)工會直選的經驗Ex

15、perience from Direct Election,從推行的效果看，日資企業(yè)的工會直選比較成功，企業(yè)比較支持工會直選 Successful in Japanese-funded enterprises, supported by enterprises（1）即時生產體制和零庫存要求 “Just-in-time” and “Zero Inventory”（2）日資工人技術性特點更強 more skill-intensive e

16、mployees（3）管理上的天花板效應 “Ceiling effect” in management（4）中日關系下的民族矛盾 Nationalism,在這些實現(xiàn)工會直選的企業(yè)，工資集體協(xié)商出現(xiàn)了煥然一新的面目The renovation of collective wage negotiation system after direct election（1） 協(xié)商代表的民主選舉 Representatives are dem

17、ocratically elected（2）協(xié)商過程的各種博弈 Conflict & Compromise（3）協(xié)商結果實現(xiàn)了工資的較大增長 Output: increased wage rate 但集體協(xié)商并沒有實現(xiàn)高于勞動力市場水平工資的增長，而只追求匹配勞動力市場工資水平的增長，實質上是讓企業(yè)工資增長更加靈敏和緊密的反應市場工資增長水平。Essence：Making wage rate more sensitive

18、and reflexive to the change of labor market,企業(yè)工會直選的經驗Experience from Direct Election,實現(xiàn)了工會民主選舉，過去廣為詬病的工作作風得到了比較大的改變 Change of work style after direct election （1）為工人爭取利益 Fighting for employees’ benefits （2）安撫工人不滿情緒 Re

19、lieving employees’ dissatisfaction （3）工會被工人監(jiān)督 Allowing employees to supervise union affairs 實行工會直選后，為工人帶來了理性 Output: more rational employees （1）工人對工會主席的理性選擇 elect presidents rationally （2）鹽田的兩次罷工對比 Comparison: two

20、 different strikes in Yantian,企業(yè)工會直選的經驗Experience from Direct Election,企業(yè)工會直選的困境Difficulties in Direct Election,沒有罷工權的困惑 Puzzle: Having no right to strike （1）企業(yè)工會面臨極大的雙重壓力 Facing double pressure （2）越來越多的工會直選企

21、業(yè)患上了“罷工依賴癥” more and more “strike-dependent” enterprises 工會直選也面臨工人群體成熟度的考驗 Maturity of employees is also a severe test （1）工人的流動性過大 High turnover of employees （2）工人的會員意識 Employee’s awareness of being an union

22、member,政府的思維慣性也是工會直選推行的風險因素 Government: stereotyped thinking pattern （1）以維穩(wěn)的思維方式看工會直選與罷工之間的關系“Stability First”：Regarding direct election as the cause of strike that may affect social stability （2）不同層級政府不同的激勵導向