철도산업의 구조개혁에 따른 노사주체의 전략적 선택과 노사관계 변화에 대한 사례 분석

The Strategic Choices of the Union, the Management and the Government Facing Structural Reformations of the Korean Railroad Industry and the Consequential Changes in Industrial Relations: A Case Analysis

This study examined the structural reformations and the changes of the industrial relations of the Korean railroad industry. It illuminated how strategic choices of the three major players in a public sector, i.e., the union, the management, and the government, interact with one another and resulted in changes in industrial relations. It tried to demonstrate the causes of changing industrial relations in a public sector, and to suggest alternatives to create stable and cooperative industrial relations. We formulated a research model based on a strategic choice theory by Kochan, Kats, and McKersie (1986). The model is designed to demonstrate strategic choices of the three major players under environmental changes and the following changes of industrial relations. The results of the case analyses on the structural reformation, the strategic choices, and the industrial relations of the Korean railroad industry were as follows: First, changes in industrial relations were from ‘working harmony’ in 1980s to ‘armed truce’ and ‘open conflict’ over time. Hitting a turning point in the 1990s’ economic crisis, and with breaking of the previous ‘working harmony’ industrial relations, the conflict between labor and management started to rage. Second, at each time, the leaders of labor, management, and government had chances to transfer to working harmony’ or ‘union-management cooperation.’ They, however, pursued their positions and values every time, and failed to develop to productive relations with the labor. We suggested, based on the above results, alternative plans for the development of the industrial relations of the Korean railroad industry: First, a basic strategy to be promoted continuously as the top task by the labor, management, and government was elicited regardless of the developmental stages. The government must push ahead with mid and long term and consistent plans and expanded investment for railroad industry. The management, meanwhile, must be actively involved in improving industrial relations as an independent subject. The labor union must pursue strategic flexibility. Second, in terms of the 1st stage’s developmental plan, the government must reflect opinions of each sector in society considering developmental aspect of industrial relations when legislating or revising labor laws and regulations. They also must establish a research and support center of industrial relations in public sector, and transfer their actual rights to the management to solve labor disputes through negotiations between railroad labor and management. The management after taking over the rights must adjust the speed and amount of structural reformation based on communications and negotiations with the union. The labor union, in the meantime, must find out a political plan on structural reformation of the government and users, and industrial relations. The developmental plan to be pushed ahead by labor and management together is to set up a developmental goal of labor and management. Next, they need to introduce a labor-management consultation system followed by introduction of High Performance Workplace. They, finally, have to provide a basis to settle industrial-level negotiations. Third, in the 2nd stage, the government must gather the opinions on labor laws and regulations and legislate and revise them. They also have to review financial support to the industrial industry. The management must fully carry out the labor and management agreement using the rights they were entrusted with in the 1st stage, also have in-depth thoughts on improvements for compensation claims and provisional attachment. The developmental plan to be taken into action by labor and management together is to introduce labor-management consultation system for each position, and job, and adjust a negotiation cycle. In the 3rd stage, labor and management must create a railroad advisory committee.