Do Collective Bargaining Institutions Crowd Out Discussion and Implementation of Firm-Related Training Programs? Evidence from Japan
Do Collective Bargaining Institutions Crowd Out Discussion and Implementation of Firm-Related Training Programs? Evidence from Japan
复制标题
集体谈判机构是否会排挤与公司相关的培训计划的讨论和实施？
DOI：
10.1111/ijtd.12193
复制
发表时间：
2020
影响因子：
1.8
通讯作者：
Takao Kato
中科院分区：
文献类型：
--
作者：
Ryo Kambayashi;Takao Kato
本文实证检验了关于内部培训计划的劳资沟通及其与实际的在职和非在职培训政策和工资结构的关系。利用日本的政府数据，我们研究了不同的劳资沟通机构如何不同地影响雇主和员工的培训利益。我们根据这些机构是否有法律(即法定)基础(“法律”)或没有(“事实上”)对这些机构进行分类。我们发现，有法律依据的集体谈判可能会排挤员工就培训进行沟通的意愿。然而，“事实上”沟通渠道的存在，如联合劳资理事会或车间委员会，与在职和在职培训呈正相关。同时，工会的存在与职业生涯中期工人工资状况的陡峭程度呈正相关，这与雇主和雇员承担长期关系的事实相一致。因此，我们表明，多层次的劳资沟通结构，加上对雇佣关系的长期定位，有助于增强员工在培训事务中的发言权。
The paper empirically examines labor‐management communication concerning in‐house training programs and its relation to the actual on‐ and off‐the‐job training policy and wage structure. Using governmental datasets from Japan, we study how different labor‐management communication institutions may affect the training interests of employers and employees differently. We classify these institutions in terms of whether they have a legal (i.e. statutory) foundation (‘de jure’) or not (‘de facto’). We find that collective bargaining, with legal grounds, may crowd out employees’ willingness to communicate about training. However, the existence of ‘de facto’ communication channels such as joint labor‐management councils or shop floor committees is positively correlated with both on‐ and off‐the‐job of training. At the same time, the existence of unions is positively correlated with the steepness of wage profiles for mid‐career workers, which is consistent with the fact that employers and employees assume a long‐term relationship. Thus, we show that a multi‐tiered structure of labor‐management communication, together with a long‐term orientation toward the employment relationship, contributes to strengthen employees’ voice in training matters.