Research on the Structure and Function of Participation and Communication Oriented Employee Representation Plan

参与与沟通导向的员工代表计划的结构与功能研究

• 批准号: 08630119
• 负责人: SEKIGUCHI Teiichi
• 金额: $ 0.96万
• 依托单位: CHUO UNIVERSITY
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for Scientific Research (C)
• 财政年份: 1996
• 资助国家: 日本
• 起止时间: 1996 至 1997
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-08630119/
• 关键词: emplopyee representation; communication; participation; industrial relations system; Works Council; industrial relations in the U.S.; General Electric Co.; company union

The period between the WWI and the Wagner Act was an era of Employee Representation Plan (ERP). In this period, hundreds of US manufacturing companies introduced various types of ERP into their shops and plants. Consequently, ERP became a major way of collective dealing in none-union sector firms.However, quite a few of them had a substantial influence to the later development of industrial relattions in the US.These influential minority plans had a strong orientation towards inspiring rank and files commitment to production problems and adjustment of shop floor grievances. In the research, these influential minority plans are defined as "participation and communication oriented ERP".The "participation and communication oriented ERP", originally formed by W.L.Mackenzie King and John D.Rockefeller Jr.at Colorado coal field, spread to huge manufacturing firms through industrial relations managers' network knitted around the Special Conference Committee (SCC).Among the ERPs of the SCC com … More panies, Works Council in General Electric Company (GE) had well developed participation and communication functions.The Works Council was introduced and settled in as a result of the competition with the trade unions for the support of the rank and files. In this process, the two different communication-grievance settlement-employee participation systems competed each other for their effectiveness. By the end of the 1920s, the Works Council was accepted by the employees as an only realistic way of communication and grievance settlement in the Works. Without full and strong support of the Works management, however, the Works Council would have never gained enough support from the rank and files.The Works Council could never be an effective alternative to the collective bargaining between the management and the unions. The Works Council's structure itself was not suitable for negotiations of two parties and the enforcement of the agreement between them. The fact about the formation process of the Works Council, not the IRP,reveals that the Works management did not intend to substitute the unions by the Works Council.With all its effectiveness in communication and grievance settlement, the Works Council could survive only when the Works management was able to maintain the high standard of major working conditions like high wage level and relatively stable employment. Less

第一次世界大战和瓦格纳法案之间的时期是员工代表计划（ERP）的时代。在此期间，数百家美国制造公司将各种类型的ERP引入其商店和工厂。因此，ERP成为非工会部门公司集体交易的主要方式。然而，他们中的不少人对后来美国劳资关系的发展产生了重大影响。这些有影响力的少数人计划强烈倾向于激励普通员工致力于解决生产问题和调整车间的不满。在研究中，这些有影响力的少数人计划被定义为“参与和沟通导向的ERP”。“以参与和沟通为导向的ERP”最初由W.L.Mackenzie King和John D.Rockefeller jr .在科罗拉多煤田创立，并通过围绕特别会议委员会（SCC）的劳资关系经理网络传播到大型制造企业。在SCC公司的erp中，通用电气公司（GE）的工委会具有较为完善的参与和沟通功能。在与工会争夺基层员工支持的过程中，成立了劳资委员会。在此过程中，两种不同的沟通-申诉解决-员工参与系统相互竞争其有效性。到20世纪20年代末，工人委员会被工人们接受为唯一现实的沟通和解决工厂不满的方式。然而，如果没有工务管理层的全力支持，工务委员会是不可能得到普通员工的支持的。劳资委员会永远不可能成为资方和工会之间集体谈判的有效替代方案。劳资委员会的结构本身并不适合双方的谈判和执行双方之间的协议。关于工人委员会而不是IRP的形成过程的事实表明，工厂管理层并不打算用工人委员会取代工会。劳资委员会在沟通和解决冤情方面卓有成效，但只有在工厂管理层能够维持高水平的主要工作条件，如高工资水平和相对稳定的就业情况下，劳资委员会才能生存。少

项目成果

関口 定一: "GE SchenectadyにおけるWorks Councilの形成と定着" 『商学論纂』(中央大学). 39-3・4. 361-413 (1998)

Teiichi Sekiguchi：“GE Schenectady 工作委员会的组建和设立”Shogakuronron（中央大学）39-3・4（1998 年）。

Teiichi Sekiguchi: "Employee Representaion Plans in GE's Schenectady Works" SHOGAKU RONSAN. Vol.39, No.3/4. 361-413 (1998)

Teiichi Sekiguchi：“GE 斯克内克塔迪工厂的员工代表计划”SHOGAKU RONSAN。