綜合零售業集體勞資關係--台灣某法商超市個案之研究

文化大學機構典藏 CCUR > 社會科學院 > 勞動暨人力資源學系碩士班 > 博碩士論文 > Item 987654321/51417

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题名:	綜合零售業集體勞資關係--台灣某法商超市個案之研究 Labor Relations in General Retailer Industry:A Case Study of a French Brand Supermarket in Taiwan
作者:	陳威光
贡献者:	勞動暨人力資源學系
关键词:	綜合零售業意識形態超市工會勞資關係 general retailing ideology supermarket union labor relations
日期:	2022
上传时间:	2023-03-08 10:26:21 (UTC+8)
摘要:	某法商超市是國內綜合零售業中第一家組成內部企業工會者，當企業工會成立後，該超市內部的勞資關係也逐漸浮現問題。本研究之目的，在探討某法商超市與企業工會的集體勞資關係，並以策略選擇理論作為分析框架，經由某法商超市之個案探討，對我國综合零售業之集體勞資關係的過程及結果進行分析，以探索並釐清影響我國集體勞資關係的關鍵因素。研究發現顯示:(1)經營環境中的市場機制失靈對勞資關係造成衝擊，需透過政府介入恢復平衡。但勞動意識形態不等於勞動階級認同，而是傾向個人主義與專業認同。(2)某法商超市的零售生命發展週期，由成熟期後半段進入再生期階段，對內的勞資關係策略上選擇調適，而策略選擇本身具有不確定性因素存在，意即視企業工會為協商對手，在有限度範圍內接受某些承諾，將管理衝突的穩定性做風險控制。(3)在雙方因觀點差異，對受僱者身份認定產生的競合，導致於在工作場所發生的勞資關係過程與表現結果各自表述，但不等於豁免勞動相關法律規定。本研究認為，不確定性的因素對經營環境(公共政策)、市場變動(有限理性的風險趨避)及策略選擇(競爭與創新)這三者相互作用下，影響某法商超市勞資關係過程，其關鍵因素是意識形態認知的不同所造成。雙方意識形態分別以經營成本風險轉嫁給勞方(某法商超市)與協商與抗爭風險承擔給資方(企業工會)，塑造出商業模式(某法商超市)或行動模式(企業工會)下，選擇對己方有利的策略，而對己方有利的策略也影響勞資關係過程及表現結果，讓某法商超市呈現傾向以市場機制為主、個人主義為輔、家長式協商三者特色結合的集體勞資關係型態。本研究建議:(1)政府應制定法律，讓營業時間、工時及工資三者相結合，並納入工會參與機制(2)強化數位科技職能訓練，提升員工薪資改善勞動條件(3)引入勞動僱用資本概念，擴大工會參與之影響力。亦需引進第三方公正機構，透過持續對話，尋求出雙方可接受的底線，將該底線轉換成團體協約，穩定其勞資關係發展。 The purpose of this research is to explore industrial relations between a French-commercial supermarket and an enterprise (workplace-based) labor union in Taiwan. Taking the strategy choice analytical framework developed by Kochan, Katz and McKersie, this study explore the process and outcomes of labor-management relationship in this firm and identify key factors affecting industrial relations in Taiwan. The findings of the study show that: (1) The failure of the market mechanism in the business environment has an impact on labor relations, and government intervention is needed to restore the balance. However, workers do not identify themselves as the working class. Instead, they tend to show individualistic and professional identification. (2) As the retailer’s life cycle has entered the regeneration stage, the labor relations strategy is adjusted. With the choice of business strategy met uncertain factors, and therefore the enterprise union was regarded as the partner in negotiation. The management accepted certain commitments for the union with a limited range, and to manage the labor conflicts as risk control. (3) Different views existed between the two parties in terms of the identification of employee’s identity, results in the respective terms and conditions of the labor-management relations in terms of process and performance in the workplace. But it does not mean that the labor-related laws and regulations are exempted. This study suggests that the industrial relations of the French -based supermarket is affected by the flowing factors: the uncertainty of public policy of the business environment , a bounded rational risk avoidance in market changes, and the strategic choices in competition and innovation of the firm. A key element is the difference in ideological cognition of the party. The ideology of the two parties results in the management to transfer the operating cost risk to the laborer, and the union negotiates and fights, transfer the risk to the management. Both the management and the union choose a strategy that is beneficial to oneself. The management chooses a self-developed business model, and the union took an action model, The choice made affects the process and oucomes of the labor-management relations. The outcome of industrial relations of the French supermarket is a combination of market mechanism, supplemented by individualism and with paternalistic type of negotiation. This research suggests: (1) The government may propose a regulation that combines business hour in lines with working hour and wages, and embedded with the union’s participation (2) The French supermarket should strengthen digital technology-based skill training, to promote employee’s competency and hence to improve wages and working conditions (3) The enterprise trade union should adopts the concept of labor employment capital, to enhance its influence to management decision-making. It is necessary to introduce an impartial third-party, through continuous dialogue, to find an acceptable bottom line for both parties, and export it as a collective agreement to stabilize its industrial relations.
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