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Decentralisation of collective barganing and TU revitalisation in Germany

Decentralisation of collective barganing and TU revitalisation in Germany. Thomas Haipeter & Steffen Lehndorff Institut Arbeit und Qualifikation Universität Duisburg-Essen. Net TU density Germany 1980-2011*.

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Decentralisation of collective barganing and TU revitalisation in Germany

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  1. Decentralisationofcollectivebarganing and TU revitalisation in Germany • Thomas Haipeter & Steffen Lehndorff • Institut Arbeit und QualifikationUniversität Duisburg-Essen IAQ/IAT 2014

  2. Net TU density Germany 1980-2011* IAQ/IAT 2014

  3. Collective bargaining coverage: Sector level agreements and total coverage incl. firm level, W and E Germany (in % of employees) IAQ/IAT 2014

  4. C.b. coverage by income quintiles (in %) IAQ/IAT 2014

  5. Real wages and actual wages (per capita, 2000=100) IAQ/IAT 2014

  6. Real net wages * by income deciles, 2000 - 2009 IAQ/IAT 2014

  7. Upheaval of IR in Germany IAQ/IAT 2014

  8. Employment and pay before and after „Hartz reforms“ IAQ/IAT 2014

  9. Real wages per capita (1999-2013) IAQ/IAT 2014

  10. Two Case Studies MetalworkingIndustry and Hospitals IAQ/IAT 2014

  11. MetalworkingIndustry • Context: Globalisation, Relocation, Outsourcing, financialrestructuring… • OrganisedDecentralisation via OpeningClauses: • 1993: Hardship clauses (Eastern Germany) • 1995: Recapitalisation clauses (Western Germany) • 2004: Agreement of Pforzheim • Coordination rules by union: • Obligation to report negotiations to headquarters and acceptance of agreements by headquarters • Negotiations controlled by the regional administration level • Organisation of membership participation obligatory (collective bargaining commissions, ballots, continuous information) IAQ/IAT 2014

  12. MetalworkingIndustryConcessionsby Enterprises (in % of all derogations, M&E) IAQ/IAT 2014

  13. MetalworkingIndustry • Plant levelorientiedcollectivebargaining: • Relocation/Outsourcing/Competition – Threads by Management • Problem oflegitimacyforunion/workscouncils • Membership Strategy: • Priviligedinformation • Priviligedparticipation in decisionmaking • Membership campaign (sometimes) • Positive membershipeffects • Concessionsbymanagement (safeguardingofemployment; investments) IAQ/IAT 2014

  14. Hospitals • Context: Marketisationofhospitalsby • Financing: • Retreat offederalgovernmentfrominvestments in favourof regional governments – Declineofpublicinvestments • Profit and lossstatements • From original/real coststocase-based lump sumfinancing (paidbythepublichealthinsurancefunds) • Privatisation: • Material: Saleofhospitalsto private enterprises • Organisational: Conversionofpublichospitals in private legal forms • Tasks/Activities: Outsourcing ofservices (laundry, canteen, carpools…) IAQ/IAT 2014

  15. HospitalsOwnership Structure IAQ/IAT 2014

  16. HospitalsCollective BargainingStrategiesof Hospitals IAQ/IAT 2014

  17. Hospitals • Decentralisationof Collective Bargaining / Fragmentationof Labour Standards • Threestrategiesunion: • Collective bargainingagreementsfortransitions plus derogations (restrictive) • Public campaignsagainstprivatisation • ’Conditional‘ collectivebargainingstrategy • Conditionalbargaining: • Condition: membership and organisational density • Survey amongmembers: CBA? Topics and demands? • Membership meetings, electionofcbcommittee • Survey amongmembers • Acceptanceofagreementbyunionheadquarter • Union‘srole: Professional monitoring and support (drivingforcemembers) - Noservicewithoutmembers IAQ/IAT 2014

  18. Conclusions • Different Forms ofDecentralisation: • Organiseddecentralisationbyopeningclauses • Fragmentationbyprivatisation and opting out • Common challengesforunions: • Preservationofcollectivebargainingnorms • Increaseof power and organisational densityon plant level • Solutions: • Controlofderogationsby formal rules and centralisedcoordination • Membership participation and orientiation in localcollectivebargaining • Opportunitiesfor SME: • Pro-activeapproachofworkscouncils and unionstostrengthencompetitiveness • Orientation on highroadstrategies (innovation and quality) IAQ/IAT 2014

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