The century-long process by which a distinct pattern of Japanese labor relations evolved is traced through the often turbulent interactions of workers, managers, and, at times, government bureaucrats and politicians. Gordon argues that it was not until the 1940s and 1950s that something closely akin to the contemporary pattern emerged.
Price probes the paradoxes in postwar labor-management relations, particularly in the years between 1945 and 1975. Basing his analysis on the history of labor in Mitsui's Miike mine in Kyushu, Suzuki Motors in Hamamatsu, and Moriguchi City Hall, the author questions the common interpretation that industrial relations are based on lifetime jobs, seniority-based wages, and enterprise unions. He also asks whether Japanese workers have been genuinely empowered by the developments in recent years.
This book denies the cultural uniqueness of Japanese industrial relations and economy, characterised by permanent employment, seniority wages and enterprise unionism. The author provides an entirely new explanation of Japanese workers' high morale and Japan's impressive economic performance which, he argues, results from skilled employees working against a background of high technology. The argument of the book is based on intensive field-work, consisting of a series of interviews with veteran workers on the shop floor, and on an explicit comparative study between the USA and Japan.
The past several decades have seen widespread reform of labor markets across advanced industrial countries, but most of the existing research on job security, wage bargaining, and social protection is based on the experience of the United States and Western Europe. In Inequality in the Workplace, Jiyeoun Song focuses on South Korea and Japan, which have advanced labor market reform and confronted the rapid rise of a split in labor markets between protected regular workers and underprotected and underpaid nonregular workers. The two countries have implemented very different strategies in response to the pressure to increase labor market flexibility during economic downturns. Japanese policy makers, Song finds, have relaxed the rules and regulations governing employment and working conditions for part-time, temporary, and fixed-term contract employees while retaining extensive protections for full-time permanent workers. In Korea, by contrast, politicians have weakened employment protections for all categories of workers.In her comprehensive survey of the politics of labor market reform in East Asia, Song argues that institutional features of the labor market shape the national trajectory of reform. More specifically, she shows how the institutional characteristics of the employment protection system and industrial relations, including the size and strength of labor unions, determine the choice between liberalization for the nonregular workforce and liberalization for all as well as the degree of labor market inequality in the process of reform.
Andrew Gordon goes to the core of the Japanese enterprise system, the workplace, and reveals a complex history of contest and confrontation. The Japanese model produced a dynamic economy which owed as much to coercion as to happy consensus. Managerial hegemony was achieved only after a bitter struggle that undermined the democratic potential of postwar society. The book draws on examples across Japanese industry, but focuses in depth on iron and steel. This industry was at the center of the country's economic recovery and high-speed growth, a primary site of corporate managerial strategy and important labor union initiatives. Beginning with the Occupation reforms and their influence on the workplace, Gordon traces worker activism and protest in the 1950s and '60s, and how they gave way to management victory in the 1960s and '70s. He shows how working people had to compromise institutions of self-determination in pursuit of economic affluence. He illuminates the Japanese system with frequent references to other capitalist nations whose workplaces assumed very different shape, and looks to Japan's future, rebutting hasty predictions that Japanese industrial relations are about to be dramatically transformed in the American free-market image. Gordon argues that it is more likely that Japan will only modestly adjust the status quo that emerged through the turbulent postwar decades he chronicles here.
This book addresses the theme of collective bargaining in different legal systems and explores legal framework of collective bargaining as well as the role of different bargaining models in domestic labour law systems in altogether twenty-one jurisdictions throughout the world. Recent development of collective bargaining regimes can be viewed as part of a larger development of labour law models that face increasing challenges caused by globalization and transition of work and workplaces. The book places particular emphasis on identifying and examining most important development trends affecting domestic labour law regimes and collective bargaining and regulatory responses thereto. The analysis offered extents to transnational dimension of collective bargaining. As the chapters analyse the influence of the legal frameworks of collective bargaining in different countries they provide unique comparative insight into the topic which is central to understanding the function of labour law.
The author traces the enduring diversity of corporate culture in Japan and the U.S. to national differences in economic history and social norms, and, paradoxically, to global competition itself.
Japanese scholars have begun to challenge conventional wisdom about effective labor organizing, and Ikuo Kume has written the first book in English to advance their controversial theory. Since at least the early 1980s, the power of organized labor has weakened in most advanced industrial countries. The decline of organized labor has coincided with the decentralization of labor-management relations. As a result, most observers assume that decentralized labor is destined to lose power in a capitalist economy, and that enterprise unions will tend to be docile and powerless.Kume documents the one notable exception. The Japanese trade union confederation has steadily grown in importance, expanding its scope beyond individual companies to national policy making. Kume traces the achievements of enterprise unionism in private firms. Labor, he argues, slowly gained legitimate corporate membership by establishing joint institutions with management. By the 1960s, labor-management councils, stimulated by foreign competition, had become a widespread feature of Japanese industry. Soon unions were regular participants in the government deliberation councils and in the information exchange that shaped policy when inflation hit the Japanese economy. The unions had become a full partner by the 1980s and were crucially involved in the 1993 defeat of the Liberal Democratic Party after thirty-eight years of rule.
