Decentralisation of collective barganing and TU revitalisation in Germany Thomas Haipeter & Steffen...
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Decentralisation of collective barganing and TU revitalisation in Germany
Thomas Haipeter & Steffen LehndorffInstitut Arbeit und QualifikationUniversität Duisburg-Essen
IAQ/IAT 2014
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Net TU density Germany 1980-2011*
IAQ/IAT 2014
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Collective bargaining coverage: Sector level agreements and total coverage incl. firm level, W and E Germany (in % of employees)
IAQ/IAT 2014
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C.b. coverage by income quintiles (in %)
IAQ/IAT 2014
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Real wages and actual wages (per capita, 2000=100)
IAQ/IAT 2014
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Real net wages * by income deciles, 2000 - 2009
IAQ/IAT 2014
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Upheaval of IR in Germany
IAQ/IAT 2014
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Employment and pay before and after „Hartz reforms“
IAQ/IAT 2014
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Real wages per capita (1999-2013)
IAQ/IAT 2014
99
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
-5
0
5
10
15
20
25
30
35
France
Germany
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Metalworking Industry and Hospitals
Two Case Studies
IAQ/IAT 2014
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Metalworking Industry
Context: Globalisation, Relocation, Outsourcing, financial restructuring…
Organised Decentralisation via Opening Clauses: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
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Metalworking IndustryConcessions by Enterprises (in % of all derogations, M&E)
IAQ/IAT 2014
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Metalworking Industry
Plant level orientied collective bargaining: Relocation/Outsourcing/Competition – Threads
by Management Problem of legitimacy for union/works councils Membership Strategy:
Priviliged information Priviliged participation in decision making Membership campaign (sometimes)
Positive membership effects Concessions by management (safeguarding of
employment; investments)
IAQ/IAT 2014
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Hospitals
Context: Marketisation of hospitals by Financing:
Retreat of federal government from investments in favour of regional governments – Decline of public investments
Profit and loss statements From original/real costs to case-based lump sum
financing (paid by the public health insurance funds) Privatisation:
Material: Sale of hospitals to private enterprises Organisational: Conversion of public hospitals in
private legal forms Tasks/Activities: Outsourcing of services (laundry,
canteen, car pools…)
IAQ/IAT 2014
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HospitalsOwnership Structure
IAQ/IAT 2014
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
0
200
400
600
800
1 000
1 200
Public HospitalsNon-Profitable HospitalsPrivate Hospitals
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HospitalsCollective Bargaining Strategies of Hospitals
IAQ/IAT 2014
Private Hospitals
Non-Profit Hospitals
Public Hospitals
Opting out of collective bargaining (TVÖD)
Plant or company level agreements
Outsourcing of services
Decoupling of wage standards from TVÖD
Outsourcing of services
Decoupling of wage standards from TVÖD
Derogations from collective bargaining norms
Outsourcing of services
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Hospitals
Decentralisation of Collective Bargaining / Fragmentation of Labour Standards
Three strategies union: Collective bargaining agreements for transitions plus
derogations (restrictive) Public campaigns against privatisation ’Conditional‘ collective bargaining strategy
Conditional bargaining: Condition: membership and organisational density Survey among members: CBA? Topics and demands? Membership meetings, election of cb committee Survey among members Acceptance of agreement by union headquarter
Union‘s role: Professional monitoring and support (driving force members) - No service without members IAQ/IAT 2014
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Conclusions
Different Forms of Decentralisation: Organised decentralisation by opening clauses Fragmentation by privatisation and opting out
Common challenges for unions: Preservation of collective bargaining norms Increase of power and organisational density on
plant level Solutions:
Control of derogations by formal rules and centralised coordination
Membership participation and orientiation in local collective bargaining
Opportunities for SME: Pro-active approach of works councils and unions to
strengthen competitiveness Orientation on high road strategies (innovation and
quality)IAQ/IAT 2014