• Korean Journal of Labor Studies
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• v.19 no.1
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• pp.105-137
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• 2013

This paper proposes to examine the relationship between the two trade unions of Hyundai Motor Company (HMC) - those of the regular workers and of the in-house subcontract workers - around the issue of converting irregular workers to regular ones, which has been a social issue for a long time, and, furthermore, to find a desirable solution. The politics of the in-house subcontracting rotate around three axes: the conflictive collusion between the company and the regular workers'union regarding the internal labor market; the exclusion and resistance between the company and the subcontract workers'union; and the solidaristic conflict relationship between the two unions. After the final decree by the supreme court in 2012 the conflict and collusion/solidarity relationship of the three social actors have been amplified in scale - the continuous limping of the special bargaining between the company and the unions, the intensified conflict between the company and the subcontract workers'union, and the crisis of the collusion between the branches of the two unions are all evidence of this. A clue to the solution to the issues of in-house subcontracting in HMC can be found through reestablishment of the relationship among the three actors. In order to solve the in-house subcontracting issues in HMC, phased and lawful switching from irregular to regular positions, improvement of working conditions for the irregular workers, integration of the two unions (realization of 'one company one union'), and negotiated flexibility in the internal labor market will be required. Also to be considered are installation of a special committee for the issue, and utilization of external consultants. The result would be the possibility for the corporate labor market of HMC to be composed of regular workers, legal contract workers and directly-employed contract workers, which could be realized through bilateral relations of 'the labor and management conflict partnership'.

• JOURNAL OF ELECTRICAL WORLD
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• no.9 s.81
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• pp.8-11
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• 1983

• Korean Architects
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• s.566
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• pp.124-135
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• 2016

• Proceedings of the Korean Institute of Building Construction Conference
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• 2013.11a
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• pp.84-85
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• 2013

Integrating multi-trade works system helps to reduce to minimize the conflict of subcontract business and improve communication to increase productivity of construction. However it takes such a big risk if subcontract of integrating multi-trade works went bankrupt during the project so some of construction companies executed to only small project and it's not sufficient to adopt overall project. This paper suggested the improvement scheme of work classification integrating multi-trade works, which takes a consideration into work zoning in order to apply current work situation.

• Journal of the Korea Safety Management & Science
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• v.5 no.4
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• pp.1-12
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• 2003

This study conducted the questionnaire on present condition of certification, background, purpose, effect and promotion of an occupational health & safety management system which introduced in domestic from 1999'. The questionnaire was conducted with 136 companies which replied in questionnaire distributed to 193 companies which received the certification. Also, recognition improvement of managers and participation of workers are demanded, the support to subcontract companies is demanded because the disaster prevention effect of the companies which possess the support program on subcontract companies is good, and reduction in the insurance rate to companies which received certification is demanded to activate an occupational health & safety management system.

• Journal of the Korean Society for Nondestructive Testing
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• v.7 no.1
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• pp.51-53
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• 1987

• Journal of Digital Convergence
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• v.11 no.11
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• pp.265-278
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• 2013

This study is about how does collaboration activities of large company's Supplier Relationship(SR) effect on manufacturing capability and performance of a SMEs. In this research, there are many ways to analyze data. The methods used in the study are hypothesis testing and empirical testing based on SPSS 21.0 and AMOS21.0, factorial analysis for validity and reliability of questionnaire item, construct validity and variance extracted as a research model, and subcontract-tiers as a moderating variable. As a result, the effect of the collaboration activities of large business did not have the significant effect on supplier's manufacturing capability. It showed different result by subcontract-tiers In first-tier cooperative, collaboration activities of large business had significant effect on manufacturing capability, but it did not have the significant effect on performance. In second/third-tier cooperative, manufacturing capability and performance are significantly affected by manufacturing practices. In conclusion, this study will suggest the direction how to achieve an accompanied growth between large enterprises and SMEs.

• Korean Journal of Construction Engineering and Management
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• v.20 no.5
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• pp.72-82
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• 2019

The purpose of this study is to find out how any organizational response or dispute-related consulting has a significant impact on management performance before or during a dispute over a construction subcontract dispute. In this study, multiple regression models were used to analyze the impact on consulting performance. According to the result of the analysis, the positive effects on the overall external consulting effect is influenced by five variables such as financial values, increase of the number of disputes, construction of response system by contents, construction of response system in each period, dispute response external response system. The original business operators were also more likely to be affected by internal activities of conflict response companies and the extent to which external response systems were established. This means that the supply and demand service provider's business environment is relatively poor, forcing it to be lower than the internal and external activities and influences of the original business operators of the conglomerates.

• Korean Journal of Labor Studies
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• v.24 no.1
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• pp.107-156
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• 2018

This article examines the history of the in - house subcontracting and the stabilization of labor - management relations in the steel industry in Japan. The ratio of in-house subcontract workers among steel workers has increased steadily until the mid-2000s, and about 70% in case of the largest company. In-house subcontracting was used as a strategy of the company to increase the quantity flexibility of employment and to save labor costs. The in-house subcontracting company needed company-specialized skills, and the internal labor market was formed because the rate of full-time workers was high and the turnover rate was low. The in-house subcontractor introduced long-term business relationship with the steel factory by introducing the equipment and materials necessary for the performance of the work, and the factory implemented the productivity improvement policy of the in-house subcontractor, and the win-win relationship between the factory and in-house subcontractor was developed. The trade union did not oppose the idea that the expansion of in-house subcontracting contributed to corporate profits, the stability of employment of the members and maintenance of their working conditions. Since 2000, the steel factory has pursued the transformation of in - house subcontractors into subsidiaries, which has been supported by capital relations. By the way, since the mid-2000s, there has been an increase in the number of regular workers' employment. The major factors are as follows: more strengthened compliance with laws and regulations, the higher quality request of customers, stricter keeping of deadlines, and problem in recruiting of workers at in-house subcontract companies. The wage gap between the factory and in - house subcontracting was less at company B than at company S, and the wage level of in - house subcontracting was about 90% of the factory at company B. The relatively small gap at company B seems to be due to the union's movement of narrowing the gap, low market dominance and unfavorable labor market. The internal labor market has been formed in the in-house subcontracting, and the wage gap is not large, and the possibility of labor disputes is low. Industrial relations are stable in the in-house subcontract company as well as the factory. The stabilization of labor-management relations in the steel industry in Korea is required to reduce the wage gap between the factory and in-house subcontract enterprises by raising productivity and expanding the internal labor market at in-house subcontract enterprises.

• Journal of Digital Convergence
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• v.6 no.1
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• pp.11-19
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• 2008

The Bidding System of the public IT project in Korea is fallen behind, because of the ordering habitual practice based old system, overcompetition based sealed bid and subcontract practice. To innovate this old-fashioned practice for public IT project bidding, this paper wants to generate a proper improvement direction of the public IT project contract law and the related policy through the literature review about the ordering and receiving system in Korea, the practical survey about bidding marketplace in Korea, and competition between bidding system and/or policy of major countries: USA, UK, France and Japan. As a result of practical survey, many problems of the current public IT project bidding system came out and improvement ideas toward future situation turned up. These outputs implicate that the current law and system related public IT project demands better improvement work for the future ubiquitous Korea. Therefore, this paper, to solve these problems about bidding systems and practice, propose the new public IT project contract law and the related policy, reflecting these improvement ideas by the practical survey and the literature review, and benchmarking points from bidding system of other countries.