1. Masa Penjajahan Belanda
- 1920-an Pengaruh perburuhan internasional
- 1931 Berdiri IFTU (Federasi Serikat Buruh Internasional)
2. Masa Pendudukan Jepang mengalami penekanan
- Serikat buruh
- Industri dialihkan utk mendukung perang
3. Masa Awal Kemerdekaan serikat buruh
- Pemerintah mendorong demokrasi
- Dimuali disusun berbagai UU tentang HI
4. Masa Demokrasi Terpimpin
5. Masa Orde Baru
- 1969: Sekber buruh bentuk Majelis Permusyawaratan Buruh Indonesia (MPBI)
- 1974: Hubungan Perburuhan Pancasila (HPP)
6. Masa Reformasi
- Agenda: demokratisasi, keterbukaan, supremasi hukum, & HAM
The Labor Relations FrameworkIndustrial relations system have four elements:
- An environmental context (technology, market pressures, and legal frame work).
- Participants, including employees and their unions, management and the government.
- A “web of rules” rule of the game that describe the process which labor and management interaction and solve a problem.
- Ideology, all participants have to same degree, have a common ideology and accept the roles of the other participants.
The participant in work system:
- Management. Management have decision to encourage or discourage the unionization of its employees. Management has the option of trying to decertify a union if it believes that the majority of employees no longer wish to be represented by the union.
- Labor Unions. Labor unions seek, through collective action, to give worker a formal and independent voice in setting the term and conditions of their work.
- Government. Government a facilitator management and labor union to cooperate and make regulation about interaction between management and labor.
UNION MEMBERSHIP AND BARGAINING POWER
- Structural Changes in the economy. That unions have traditionally been strongest in urban workplaces that employ middle-age workers in blue collar jobs.
- Increased employer resistance. Competitive threat have contributed to increased employer resistance to union organizing and, in some cases, to an increased emphasis on ridding themselves of existing unions.
- Substitution with HRM. HRM strategies and practices among large, nonunion employers found that union avoidance was often an important employee relations objective.
- Substitution by Government Regulation. Law and regulation of many employment areas has increased, including equal employment opportunity, pensions, and worker displacement.
- Worker Views. Views about pragmatic and business oriented between labor and management.
- Union action likely (a) corruption in unions labor, (b) how well unions have adapted to recent changes in the economy structure.
Union and Management Interactions: Contract Negotiation
The Negotiation Process: Four Sub processes negotiation
- Distributive bargaining (focuses on dividing a fixed economic “pie” between the two sides labor and management).
- Integrative bargaining (has a win-win focus; it seeks solutions beneficial to both sides).
- Attitudinal structuring (refer to the relationship and trust between labor and management negotiators).
- Intra-organizational bargaining (reminds us that labor-management negotiations involve more than just two parties).
Managements preparation for negotiations
- Establishing inter-department contract objectives.
- Reviewing the old contract.
- Preparing and analyzing data.
- Anticipating union demands.
- Establishing the cost of possible contract provisions.
- Preparing for a strike
- Determining strategy and logistics
Negotiation stages and tactics
- Separate the people from the problem
- Focus on interests, not positions.
- Generate a variety of possibilities before deciding what to do
- Insist that the results be based in some objective standard.
- Terms and conditions of employment
- General jobs and duties and expectations
- Compensations and benefits
- Confidentiality and secrecy
- Non piracy and non compete agreements
- Non solicitation of current employees upon departure
- Terminations or resignation
- Purpose of agreement
- Nondiscrimination clause
- Management right
- Recognition in the union
- Wages and incentives
- Hours of work
- Sick leave and leaves of absence
- Pensions and insurance
- Grievance procedure
Typical provision in collective bargaining contracts
|Establisment and administration ofthe agreement||1.Contractduration2.Union security3.Grivance procedure|
|Function, right, and responbilities||1.Union activities2.Management right clauses|
|Wage determination and administration||1.Rate structure and wage2.Allowance3.Incentive system|
|Job or incomesecurity||1.Hiring and tranfer2.Layoffprocedure|
|Plant operations||1.Safety and health2.Hours of work|
|Paid and unpaid leave||Vacationand holidays|
|Employee benefitplans||Healts and insuranceplans|