복수노조하의 일본 노동운동의 리더십 교체사례 연구

The overall permission of the rights to organize plural labor unions in same company is expected on January 1, 2010 in Korea. Those conditions of industrial relations will allure the employers to take risks to choose more cooperative union leaderships as partners instead of letting the adversarial ones infringe the managerial rights. As a result of employers' determination to change partners, there will be expected critical transformations in the leadership structure of Korean labor movement. To forecast the direction of the union leadership change and to understand the tasks of three actors of industrial relations(labor unions, employers, and government), writers made a case study on the period of 1960s-70s of Japanese labor movement, which shows the grand flow of union leaderships from left to right. It is because the path of getting jobs, the process of skill formation, and therefore, the labor consciousness and culture of Korean workers are too much similar to those of Japanese. The study argues that the competition of plural unions at a company as well as employers' and workers' union-selection will be a moment to overcome the deep-rooted problems of inconsistency between the socio-economic systems and the industrial relations systems. And also it resolves the problems of employers' easy-going habits relying on the government's intervention. According to the lessons of Japanese labor movement, authors foresee there is low probability to be realized the confusion of the competition of plural unions in bargaining quite different from the generally known anxieties about the plural union settings. Because Korea and Japan are similar in bargaining level(the decentralized bargaining system to company level) and the strong company commitment of workers, they choose the majority union quickly to clear up the dissonance between company and union.