간접고용 해법으로서 공공기관 자회사 평가와 과제: 원ㆍ하청 지배ㆍ종속 노동관계는 왜 모ㆍ자회사에서도 지속되는가?

This paper examines subsidiaries of public institutions, which are established to regularize indirectly employed workers such as dispatchedㆍcontract worker, are subordinated to their parent companies in terms of HR, budget, and operations. It also examines how the parent company’s control hinder the subsidiary’s independent and long-term sustainable operation. Many parent companies of public institutions own 100% of the subsidiaries’s shares, known as wholly-owned parent companies, which legally and practically control the subsidiaries. The parent company legally controls the subsidiary’s board of directors through the exercise of shareholding rights and the power to appoint executives, and it controls the subsidiary’s budget and operations through various internal policies. As a result, the parent company cuts and controls the use of the budget as much as possible in the process of calculating, determining, executing the a consignment contract price. In addition, some subsidiaries are under the control of the parent companies to the extent that they have to consult with the parent company in advance for employee promotion and recruitment, organizational changes, and even quota adjustment. This prevents subsidiaries from laying the groundwork for sustainable organizational systems and improved working conditions, and industrial relations have become strained. This is far from resolving social polarization through regularization of non-regular workers, which the government originally pursued, and it is also far from the independence, stability, and professionalism of subsidiaries, which are the desirable operating directions of subsidiaries proposed by the government. This paper points out these realities and proposes several policies, including reaffirming the goal and principle of regularizing non-regular workers and reorganizing the management evaluation of public institutions.