Key Challenges for Collective Bargaining in Canada and

Key Challenges for Collective Bargaining in Canada and China in Comparative Perspective 从比较视角看加拿大与中国集体谈判面临的关键挑 战 Gregor Murray Canada Research Chair on Globalization and Work Interuniversity Research Centre on Globalization and Work (CRIMT - www. crimt. org) School of Industrial Relations, University of Montréal International Conference on the Transformation of Collective Labour Relations and Collective Labour Dispute Resolution in China 14 -15 December 2013, Capital University of Economics and Business, Beijing, P. R. China

I. Three sets of reasons to bargain collectively 进行集体谈判的三层因素 II. Seven challenges for collective bargaining 集体谈判面临的七大挑战

I. Three sets of reasons to bargain collectively - For the worker - For the company - For society 进行集体谈判的三层因素 - 人层面 - 公司层面 - 社会层面

Why Bargain Collectively I? For the workers: 集体谈判的原因—— 人层面： • Promote dignity: power imbalance of individual workers, dealing with arbitrary treatment (main motivation for most workers) : freedom, security, equity, dignity 促进尊严：个体 人权力失衡，应对雇主专制对待（大多数 人的 主要动机）：自由，保障，平等，尊严 • Affirm rights: right to belong to a union and to bargain collectively = fundamental right in international and national conventions (United Nations, ILO, international trade agreements and national legislation); rights can take a variety of forms (France v. Germany v. Canada); need to ensure the respect of these rights (United States v. Canada) 主张权利：参与 会和集体谈判的权利=国际和国家公约的基本权 利（联合国，国际劳 组织，国际贸易协议和国家法律）；可采取 多种形式的权利（法国v. 德国v. 加拿大）；需要确保对这些权利的 尊重（美国v. 加拿大）

Why Bargain Collectively I? For the workers: 集体谈判的原因—— 人层面： • Ensure voice: workers express views for balance between social and economic objectives; sense of belonging and responsibility; sense of making your workplace better through worker intelligence; contribution to productive goals 确保发言权： 人表达意见以平衡社会和经济目标；归属感 和责任感；通过 人智慧优化 作场所; 贡献于生产性目标 • Working conditions – safety and time: safer work, more control over working time and better balance between life at work and life outside of work (overtime, shift schedules, vacations), 作条件——安全和时间： 作安全，更多的掌控 作时间 及 作生活更好的平衡（超时 作，调整 作日程，休假）

Why Bargain Collectively I? For the workers: 集体谈判的原因—— 人层面： • Working conditions – wages and benefits: better working conditions and wages = union wage premium but overestimation of economic factors in decision to unionize where the key considerations are dignity, voice and fairness 作条件—— 资和福利：更好的 作环境和更高的 资 = 会 资溢价，但在组织 会决策中高估了经济因素， 因为在组织 会决定中真正关键的考虑因素是尊严，发言 权和公平

Why Bargain Collectively II? For the company: 集体谈判的原因——公司层面： • Resolve disputes: employers and employees have shared and conflicting interests = cooperation and conflict at work = way to organize cooperation and solve conflicts on a regular basis = way to provide collective solutions to recurring individual and structural conflicts 解决争议：雇主和雇员既有共同利益又有利益冲突=在 作中 既要合作又有冲突=需要建立合作和解决冲突的常规机制=需要 对经常性个体冲突和结构冲突的集体解决办法 • Improve HR systems: make better managers (safety, equity, working time, work processes…) = institutionalize best HR practice 提升人力资源系统：更好的管理者（安全，平等， 作时间， 作过程……）= 好的人力资源实践制度化

Why Bargain Collectively II? For the company: 集体谈判的原因——公司层面： • Balance and legitimacy: workplaces are better if there is a balance between social and economic objectives = way of ensuring that workers can express their views and improves buy-in to objectives= commitment through good practice 平衡和合法：如果社会的和经济的目标能达到平衡， 作场所将 更好=确保 人能表达意见，同时改善盈利目标=通过良好实践 承诺 • Improve productivity: attract qualified workers; reduce turnover; employers and employees contribute to solve big challenges (labour shortages, improving work processes and quality = big challenges) = economic evidence on benefits of experienced and stable workforce 提高生产率：吸引合格 人；降低员 流失率；雇主和雇员共同 应对大的挑战（劳动力短缺，改善 作过程和 作质量=大的挑 战）=利于经验丰富和稳定员 的经济证据

Why Bargain Collectively II? For the company: 集体谈判的原因——公司层面： • Improve wage equity: better distribution between different groups (ex. men and women, managers and workers, …) 提升 资平等：不同群体的更好的报酬分配（比如：男性和 女性，管理者和 人） • Improve transparency and accountability: management accountability = collective discussion of best practice for good governance of firms = works against corruption provided that the union is also democratic (= cross-national issue and focus for legislative attention to ensure union member safeguards) 提高透明度，完善问责制：管理问责制=集体商讨公司治理 的最优化实践=反对腐败的 作以表明 会也是民主的（=跨 国问题和确保 会成员安全的立法关注）

Why Bargain Collectively III? For the society: 集体谈判的原因——社会层面 • Inequality: More equitable income distribution = greater worker purchasing power = better national economy (not only through exports but also through worker purchasing power) = see OECD evidence on rising inequality (Gini coefficients ) and weakening unionization (Sweden, Denmark, Canada v. UK, US, Mexico, China) 不平等：更公平的收入分配=更强的 人购买力=更好的国 民经济（不仅是依靠出口，同时依靠 人购买力）=见 OECD 关于不平等加剧（基尼系数）和弱化 会（瑞典， 丹麦，加拿大v. 英国，美国，墨西哥，中国）的证据

Why Bargain Collectively III? For the society: 集体谈判的原因——社会层面 • Resolve labour market problems: social dialogue + bargaining = way of discussing and solving key labour market issues (ex. training, labour shortages, social equity, youth employment) = useful dialogue to solve these issues and source of innovative solutions 解决劳动力市场问题：社会对话+谈判=商讨解决主要的劳 动力市场问题（比如：培训，劳动力短缺，社会平等，青 年就业）=解决这些问题的有效对话和创新解决办法的源泉

Why Bargain Collectively III? For the society: 集体谈判的原因——社会层面： • Improve working conditions for society: collective bargaining sets the pace for improving working conditions as a whole and helps to balance production and consumption; bad examples of Vietnam, Mexico, Bangladesh – where collective bargaining is weak = declining real wage trap where productivity improvements do not lead to improvements in working conditions; ex. of Mexico in North American Free Trade Agreement = characteristic of where power lies in global value chains and weak institutional labour regimes in “lower” end of chain 改善社会 作条件：集体谈判为改善整体 作条件设定了步调， 同时帮助平衡生产与消费；不好的例子，越南，墨西哥，孟加拉 国——这些国家集体谈判很弱=真实 资下降的陷阱，生产率提 高并没有带来 作条件的改善；比如，北美自由贸易协定中的墨 西哥=全球价值链中的权力特点和链条末端薄弱劳动制度

Why Bargain Collectively III? For the society: 集体谈判的原因——社会层面： • Improve social security: helps to put systems into place for long-term social security issues ex. pensions in Canada ex. issues of migrant labour and access to social benefits; however, lower levels of unionization highlight problems of access to social security through collective bargaining (Canada, US v. Belgium, Denmark) 改善社会保障：助于把系统整合到长期社会保障问题中。比 如，加拿大 养老问题；比如，移民 人获取社会福利的问 题；但是，更低水平的 会化使得通过集体谈判获得社会保 障的问题更加突出（加拿大，美国v. 比利时，丹麦）

Why Bargain Collectively III? For the society: 集体谈判的原因——社会层面 • Better economic and social performance: importance of labour market institutions, most competitive = economic + social ex. Nordic countries ex. Human Development Index 更好的经济和社会效益：劳动力市场制度的重要性，有序竞争 =经济效益+社会效益。比如，北欧国家，人类发展指数 • Improve governance: democracy at work = better societal governance 改善治理： 作中的民主=更好的社会治理 • Improve “happiness” and well-being: collective bargaining societies score higher on global indexes: happiness, social performance, transparency, … 提高“幸福”和福祉：集体谈判社会在一些全球指数得分很高： 幸福感，社会效益，透明度……

II. Seven challenges for collective bargaining 集体谈判面临的七大挑战 1. Getting the building blocks of an institutional regime in place 获得建立合适制度机制的基本模块 2. For workers to act collectively 人集体行动 3. For cooperation at work to take place 作中如何合作 4. For employers not to be penalized by decent working conditions 雇主不会因 体面 作条件问题被处罚

II. Seven challenges for collective bargaining 集体谈判面临的七大挑战 5. For connecting across borders to match the real organization of production 匹配实际生产组织的跨国联系 6. For a renewed role for unions 会角色的复兴 7. For governments and society to deal with economic and social transformations 政府和社会应对经济、社会转变

Challenge 1: Getting the building blocks of an institutional regime in place 挑战 1：获得到位的体制度机制的基本要素 Requirement: Basic building blocks for collective labour relations regimes 需求：集体劳动关系制度的基石 → Freedom of association: workers choose to organize = absolute right 结社自由： 人选择组织=绝对权利 → Choosing and replacing representatives (democratic elections) = absolute right 选择和更换代表（民主选举）=绝对权利 → Approving the content of a collective contract = absolute right 认同集体合同的内容=绝对权利

Challenge 1 / 挑战 1： Requirement: Basic building blocks for collective labour relations regimes 需求：集体劳动关系制度的基石 → Withdrawing labour / striking = regulated right 退出劳动/罢 =受管制的权利 → Workplace and societal voice mechanisms/consultation = regulated right 作场所和社会发声机制/磋商=受管制的权利 → Bargaining in good faith = regulated obligation 诚信的谈判=受管制的义务

Challenge 1 / 挑战 1： → Difficult to construct cooperative labour relations without these building blocks 没有这些基本要素将难以建立合作劳动关系 Canadian example = strong on absolute rights and good faith bargaining, erosion of right to strike in some industries, absence of mandatory workplace and societal voice mechanisms 加拿大的例子=强大的绝对权利和诚信谈判，一些产业罢 权利 的侵蚀，缺乏强制的 作场所和社会发声机制 = mixed pattern on collective labour relations with considerable cooperation and some conflict at workplace level, difficult for societal cooperation 作场所的具大量合作和一些冲突的集体劳动关系的混合模型， 难以社会合作

Challenge 1 / 挑战 1： → Difficult to construct cooperative labour relations without these building blocks 没有这些基本要素将难以建立合作劳动关系 Chinese example = very limited emergence of some absolute rights, tolerance/repression of right to strike, uncertain obligations on good faith, some workplace voice but ambiguous union role, some basis for societal voice 中国的例子=一些���利非常有限的出�，� �利的抑制， �信��的不明确，一些 作�所的声音但模糊的 会角色， 一些社会声音的基� = difficult to establish sustainable basis for workplace and societal cooperation 难以建立 作场所和社会合作可持续的基础

Challenge 2: Workers acting collectively 挑战 2： 人集体行动 Demand Side: Three factors for workers to act collectively 需求方面： 人集体行动的三个因素 1) objective dissatisfaction with work ex. arbitrary treatment, fairness at work, poor supervision, working conditions, wages 对 作的客观不满。比如，专制管理， 作中的公平， 监管不力， 作条件， 资

Challenge 2: Workers acting collectively 挑战 2： 人集体行动 Demand Side: Factors that concern worker interests 需求方面： 人利益相关的因素 2) attitudes towards unions and collective organizations ex. socialization, collective identities, perception of common interests, that unions (Canada, Europe) or collective action (United States, China) is good (ex. US non-unionized service sector ex. workers in industrial zones in China ex. workers from same village) 对 会和集体谈判的态度。比如，社会化， 集体认同，对 共同利益的认识，认为 会（加拿大，欧洲）或者集体行 动（美国，中国）是好的（比如，美国去 会化的服务部 门，中国的产业 人，来自同村的 人）

Challenge 2: Workers acting collectively 挑战 2： 人集体行动 Demand Side: Factors that concern worker interests 需求方面： 人利益相关的因素 3) instrumentality: the belief that a union or collective worker action can make things better in your particular workplace (ex. will a worker who fights just get fired? are there examples of worker gains that you can use to inspire other workers? Importance of examples to emulate ex. Honda strike in China, historic examples in other countries) 媒介、 具： 会或集体 人行动能使 作场所更好的 信念（比如，抗争的 人会被解雇吗？是否有 人获益 的事例激励其他 人呢？可模仿事例的很重要性，比如 中国的本田罢 ，其他国家历史上的罢 事件）

Challenge 2: Workers acting collectively 挑战 2： 人集体行动 Supply Side: Objective conditions for a particular workplace 供给方面：特定 作场所的客观条件 → unions are present and able to help organize where need expressed = problems of unions not able to cope with labour market exclusion = experiments with new structures and recruitment techniques 会存在并能帮助组织 人表达意愿= 会不能解决 劳动力市场排斥的问题=新结构和新招聘技术的使用

Supply Side: Objective conditions for a particular workplace 供给方面：特定 作场所的客观条件 → initial employer opposition can be neutralized or overcome (ex. labour law, ex. worker organization versus criminalization of worker action) 可以克服雇主最初的反对（比如，劳动法，比如， 人组织和 人行动的定罪） → if not unions, then what kinds of organizations can defend worker interests and identities? ex. U. S. with bad labour law = many innovations ex. UK = citizens’ advice centres ex. China with emergence of labour NGOs 如果没有 会，那何种组织可以捍卫 人的利益和身份？美国， 不好的劳动法律=大量的创新；英国=市民咨询中心；中国则是劳 NGO的出现 → comparing the gap between the demand for and the supply of collective representation 比较对集体代表需求和供给二者的缺口

Challenge 3: Establishing the basis for real cooperation 挑战 3：建立真正合作的基础 What are the conditions that favour workplace cooperation? 促使 作场所合作的条件是什么？ è Workplace training 作场所培训 è Guarantees on job security and employment 对 作和就业的保障 è Joint regulation of change (consultation, agreements, integration of changes into labour relations structures) 变化的联合监管（劳动关系结构变化的协商，协议和整 合）

Challenge 3: Establishing the basis for real cooperation 挑战 3：建立真正合作的基础 èUnion involvement in management 会参与管理 è Presence of strong union capacity 强大的 会力量的存在 Internal : membership participation, grass-roots delegate network, time off to participate in change, etc. 内部：会员参与，基层代表网络，有参与变革的时间， 等等 External : links to expertise, information and education; links with other unions and workers 外部：专家意见，信息和教育；与其他 会和 人联系

Challenge 3: Establishing the basis for real cooperation 挑战 3：建立真正合作的基础 è Core arguments: 核心论点： a) strong collective representation is a key to workplace cooperation 强有力的集体代表是 作场所合作的关键 b) weak collective representation can generate more conflict (unless it is totally dominated and ineffective) 弱的集体代表会�致更多的冲突（除非它完全被支配和无效）

Challenge 3: Establishing the basis for real cooperation 挑战 3：建立真正合作的基础 Traditional “Trickle-Down” Model (invest, produce more, social benefits follow) versus Emerging Social Dynamics Model (get the social conditions right and high-performance productivity follows) 传统的“利益扩散”模型（更多投资，更多生产，继而 提高社会福利）v. 新兴社会动态模型（获得社会条件权 利和高绩效，继而提高生产率） Two approaches 两条途径 Idealistic Approach: Attitudes è Behaviour èPractices /Policies 理想途径：态度è 行为 è实践/政策 Realistic Approach: Practices /Policies è Behaviour è Attitudes 现实途径： 实践 /政策 è行为è 态度

Challenge 4: Collective bargaining must work for many employers: it takes a system so that employers are not penalized for providing decent working conditions 挑战 4：: 集体谈判必须适用于很多雇主：它提供一个 系统使得提供体面 作条件的雇主不受处罚 → Need to regulate a market: industry or region ex. contract cleaning 需要规范市场：产业或区域。比如，合同清理 → Need to establish a system of collective bargaining = insulate against unfair competition ex. Canadian employer Couche-Tard ex. Wal Mart 需要建立集体谈判的体系=反不正当竞争。比如，加 拿大雇主Couche-Tard ，沃尔玛

Challenge 4: Collective bargaining must work for many employers 挑战 4：集体谈判必须适用于很多雇主 → Need to experiment with leading edge and different models (company, industry, city) = history of collective bargaining and need to think strategically about role of leading industries or sectors 需要具优势的经验和不同的模式（公司，产业，城市）=集 体谈判的历史和战略思考主导产业或部门的角色 → How to enlist best employers and state support to establish a system (problem when collective bargaining is not the leading edge ex. service sector in Canada = looking for employer models) 如何争取最佳雇主和政府的支持以建立一个体系（当集体谈 判不具领先优势时的问题。比如，加拿大的服务部门=寻求雇主 模型）

Challenge 5: Collective bargaining across borders 挑战 5：跨国集体谈判 Nature of global competition in multinational companies: bench-marking of sites, location tournaments for new investment 跨国公司全球竞争的属性：基准定位， 新投资的区位竞赛 → Regulate value chains that drive down safety and working conditions and ex. Rana Plaza, Bangladesh (buyers and suppliers) 价值链管理使得安全和 作条件降低。比如， 孟加 拉国的Rana Plaza（消费者和供应者）

Challenge 5: Collective bargaining across borders 挑战 5：跨国集体谈判 → Mobilize international labour discourse (four pillars of decent work: rights & standards, jobs, social protection, social dialogue) 调动国际劳 讨论（体面 作的四大支柱：权利&标 准， 作，社会保障，社会对话） → Mobilize new tools and new partners 运用新 具，动员新伙伴

Challenge 5: Collective bargaining across borders 挑战 5：跨国集体谈判 → Need for international links that mobilize 需要调动国际联系 → Need to go beyond a conception of collective bargaining that is just about wages: giving confidence in stories, coalitions and tools for community development strategies, on both the economic and social dimensions; collective bargaining and social dialogue provide a way of talking about these issues ex. access to labour market for the young, environmental issues, quality of life 需要超越仅为 资的集体谈判概念：让人有信心的故事， 利于社区发展战略的联盟和 具，经济和社会双维度的；集 体谈判和社会对话提供了讨论这些问题的方式，比如，青年 就业，环境问题，生活质量

Challenge 6: For Unions: Renew or Die! 挑战 6： 会：复兴或是消亡！ ©miro kovacevic

Challenge 6: For Unions: Renew or Die! 挑战 6： 会：复兴或是消亡！ → Renewing purpose in a changing economy = renewing identification with unions (ex. strong divide between included, i. e. union members, and excluded in Europe, ex. growing problem of two-tier settlements in North America involving for disparity of treatment between current and future workers) 在变化经济中复兴目的= 会复兴的认识（比如， 在 欧洲，对 会 复兴包括还是不包括 会会员问题，就存 在很大的分歧；再如，在北美，日益严峻的两级分层， 及现有 人和将来 人的差别对待）

Challenge 6: For Unions: Renew or Die! 挑战 6： 会：复兴或是消亡！ → Beyond collective bargaining to link with wider worker concerns (not just workplace) 在集体谈判之外与更多的 人问题关联（而不仅仅是 作场所） → Innovation and experimentation in structures, modes of operation, modes of action and strategies = strategic repertoire of what unions actually do (ex. investment funds, training, …. ) 结构、运作模式、行动模式和策略的创新和试验 → Accountability and democracy 问责制和民主

Challenge 6: For Unions: Renew or Die! 挑战 6： 会：复兴或是消亡！ → New technologies and generational shift: re-inventing union life in an era of new social media, finding other ways to organize 新技术和代际转换：在一个新社会媒介时代，重塑 会生命，寻求组建的其他方式 → Role of new structures and new actors if the old ones are not working (NGOs, lobby groups, new types of structures ex. Walmart) 如果旧的组织没有发挥作用，新结构和新行动者的角 色是什么？（非政府组织，游说组织，新型结构，比如， 沃尔玛）

Challenge 7: For Governments and Society 挑战 7：政府和社会 → What’s at stake: Decent work, decent life; justice, dignity, rights; equality, equity, solidarity, security; intergenerational legacy (creating a better life for children) = different from neo-liberal approaches to labour market and societal governance 存在的危机：体面 作，体面生活；公正，尊严，权 利；公平，平等，一致，保障；代际遗产（为孩子创造 更好的生活）=劳动力市场新自由主义和社会治理的不 同

Challenge 7: For Governments and Society 挑战 7：政府和社会 → Managing economic and social change in a time of great societal change ex. role of unions in reducing inequality and promoting a fairer economic model 在社会巨变的时代，应对经济社会变化。比如，在减 少不平等和促进公平经济模式中发挥 会的作用

Challenge 7: For Governments and Society 挑战 7：政府和社会 → Finding a balance among the interests at play in a time of global economic transformation 全球经济转变时期，寻求不同利益的平衡点 → Facilitating participation in different forms of economics & social life to give better results on both the economic and social dimensions of life at work 促进参与不同形式的经济社会生活以在经济和社会双 维度获利。