design charles & ray eames - hang it all © vitra the future of european trade unions: searching...
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Des
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Cha
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Vitr
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The Future of European trade unions: searching strategic levers
Guy Van Gyes
WOW Trade Union Seminar, Billund, 01.02.2013
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Well, it’s sundown on the unionAnd what’s made in the U.S.A.Sure was a good idea’Til greed got in the way
1983, Bob Dylan, Read more: http://www.bobdylan.com/us/songs/union-sundown#ixzz2JXe93ccb
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Overview presentation
• NO future of what?• Always a future• Challenges
– Logic of membership– Logic of influence
• Strategies– Ideas – instruments - organisation
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WHAT IS EUROPEAN TRADE UNIONISM?
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Definition
• Free association of workers– Workers decide freely to be member or not– Independance from the employer
• Defense of common interests• Durable (not ad-hoc)
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Representative
• Economic democratisation - Institutionalisation• Recognition – powers attributed in the interest of the
company, economy, general interest. • Intermediating organisations (Muller-Jentsch)
– Organisations in the civil society between on the one hand business and politics and on the other hand the lifeworld of the workers, members and rank-and-file
– They articulate and aggregate the interests of diverse groups of workers and social classes (milieux)
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Link to the European social model
• Social welfare rights
• Economic citizenship
• Reducedincome inequality
• Limiting working time
• Enhancingsocial cohesion
Joint-governance
Workplace democracy
Wage bargaining
Statutoryregulation
Social concertation
Social movementunionism
Workplacerepresentation
Dividing the pie (productivity gains)
Working timereductions
Social pacts
EUROPEAN SOCIAL MODEL
SOCIAL DIALOGUE PROCESSES
TRADE UNIONS ROLES
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Diversity in unity
• Industrial relations context– Organised – disorganised– State intervention – voluntarism– Conflictual or not
• Cleavages– Religious-political– Occupational-sectoral– Radical - Moderate
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Disorganised, non-conflictual
Low organised, low conflict, low state
Medium organised, high state, high conflict
High organised, state intervention, low conflict
High organised, medium conflict, low state
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ALWAYS A FUTURE
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Employment relationship = inherently contradictions
ECONOMIC EXCHANGE POWER
RELATIONSHIP
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Paradox of a bright futureNeed for unions % Agree
ESS 2003 70%
EB 1996 66%
EB 1984 53%
A great deal – quite a lot
Not at all
1981 34 25
1990 41 14
1999 48 10
2008 56 7
Trust in trade union
European Values Study15 to 29 years old, workers, Belgium
Six countries: BE, DE, UK, IT, NL, FR
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Trade union membership in Europe: 1970-2010
1970 1980 1990 2000 2010*
0.0
20.0
40.0
60.0
80.0
100.0
120.0
140.0
160.0
Austria
Belgium
Denmark
Finland
France
Germany
Ireland
Italy
Luxembourg
Netherlands
Portugal
Spain
Sweden
United Kingdom
Union membership 100=1970
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Key findings trade union membership in Europe
• 25 to 30% of the employees• Large differences between the Member States• Lower density in large countries• Trend clearly downward: 10-15 years ago one in
3, now 1 in 4– Dramatic losses Eastern Europe– Considerable losses: AT, IE, PT, DE, EL– Limited or stable: BE, DK, FIN, FR, IT, NL, ES, SE
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Two contrasting groups of union membership probability in Europe
1. Young workers (age -30), female, part-time, temporary contract, service sector (sales, hotels & restaurants, transport), micro-plant
3% Without union at workplace: 1%
2. Worker above 30 years, male, full-time, open-ended contract, public sector (administration, health & social services), larger establishment
56% With union at workplace: 65%
Weighted ESS survey data
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Trade union participation: lessons from research
• No problem of ‘sympathy’ nor ‘legitimacy’• Matter of social interaction/exchange
– Being asked?• Coverage of union at the workplace• Flexible, peripheral workforce• Key moment – entrance in the labour
market – more blurred transition– No choice for ever; but deliberate choice
=> importance of retention management
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Trade union participation: lessons from research
• Foremost: matter of instrumentality– Wat want workers from a union
• Support for an individual problem• Improvement of job quality (labour conditions first)
– Efficiency: obtaining something, more than once
• Dissatisfaction with work situation not a necessary nor a sufficient condition– Complex cost-benefit calculation
• Union can do something about it and not somebody else (unique selling position)
• Union can often do something about it• My membership/participation is a useful contribution to the fact that the union
can do something about it (free-riding problem)
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CHALLENGES
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Two sides of the same coin
• Logic of influence: How we defend our interests? How we try to influence the counterparty?– Collective bargaining– Information and consultation at the workplace – co-
determination– Political lobbying and campaigning– Individual service and help (mutual aid)– Social movement
• Logic of membership/particpation: How we assemble the workers? How we built and strengthen the rank-and-file?– Sensibilisation– Organising– Mobilising
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Logic of membership: individualisation
De Belgische vakbondsbasisUitdagingen en oplossingen
Upskilling Secularisation
EXPRESSIVEINDIVIDUALISM
Self-determination Hedonism
GENERATION Y: WORK TO LIVETALENT DEVELOPMENT – EMPOWERMENT
INTRINSIC BESIDES EXTRINSIC JOB MOTIVATIONS
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Colouring of social classes
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Logic of influence
• Globalisation• Financialisation
– => Neo-liberal hegemonyDominant economic policy system
Monetarism (combating inflation)
Economic context High unemployment Competitive capitalism (international competition)
Monetary system Non-accommodating Wage bargaining system Supply-side wage moderation
- lowering comparative labour costs; enhancing wage flexibility; anticipatory - income policy, setting inflation targets
Bargaining mode Voluntary co-ordination by peak organisations or pattern setting
Predominant bargaining level
Organised decentralisation with sectoral level usually prevailing
Predominant interest Employers: competitive and flexible wages
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De Belgische vakbondsbasisUitdagingen en oplossingen
Changes in working lives
• Growing flexibilisation– Peripheral workforce– Variable pay– Non-universal, occupational social security
• Work intensification and work pressure– Performance management – control culture– Combination pressure (work – family life)
• Job insecurity– Burn-out– More transition (20s – 40s)
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STRATEGIC LEVERS
Words – Logos
Action instruments – Praxis
Organisation
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Logos – Collective action frame
• Frame = interpretative schemata that signifies and condenses the ‘world out there’ by selectively punctuating
• ‘Bridging schemata’• European – transition management to a more durable
society
• ‘Not everything is for sale’• LOHAS: Lifestyle of Health and Sustainability
• Left is only succesfull when a positive, new alternative is put forward
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Instruments – logic of membership
• New instrumentalities – union services– Want it all - Smart combining work and life –
organising transitions– Wants to be in the driver seat – organising self-efficacy– Fun job/too much fun – mental health issues– Restructuring all the time – skill development; warning
(career coaching)– Loves to talk - personal approach/transparancy/let
have a say– Time too short – quick service– Always choice – no one standard package
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Instruments – logic of membership
• Institutions matter– Unemployment insurance; role in new risk
management– Low fee (subsidising by others)– Monopolistic presence at the workplace– Defend public service– Centralised collective bargaining
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Instruments – Logic of influence
• Multi-level: transnationale level(cf. Eurozone)
• Multi-stakeholder context; Conflict between Old (economy) – New (ecology)
• From industrial to innovation economy
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• Transnational wage policy– Coordination exist already (only without the union and narrow-
based; German wage leadership)• Taking wages out of competition = solidaristic wage policy
loonstructuur• “uses a deliberate, centrally force to counteract … the centrifugal
force of the market, i.e. its tendency towards wage differentiation• Demand-driven economic growth
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MORELESS
Employer TradeUnion Employer Trade
Union
Change management in a business strategy geared to innovation
Work organisation Labour conditions
Bargaining Dialogue
Workplace representation: focus on ‘working smarter’ not ‘harder’
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Conceptual difference
Dialogue on work Bargaining
Starting point Problem-driven Interest-driven
Goal Decision Contract
Climate Co-operative Competitive
Method Discussion Pressure
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Being more a Movement organisation
• A complex and formal organisation that sets its goals in accordance with the preferences of a social movement or countermovement.
• An ideological programme: an organisational discourse whereby ‘good’ arguments are formulated to question a given order.
• Two pillars– A representational organisation: a set or bodies and rules,
formalised in statutes, to structure the ‘representative’ decision-making process.
– Professional or administrative organisation: administrative apparatus; a not-for-profit organisation of union professionals.
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ESTABLISHING COMMUNITY EXPERIENCE IN A LARGE NETWORK ORGANISATION
STORY OF LEGO
1930s: a carpenter that makes woorden toys
Now???
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Organisational development
• Movement or representative organisation– Empowerment– Project-based
• Demarcated in time; social; learning experience
• ‘limited’ forms of activism (task, specialism)– Community unionism
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Organisational development
• Professional organisation– Transnationalisation– Result-based management: evaluating results
not process– Social resource management– Innovation management: beyond creativity to
implementation– Mid-term planning
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TO CONCLUDE
• NEEDS ARE THERE• IT IS ABOUT RE-INVENT YOURSELF BY
STICKING TO YOUR CORE VALUES• NO SOLIDARITY WITHOUT A SENSE OF
COMMUNITY
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TO CONCLUDE
Positive economicalternative
‘Bridging’ mobilising slogans
More social movement
Transnational solidaristic wage
coordination
Local partnership for smarter work
New risk services
Professional learning network
organisation
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SUCCESS IS 99% FAILURE(Honda quote; Cf. lego history)