ENDÜSTRİ İLİŞKİLERİNİN YENİ YÜZÜ İNSAN KAYNAKLARI YÖNETİMİ: EMEĞİ ÖRGÜTSÜZLEŞTİRME STRATEJİSİ

Volkan IŞIK

Makale detayları

ENDÜSTRİ İLİŞKİLERİNİN YENİ YÜZÜ İNSAN KAYNAKLARI YÖNETİMİ: EMEĞİ ÖRGÜTSÜZLEŞTİRME STRATEJİSİ

Yazarlar:

Volkan IŞIK

Yayıncı:

Ankara Hacı Bayram Veli University

Dergi:

Gazi University Journal of Faculty of Economics and Administrative Sciences 2009 Vol.11 Issue 3, pp.147-176

Belge Tipi:

Makale

Yayın Tarihi:

11/2009

Belge Dili:

Türkçe

Document ID (Org No.):

2000867004

Sıklık:

Üç Yıllık

eISSN:

2667-405X

Anahtar kelimeler:

Özet:

 

Tarım toplumundan sanayi toplumuna geçişle birlikte, yeni çalışma biçimlerinin ve ilişkilerinin ortaya çıkmasıyla şekillenen ve bu çalışma ilişkilerini düzenleme isteğinin bir sonucu olarak ortaya çıkan endüstri ilişkileri sistemi, 20.yüzyılın son çeyreğinden itibaren küresel bir nitelik kazanan neoliberal politikaların etkisiyle köklü bir dönüşüm süreci içerisine girmiştir. Özellikle yeni teknolojilerin üretim sürecine dahil olması, esnek çalışma biçimlerinin yaygınlaşması ve çokuluslu şirketlerin ortaya çıkmasıyla başlayan süreç, emeğin vasıf düzeyinin artmasına ve küresel bir nitelik kazanmasına neden olmuştur.Sanayi toplumundan bilgi toplumuna geçişe ve tüm Dünya’da işgücünün sanayi sektöründen hizmetler sektörüne doğru hareketliliğine kadar devam eden değişim süreci, geleneksel endüstri ilişkileri sisteminde yapısal bir değişimi zorunlu kılmıştır. Özellikle artık yeni toplumda vasıf düzeyi artan işgücünün, bireysel pazarlık gücünü ele geçirdiği düşüncesiyle; çalışma ilişkilerinin düzenlenmesinde sistemin aktörlerine -özellikle işçi sendikalarına- ihtiyacın olmadığı düşüncesinin yaygınlaşması, yeni bir modelin -İnsan Kaynakları Yönetiminin- doğmasına neden olmuştur. Post-endüstriyel dönüşüm süreciyle birlikte endüstri ilişkilerinin yeni yüzü olarak ortaya çıkan insan kaynakları yönetimi, özellikle çokuluslu şirketlerde, işçi ve işveren arasındaki dolaysız ilişkilerin bir aracı olarak kullanılmakta ve işçi sendikaları miadını doldurmuş, 19.yüzyıla ait örgütler olarak görülmektedir.

 

Industrial relations system, formed by arising new employment types with
 transition from agricultural society to industrial society, appearing as a result
 of desire to arrange labour relations, entered to a radical transformation
 process with the effect of neoliberal policies which has gained a global
 characteristic after the last quarter of 20th century. The period starting with
 especially involvement of new technologies into production process, expanding
 flexible employment forms and emerging of multinational corporations has led
 labour’s qualification to increase and gain a global characteristic.
 The period of change starting in 1970s and on-going in 1990s till work
 force’s movement from industry sector to services sector and transition from
 industrial society to information society, necessitated a structural change in
 traditional industrial relations. Exclusively, in contemplation that the
 workforce with its increasing qualification, has obtained individual bargaining
 power in the new society, widespreading of the thought that there is no need for
 players of the system-especially labour unions- in arranging labour relations,
 has caused to the birth of a new model –Human Resources Management-.
 While capital stock, technical equipment and product technology was in the
 foreground in a major part of 19th and 20th centuries, we saw “human
 resource” in product organisation as a rising star while we approached to 21st
 century. Even the other production factors and resources are used efficiently, it
 was obvious that the enterprises couldn’t reach the same efficiency level and
 was understood that it was the human resource making a difference. So in the
 advancing company structures, human resources started playing a much more
 strategic role that it had not before. As utilisation of information technologies’
 in business life became widespread, that developed with the globalisation
 process, increasing of competence by multinational corporations’ extension in
 world scale and understanding of enterprises that they can only with investing
 on information and human resource survive in this competitive environment,
 caused a structural change in labour force. So a necessity for new personnel
 policies arose which can also serve to structural change in labour force, which
 can be expressed with terms like information worker, intellectual capital and
 human capital. Those changes around and inside the enterprises has caused
 traditional personnel management to seem inadequate in tensions between
 employees and managers and especially labour to seem as an important
 resource for organization and thus let a series of terms under the name of
 human resources. 
 Human resources management, appearing with post-industrial
 transformation process as a new face of industrial relations, is used as a tool for
 indirect relations between employer and employee thus labour unions are seen
 like outdated organisations, belonging to 19th century, especially in
 multinational corporations.
 In the new industry relations that emerged with the transition in traditional
 industrial relations which expresses the system that employee and employer join
 as parties and collective negotiation content, it is observed that company
 managements develop strategies to keep unions away from company and
 establish indirect relations with employees. It’s been witnessed that the national
 grade triple structure was collapsed with transformation in industrial relations.
 As a result, the trend of human resources management’s replacement with
 industry relations system is an important trend that developed with shrinkage in
 industry relations system. With the human resources policies practiced mainly
 firms with a large-scale and a union, firms started using new forms of indirect
 relations with labours commonly. It’s believed that company-employee
 integration is established with the human resources applications that involve
 labours increasingly participation in management and some incentive prizing
 methods. Thus, company-employee relations are arranged at company level and
 human resources management policies are introduced as a shocking power that
 creates new facilities, so a new dimension on industry relations and unionism is
 brought by the way.
 Unions’ lose of power with the increasing non-unionization trends and even
 the spreading ideas that human resources management can be substituted as a
 result of its strategic characteristic, shows that a union conception based on
 collectivism can’t be carried on anymore. And this situation has led unions to
 new pursuits to exist, like business level organizing –business level organizing
 of unions made them employer-dependant -. But of course, nothing’s like it was
 before 1970’s in our country where market economy is dominant. Therefore; in
 today’s world where multinational corporations play an efficient role on world
 economy, where capitalism gains a global characteristic, where competence is
 out of borders while unqualified labour is within the borders, labour unions
 should think once again on their functions with their day-by-day decreasing
 efficiency. But it’s against the objective and structure of industrial relations
 system and especially unions to reshape in an individual focused manner just
 because it has a collective approach in its underground.
 Trade union movement should be restructured the way it can respond to the
 needs of new employees, new kind of labour reorganization and new
 employment relations. For this, unions should also lean on topics like,
 development of employment, business organization, better working life 
 conditions, education, health, environment, protection of women and children in
 working life while they lean on their traditional activities like increase of wages
 and benefits, improvement in working conditions.
 Unions’ reorganization with broadening their activities, would be much
 more effective with an international cooperation conception which is a necessity
 for a global battle against the “global”.

Makale detayları

ENDÜSTRİ İLİŞKİLERİNİN YENİ YÜZÜ İNSAN KAYNAKLARI YÖNETİMİ: EMEĞİ ÖRGÜTSÜZLEŞTİRME STRATEJİSİ

Yazarlar:

Volkan IŞIK

Yayıncı:

Ankara Hacı Bayram Veli University

Dergi:

Gazi University Journal of Faculty of Economics and Administrative Sciences 2009 Vol.11 Issue 3, pp.147-176

Belge Tipi:

Makale

Yayın Tarihi:

11/2009

Belge Dili:

Türkçe

Document ID (Org No.):

2000867004

Sıklık:

Üç Yıllık

eISSN:

2667-405X

Endüstri İlişkileri

Küreselleşme

İnsan Kaynakları Yönetimi.

Sayı

Makale detayları

ENDÜSTRİ İLİŞKİLERİNİN YENİ YÜZÜ İNSAN KAYNAKLARI YÖNETİMİ: EMEĞİ ÖRGÜTSÜZLEŞTİRME STRATEJİSİ

Yazarlar: Volkan IŞIK

Yayıncı: Ankara Hacı Bayram Veli University

Dergi: Gazi University Journal of Faculty of Economics and Administrative Sciences 2009 Vol.11 Issue 3, pp.147-176

Belge Tipi: Makale

Yayın Tarihi: 11/2009

Belge Dili: Türkçe

Document ID (Org No.): 2000867004

Sıklık: Üç Yıllık

eISSN: 2667-405X

Endüstri İlişkileri

Küreselleşme

İnsan Kaynakları Yönetimi.

Sayı

Yazarlar:

Volkan IŞIK

Yayıncı:

Ankara Hacı Bayram Veli University

Dergi:

Gazi University Journal of Faculty of Economics and Administrative Sciences 2009 Vol.11 Issue 3, pp.147-176

Belge Tipi:

Makale

Yayın Tarihi:

11/2009

Belge Dili:

Türkçe

Document ID (Org No.):

2000867004

Sıklık:

Üç Yıllık

eISSN:

2667-405X