Industrial relations and social dialogue

Relaciones laborales: Evolución 2015-2019

Flagship report
Actualizado
15 Diciembre 2020
Publicado
11 Diciembre 2020
pdf
Formats and languages
Executive summary in 22 languages
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Conclusiones principales

  • A escala europea, ha habido un volumen impresionante de iniciativas conjuntas surgidas del diálogo social europeo, pero se han alcanzado pocos acuerdos.
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  • A escala europea, ha habido un volumen impresionante de iniciativas conjuntas surgidas del diálogo social europeo, pero se han alcanzado pocos acuerdos.
  • En algunos sectores existe la preocupación de que se hayan rechazado las peticiones de los interlocutores sociales de aplicar sus acuerdos a través de legislación europea y de que se necesiten mejores vínculos entre las escalas de la UE y nacional.
  • A escala nacional, las relaciones laborales siguen siendo muy diversas dentro de la UE. El análisis de Eurofound sugiere una división clara entre los países (nórdicos y continentales), que registran las mejores puntuaciones en democracia industrial, y los Estados miembros meridionales, liberales y de Europa Central y Oriental (ECO).
  • Menos de uno de cada tres centros de trabajo (con más de diez trabajadores) en la UE (29 %) cuenta con algún tipo de representación de los trabajadores. Los requisitos legislativos son un factor clave para que exista representación.
  • Invertir en diálogo social en «tiempos de bonanza» ayuda a garantizar que pueda recurrirse a él en tiempos de crisis. Una revisión de las primeras respuestas políticas a la pandemia de la COVID-19 muestra que, en general, la participación de los interlocutores sociales fue más sólida en aquellos países en los que tradicionalmente el diálogo social ha desempeñado un papel importante.
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Resumen

Como parte de su mandato de promover el diálogo entre los interlocutores sociales, Eurofound ha realizado un seguimiento y un análisis de la evolución de los sistemas de relaciones laborales a escala de la UE y de los Estados miembros de la UE durante más de 40 años. El presente informe de refereRead more

Como parte de su mandato de promover el diálogo entre los interlocutores sociales, Eurofound ha realizado un seguimiento y un análisis de la evolución de los sistemas de relaciones laborales a escala de la UE y de los Estados miembros de la UE durante más de 40 años. El presente informe de referencia se basa en el trabajo realizado en este contexto durante el último período de programación (2015-2019). Se fundamenta en el amplio seguimiento de los sistemas de relaciones laborales y del diálogo social que lleva a cabo Eurofound de forma permanente. El objetivo general del informe es ayudar a los responsables políticos y a los agentes de las relaciones laborales tanto a comprender los retos del diálogo social como a identificar posibles maneras de contribuir a desarrollar unos sistemas de relaciones laborales equilibrados y que funcionen correctamente.

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Formats and languages

  • Informe

    Número de páginas: 
    120
    Número de referencia: 
    EF20023
    ISBN: 
    978-92-897-2137-0
    Catálogo nº.: 
    TJ-06-20-066-EN-N
    DOI: 
    10.2806/994718
    Catalogue info

    Relaciones laborales: Evolución 2015-2019

    Formatos

    Citar esta publicación: 

    Eurofound (2020), Industrial relations: Developments 2015–2019, Challenges and prospects in the EU series, Publications Office of the European Union, Luxembourg

  • Executive summary

    Número de referencia: 
    EF20023EN1
    Catalogue info

    Relaciones laborales: Evolución 2015-2019

    Autor o autores: 
    Eurofound

    Disponible para su descarga en 22 idiomas

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  • Tables and graphs

    List of tables

    Table 1: Main EU cross-sectoral joint texts, November 2014–November 2019
    Table 2: European Pillar of Social Rights
    Table 3: Results of the mapping exercise on capacity gaps and needs among national social partners
    Table 4: Social partners’ involvement in social and labour policymaking
    Table 5: Recitals with explicit references to capacity building in the 2019 CSRs
    Table 6: Contextual indicators for industrial democracy
    Table 7: Dimensions and indicators of industrial democracy
    Table 8: Industrial democracy clusters in the EU27 and the UK, 2008–2012 and 2013–2017
    Table 9: Selected developments in social partner organisations, 2014–2019
    Table 10: Member States in which respondents were most and least likely to have received training as an employee representative
    Table 11: Employee representatives perceiving levels of appreciation from employees by industrial democracy cluster (%)
    Table 12: Direct and indirect forms of employee involvement in the most important organisational change
    Table 13: Views of management and employee representatives on the degree of influence of employees and their representatives
    Table 14: Extent of mutual trust between employee representatives and management (%)
    Table A1: Types of employee representatives included in the ECS 2019

    List of figures

    Figure 1: European social dialogue outcomes by type of text (as at 29 July 2020)
    Figure 2: National social partners’ involvement in peak-level social dialogue in 2018
    Figure 3: Trade union density rates by industrial democracy cluster, 2000, 2014 and 2018 (%)
    Figure 4: Collective bargaining coverage rates by industrial democracy cluster, 2000, 2014 and 2018 (%)
    Figure 5: Private sector collective bargaining coverage and patterns by industrial democracy cluster, 2019 (%)
    Figure 6: Prevalence and type of workplace-level employee representation by country and industrial democracy cluster (%)
    Figure 7: Proportion of employees covered by official employee representation by industrial democracy cluster
    Figure 8: Proportion of companies in the ECS to which certain legal rules and size thresholds on employee representation apply
    Figure 9: Probability that any form of employee representation will exist in an establishment by establishment size and sector (%)
    Figure 10: Influence of legal rules and thresholds on probability of representation (%)
    Figure 11: Influence of company employment developments, competitiveness and workforce structure on probability of representation (%)
    Figure 12: Years of experience as an employee representative by gender (%)
    Figure 13: Proportion of respondents by type of representation and establishment size
    Figure 14: Working time available to employee representatives by industrial democracy cluster (%)
    Figure 15: Training for employee representatives by type and establishment size (%)
    Figure 16: Access of employee representatives to funding for external advice by type of representation and establishment size (%)
    Figure 17: Proportion of employee representatives reporting estimated shares of trade union membership in their establishments (%)
    Figure 18: Employee representatives meeting with employees during and outside working hours (%)
    Figure 19: Existence and use of a dedicated social media account to communicate with employees by length of experience of the employee representative (%)
    Figure 20: Employee representatives receiving information (financial, employment and strategic) from management by industrial democracy cluster (%)
    Figure 21: Employee representatives expressing satisfaction with the quality of information and reporting receiving it in good time (%)
    Figure 22: Employee representatives’ involvement in various types of pay negotiations (%)
    Figure 23: Employee representatives’ involvement in pay negotiations by industrial democracy cluster (%)
    Figure 24: Employee representatives’ involvement in pay negotiations by type of representation (%)
    Figure 25: Employee representatives reporting organisational changes since 2016 (%)
    Figure 26: Areas of most important change since 2016, as reported by employee representatives (%)
    Figure 27: Involvement of employee representatives in the most important organisational change by industrial democracy cluster (%)
    Figure 28: Initiator and form of social dialogue (%)
    Figure 29: Forms of indirect and direct employee involvement in the most important organisational change (%)
    Figure 30: Distribution of combinations of direct and indirect employee involvement by type of employee representation (%)
    Figure 31: Employee representatives’ views on direct involvement of employees (%)
    Figure 32: Employee representatives’ views on influence of representatives and employees on major organisational changes (%)
    Figure 33: Employee representatives’ views on great or moderate influence of employees and representatives on organisational change by area (%)
    Figure 34: Employee representatives’ views on levels of trust in management and whether management listens (%)
    Figure 35: Trust in and relationship with management by frequency of meeting (%)

This report presents the results of research conducted largely prior to the outbreak of COVID-19 in Europe in February 2020. For this reason, the results do not fully take account of the outbreak.

Las investigaciones realizadas antes de que el Reino Unido abandone la Unión Europea el 31 de enero de 2020 y publicadas posteriormente pueden incluir datos sobre los 28 Estados miembros de la UE. Después de esta fecha, las investigaciones solo tienen en cuenta a los 27 Estados miembros de la UE (EU-28 menos el Reino Unido), a menos que se especifique lo contrario.

Part of the series

  • Challenges and prospects in the EU

    Eurofound’s Flagship report series 'Challenges and prospects in the EU' comprise research reports that contain the key results of multiannual research activities and incorporate findings from different related research projects. Flagship reports are the major output of each of Eurofound’s strategic areas of intervention and have as their objective to contribute to current policy debates.

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