2019 年 36 巻 p. 50-71
This study has examined, through the oral history method, with what kind of lan-guage and logic management officers and union officials persuaded negotiating partners and workers into the construction of mutual-trust-based industrial relations, presenting three case studies. The following three points have been revealed. (1) At Ishikawajima Heavy Industries and the NKK Kawasaki Steel Works, labor-management consultation bodies had been established in its’ own thinking, at early stage. On the other hand, the Tokyo Kinzoku Federation promoted a labor-management consultation system based on the basic principles of the Productivity Movement. (2) Ishikawajima Union tried to persuade its members into the construction of co-operative industrial relations, stressing workers’ merits. Personnel and labor management officers at the NKK Kawasaki Steel Works had been sharing their survey data with workers and having discussions with them based on such data on the understanding that scientific data was objective information crucial for constructive discussion. (3) At small and medium-sized compa-nies, not only trade unions but employers were distrustful to the Productivity Movement. Therefore, the Tokyo Kinzoku Federation had to persuade both sides. For that purpose, it provided occasions for education and discussion with regard to productivity im-provement and the labor-management consultation system.
