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Union assistants participate in organizing campaign, thus they are quite familiar with union members. Once they become union leaders, they are more likely to win trust of members. Union Funding Lacking of enough funding becomes the most serious problem for the new united grassroots unions. The main financial source of the united grassroots unions comes from employers’ contribution of union expenditure, which is 2% of the total payroll. However, nearly all the participant firms don’t transfer union dues to their union accounts. S district level union leader attributes this to the weak Trade Union Law, which doesn’t stipulate any penalty for union expenditure arrears. Other sources of funding are almost unavailable: unions are not allowed to receive any donation; financial support from the government is quite limited, and only focuses on support city and district level unions. Union Activities The primary activities of the united grassroots union mainly include signing collective agreements and revisiting small firm workplaces. Firstly, during the organizing campaign, collective agreements were signed between the proposed union and employers, which includes collective contract, wage agreement and female worker agreement. The content is all the same for different firms. Terms and conditions in the agreement is almost a repeat of Chinese Labour Law and Municipal Wage Bylaw of B City over minimum wage and working condition issues. Sub-district level union leader explained: The union is just a mass organization, it doesn’t have any power to force firms to sign collective contract. So, in private firms, a feasible way is to lower the collective contract terms in exchange for bosses’ willingness of signing collective contracts. After signing the contract, at least, we can monitor the implementation of collective contract and guarantee the minimum wage and basic working conditions for our members. Secondly, the union presidents/union assistants pay revisits to workplace, and have informal discussion with workers. The revisit bears multiple roles: first, to get to know their members’ needs and concerns at their workplace; second, to monitor the implementation of collective agreements; third, do some labour legislation propaganda. Normally, if there is a labour dispute detected during revisit, united grassroots union president would call on employer or manager for a mediation meeting. If dispute cannot be mediated, then united grassroots union president will report this to the district level legal aid centre, and lawyers there will help the member out by representing him/her at labour tribunal or court. Some labour disputes have been successfully mediated and solved by the union. For instance, one union member wanted to get medical reimbursement of his kid, the union coordinated this issue with local residence community, and finally got the reimbursement for the member. At present, few members go to grassroots union to address their problems on their own initiative. However, the grassroots leaders believe that if they continue the revisit practice, members will get to know them, trust them and are willing to address their problems to them. The next two tasks of the united grassroots union are setting up a union service centre and ten service hubs based on the centre, with an aim to provide special service to all current members according to members’ interests. For example, sports hub could organize training and matches for members who like doing sports. The service centre is located in the sub-district government building, equipped with reading room and meeting spaces. 5. Discussion: Professional Leader as a Regulator of Market Risks After reviewing double movement theory and professional union leader practice, we back to our question: ‘to what extent has the practice developed an effective countermovement to the expansion of market risks in China’s new economy? In other words, what is the effectiveness of the new form in protecting their members from labour market risks?’ In this section, we will identify the evidence of worker protection in the practice. 138
In terms of union internal structure, firstly, this practice organizes membership in small firms, which are almost not organized at all before; secondly, the initiative innovatively creates a form of ‘united grassroots union’ to cover as many petty shop employees as possible in the area. In terms of union-management relations, through the professional leader programs, grassroots leaders gain the personnel and financial independency from the management, which enables them to genuinely represent worker to balance management extend union’s influence into workplace. In reference to union-member relations, firstly, the organizing campaign led by professional union leaders extends unions’ influence to both small private businesses and precarious employees within those small shops; secondly, after the establishment of united grassroots union, rural migrant workers working in P sub-district can find a place to address their labour relations concerns; thirdly, the union plays the role of workplace labour dispute mediator and contact person for district level legal aid centre; Finally, the grassroots union leaders’ “revisit” has formed a kind of surveillance to firm bosses on their conformity to labour legislations and collective contract. In terms of union democracy, mutual-trust has been established to some extent between professional leaders/organizers and rank-and-file members during the union organizing campaign and following ‘revisit’ process. Based on the mutual-trust, more member participation on union governance and union activities could be expected. Besides, the practice, together with union professional leader trials in other cities, influences the revision of the ACFTU regulations, which will get the practice implemented throughout all the branches of the ACFTU. In October 2008, an amendment of the Constitution of the All-China Federation of Trade Unions, Chapter 6, provision 34, two more clauses were added to further stipulate the personnel and financial independence from the management, which are, “county level unions and union branches above the county level should set up a fund for union leadership rights and interests protection” and “county level unions and union branches above the county level may select and employ union officials for grassroots unions”. 6. Concluding Comments The union leader/organizer professionalization program emerged within Chinese official unions suggests a clear response to the market liberalization process in the last 30 years reform in China. This response manifests itself by involving organizing more membership, more independency of grassroots unions from management and more formal way of worker presentation, and expected closer and more interactive union-member relationships. All these changes have not only paved a way for unions to represent their members, but also formed a relatively formal institution to protect their union members from market risks. The increase of union membership and influence helps unions get involved in the new industrial relations framework; independency from management enables union leaders to balance interests of management and workers; the promotion of union-member relationships makes union rank-and-file members participate more in union activities. To sum up, despite its limitations, the professional union leader practice does have its subtle implications that Chinese unions do have their potential to act as social actor being able to set up a countermovement against market risks exerted by globalized capitalism, like other social actors mentioned in the Polanyi’s theory, e.g. farmers and consumer groups. References: [1] ACFTU (2003). Chinese Union Charter (Vol. General Principle, Paragraph 1). [2] Chan, A. (1998). Labour Relations in Foreign-funded Ventures. In G. O'Leary (Ed.), Adjusting to Capitalism: Chinese Workers and the State (pp. xviii, 181 p.). Armonk, N.Y. London: M.E. Sharpe. [3] Chan, Anita (2006) "Organizing Wal-Mart: The Chinese Trade Union at a Crossroads," Japan Focus, September 8, 2006, http://japanfocus.org/products/topdf/2217 [4] Dale, Gareth (2008) “Karl Polanyi’s The Great Transformation: Perverse Effects, Protectionism and Gemeinschaft.” Economy and Society, 37(4): 495-524. 139
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The 3 rd VACPS Research Workshop Pr
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Organizing Committee Victorian Asso
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Preface On the occasion of the publ
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