Anna Ilsøe

The Flip Side of Organized Decentralization: Company‐Level Bargaining in Denmark

The Danish collective bargaining system is often considered a good example of organized decentralization. It has been characterized as a centralized decentralization suggesting a reproduction of sector‐level bargaining relations at company level. A recent survey on company‐level bargaining in the Danish industrial sector confirms this hypothesis with regard to the experiences of local managers and shop stewards. However, part of the survey also questions whether the reproduction will continue in the future. Small‐ and medium‐sized enterprises and their employees tend to miss out on the mutual benefits obtained through company‐level agreements. Furthermore, shop stewards often find it difficult to gain employee support during negotiations, which jeopardizes their bargaining relations with management.

Signs of segmentation? A flexicurity perspective on decentralized collective bargaining in Denmark

This article addresses the contribution of decentralized collective bargaining to the development of different forms of flexicurity for different groups of employees on the Danish labour market. Based on five case studies of company-level bargaining on flexible working hours in Danish industry, it is argued that decentralized bargaining has enabled new balances between flexibility and security to develop for many but not all groups of employees. On the one hand, the company-level agreements on flexible working hours facilitate greater efficiency and employee satisfaction that often goes beyond the text of the agreements. On the other hand, less flexible employees often face difficulties in meeting the demands of the agreements and may ultimately be forced to leave the company and rely on unemployment benefits and active labour market policies. In a flexicurity perspective, this development seems to imply a segmentation of the Danish workforce regarding hard and soft versions of flexicurity.

Living hours under pressure: flexibility loopholes in the Danish IR-model

Purpose The purpose of this paper is to investigate the effect of part-time work on absolute wages. The empirical focus is wages and working hours in three selected sectors within private services in the Danish labour market – industrial cleaning, retail, hotels and restaurants – and their agreement-based regulation of working time and wages. Theoretically, this analysis is inspired by the concept of living hours, which addresses the interaction between working hours and living wages, but adds a new layer to the concept in that the authors also consider the importance of working time regulations for securing a living wage. Design/methodology/approach The paper builds on desk research of collective agreements and analysis of monthly administrative register data on wages and working hours of Danish employees from the period 2008-2014. Findings This analysis shows that the de facto hourly wages have increased since the global financial crisis in all three sectors. This is in accordance with increasing minimum wage levels in the sector-level agreements. The majority of workers in all three sectors work part-time. Marginal part-timers – 15 hours or less per week – make up the largest group of workers. The de facto hourly wage for part-timers, including marginal part-timers, is relatively close to the sector average. However, the yearly job-related income is much lower for part-time than for full-time workers and much lower than the poverty threshold. Whereas the collective agreement in industrial cleaning includes a minimum floor of 15 weekly working hours – this is not the case in retail, hotels and restaurants. This creates a loophole in the latter two sectors that can be exploited by employers to gain wage flexibility through part-time work. Originality/value The living wage literature usually focusses on hourly wages (including minimum wages via collective agreements or legislation). This analysis demonstrates that studies of low-wage work must include the number of working hours and working time regulations, as this aspect can have a dramatic influence on absolute wages – even in cases of hourly wages at relatively high levels. Part-time work and especially marginal part-time work can be associated with very low yearly income levels – even in cases like Denmark – if regulations do not include minimum working time floors. The authors suggest that future studies include the perspective of living hours to draw attention to the effect of low number of weekly hours on absolute income levels.

From living wage to living hours – the Nordic version of the working poor

ABSTRACT The development of service economies in the Western world has led to a debate on the quality of new service jobs as many are low-wage jobs with poor working conditions and career opportunities. Although the incidence of low-wage service work is somewhat lower in the Nordic countries than elsewhere in Europe, it is increasingly addressed and debated. Employees find it hard to make a living from their job and to work the working hours requested, whereas employers find it hard to attract and retain employees. This article introduces the concept of ‘living hours’ to capture the segmentation processes in low-wage service work in the private sector of Denmark, Norway and Sweden. The concept of living hours is used to explain developments in low-wage service jobs that are not explained by the concept of a living wage. On the basis of cross-sectional data from the European Labour Force Survey, the article demonstrates how the increasing use of part-time and Sunday work since the crisis interacts with the increasing shares of young workers and migrant workers. The analysis focuses on retail and hotels/restaurants, which employ the majority of low-wage service workers in Denmark, Norway and Sweden.

Safety nets or straitjackets? Regulating working time in the Danish, German and American metal industries:

Does regulation of working hours at national and sector level impose straitjackets, or offer safety nets to employees seeking working time flexibility? This article compares legislation and collective agreements in the metal industries of Denmark, Germany and the USA. The industry has historically been trend-setting for collective bargaining in all three countries, but with very different effects on working time. Organized decentralization seems to pave the way for fewer straitjackets, whereas the opposite seems to be the case with regard to disorganized decentralization.

Partnership under pressure: A process perspective on decentralized bargaining in Danish and Australian manufacturing

Decentralization of collective bargaining has become widespread in developed economies, and EU policies have pushed this trend further. We use process-tracing methodology to explore the consequences of decentralization for the reproduction of partnership bargaining relations at company level. We compare two cases of decentralized bargaining in manufacturing, one in Denmark and one in Australia. Agreement-based decentralization seems to offer better process conditions for reproduction of local partnership compared to decentralization regulated by law. This implies that future decentralization measures should be negotiated rather than imposed.

The role of physical space in labour–management cooperation: A microsociological study in Danish retail:

Many studies on labour–management relations have focused on formal cooperation in manufacturing. This calls for further research and theory development on labour–management interactions in private service companies, where cooperation practices appear to be less formal. In this article, a typology of cooperation between managers and employees is developed, based on a microsociological study conducted in the Danish retail trade in 2013. Drawing on six in-depth case studies, the article identifies four different physical spaces of labour–management cooperation: open collective, closed collective, open individual and closed individual. The article discusses the potential and limitations of the four spaces of cooperation for employee influence.