A Study On The Implementation Of The Collective Consultation Policy Of The H District Wage

Collective negotiation, invented and developed in the western world, is a product of market economy. As a member of WTO, China has experienced severe contradiction between employee and employers. To resolve and prevent the incidents concerning employee-employer relations, China has formed a thorough collective-negotiation-based salary policy referring to previous western examples. It is hoped that both parties can reach an agreement on salary distribution through the policy, to resolve and avoid employee-employer conflicts. Initiated in Guangdong as a pilot program in 1994, salary collective negotiation policy has been widely performed across the nation over the past two decades. The effect, however, is unsatisfying. Take District H in Y City in the Yangtze area as an example, with the rapid development of economy, the employee relation in this district features diversification and complication. District H in Y City began to carry out the policies of salary negotiations and collective contracts, and then combined the two policies into collective-negotiation-based salary policy. According to the official report, the collective-negotiation-based salary policy has covered 95 percent of local enterprises. But in fact, Infringes upon the rights and interests of workers still crop up, and there is an increase of numbers of incidents about employer-employee conflicts and disputes. In a word, salary collective to negotiation policy in District H did not work out as expected, failing to reach a win-win situation and unhelpful for building harmony.In this paper, the author tries to explore the cause of ineffectiveness in implementing the collective-negotiation-based salary policy. This paper tends to find out the problems in District H’s policy implementation and offer suggestions through interpreting collective-negotiation-based salary policy and observing policy implementation, based on an analysis of the theory of policy implementation, and related theories. The goal is to provide reference for implementation. In terms of the paper structure, in the first part of this paper, the terms in the collective-negotiation-based salary policy are analyzed and problems in executing the current policies are summarized. Then, the causes of implementing dilemma in District H ofCity are analyzed. Taking those problems into consideration, the author designs some solutions. Through the suggestions above, it is hoped that the plight of implementing the collective-negotiation-based salary policy can be solved, the interests of employees protected, win-win situation realized and fairness and justice reached.