Social Dialogue and Democracy in the Workplace

List of figures and tables.- Foreword.- Acknowledgement.- Abbreviations and acronyms.- Introduction.- Chapter 1 Concepts.- 1. Introduction.- 1.1. Social dialogue.- 1.1.1. Social partners in the context of class differences.- 1.1.2. Social dialogue in the workplace and democracy.- 1.1.3. Models providing social dialogue in the workplace.- 1.1.3.1. Representation on administrative and supervisory boards.- 1.1.3.2. Work councils.- 1.1.3.3. Expert boards.- 1.1.3.4. Workplace representation.- 1.1.4. Tripartite dialogue.- 1.1.5. Multilateral dialogue.- 1.2. Dialogue's power of influence in the decision making processes.- 1.3. Industrial democracy and social dialogue.- 1.4. Conclusion.- Chapter 2 Theoretical framework.- 2. Initial views on social dialogue.- 2.1. Confrontational approaches.- 2.1.1. Confrontational approach to industrial relations.- 2.1.2. Power relations in industrial relations.- 2.2. Conciliatory approaches.- 2.2.1. System theory.- 2.2.2. Pluralist approach.- 2.2.3. Human resources management approach.- Chapter 3 Method.- 3. Methodological background.- 3.1. Studying social dialogue from the social partners' perspective.- 3.2. Research question.- 3.3. Interviewed institutions.- 3.4. Process of contacting interviewees.- 3.5. Analysis of findings.- Chapter 4 The legal framework and scope of social dialogue at the workplace level in Turkey.- 4. Bilateral social dialogue in Turkish working life.- 4.1. Close pre-republic period.- 4.2. Post-republic period.- 4.2.1. Effects of classless social structure understanding.- 4.2.2. Collective bargaining and bilateral social dialogue.- 4.3. Other bilateral social dialogue applications.- 4.3.1. Representation and social dialogue in the workplace.- 4.3.1.1. Workers representation.- 4.3.1.2. Workplace union representation.- 4.3.2. Labour relations within the framework of boards.- 4.3.2.1. Boards structured by legislation.- A. Paid annual leave board.- B. Occupational health and safety board.- C. Commission for stopping and closing business.- D. Workplace health and safety units.- 4.3.2.2. Boards structured by collective bargaining.- A. Workplace disciplinary board.- B. Damage assessment board.- C. Industrial relations board.- D. Dispute resolution board.- 4.4. Conclusion.- Chapter 5 Opinions of social partners: Turkey, land of differences in labor relations.- 5. Different approach patterns among social partners.- 5.1. Union movement and social dialogue.- 5.1.1. Proletarianisation process in Turkey.- 5.1.2. Development of union movement and competition between unions.- 5.2. Barriers for freedom of association and collective bargaining.- 5.2.1. Low bargaining means low social dialogue.- 5.2.2. Effects caused by sectoral and workplace thresholds for collective bargaining.- 5.2.3. Disunionisation efforts and decentralised relations.- 5.3. Subcontracting and social dialogue.- 5.4. Competition -productivity and social dialogue.- 5.5. Workplace level social dialogue in the European Union process.- 5.5.1. Pressures on Turkey.- 5.5.2. Differences in approach between European and Turkish employers.- 5.6. Workplace boards and social dialogue.- 5.7. Worker representation and volunteer boards.- 5.7.1. Can worker representation be an option?.- 5.8. Social partnership and social dialogue.- 5.9. Socio-cultural values and social dialogue.- 5.10. An attempt to explain Turkish labor relations theoretically.- Discussion and conclusion.- Bibliography.- Annexes.- List of figures and tables.