2016年華航空服員罷工事件之研究

Abstract

台灣社會對於「罷工」十分陌生，甚至經常有負面評價，這和我國長久以來在法令上對罷工的限制有關。儘管勞動三法通過後，對於罷工的限制放鬆許多，但在台灣勞工想取得合法罷工權門檻還是很高。2016年華航空服員發動了台灣史上第一次的空服員罷工行動，資方在24小時內接受勞方七訴求，罷工一天即落幕被認為是「完美罷工」。 從罷工前空服員的抗爭行動，到宣布罷工迫使資方讓步的過程中，社會展現高度理解和支持，媒體出現「顏值最高罷工」「現場好香好美」等標題，放大社會對空服員的刻板印象，讓這場罷工受到輿論更廣泛的注意。空服員「顏質」原本是資方錄取空服員的重要條件之一，長久以來也是亞州航空公司用來吸引顧客的招牌和工具，但從華航空服員罷工事件來審視，空服員的「顏值」最後也成為勞方用來對付資方的抗爭工具。 華航之成立有濃厚的空軍色彩，目前公股所佔比例約在49%，屬於泛公股企業，公司民營但董總由官派。2000年之前華航政治企業文化基本一致即「外省泛藍」，但政黨輪替後，民進黨、國民黨輪流執政，每一次的政黨更迭都會為企業重新洗牌，領導風格也有變化。華航空服員罷工當時恰好是2016年的政黨輪替，罷工當天是蔡英文總統就任的第一次出訪，總統對罷工行動公開表示支持，也成了影響罷工結果的關鍵舉動。 過去華航強調的「大家庭式的父權管理」，遇到「太陽花世代」員工後開始瓦解，「世代差異」也是華航空服員罷工的推動因素之一。儘管表面上看來，資方無條件答應勞工七項訴求，空服員大獲全勝。但罷工後資方凍結空服員人事，以招改外籍空服員或是考慮以建教合作方式填補人力缺口，已經壓縮到本土勞工就業機會。華航空服員在2016 年的罷工，看似勞工的勝利，但資方有更多工具對付勞工，華航空服員原想翻轉勞資關係，但罷工後的整體勞動環境，並無明顯改善。

Going on a strike is a rare phenomenon in the Taiwanese society. In fact, it’s often viewed with negative connotation. It’s a result of Taiwan’s legal restrictions on strike. Even after the Amendment of the Three Labor Law, under which restrictions on strike have eased considerably, it’s still very difficult for Taiwanese workers to get permit to go on a strike legally. In 2016, flight attendants at the China Airlines staged the first ever strike. The company accepted all the 7 demands made by the flight attendants within 24 hours. It was considered the most successful strike in the Taiwan history. From the beginning of the strike to the end of the settlement, the entire process has won high level of support from the general public. The media wrote headlines like “a strike with most good-looking people” and “the sweet scent from the strike,” which put the flight attendants on strike in a positive light and won island-wide attention. The physical appearance of a flight attendant has been one of the priorities in the cruitment conditions of airliners. It’s also one of the ways for airliners in Asia to attract customers. But based on this incident, the physical appearances of the flight attendants have also become the weapons that helped them won the strike. China Airlines was founded with links to the Air Force. It’s still considered a state-affiliated company with 49% stake owned by the government. The company may be operating in the manner of a private entity, but its presidents and managers have to be appointed by the government. Before 2000, CAL’s corporate cultureand management were mainly dominated by the pan-blue mainlanders. But after the change of government from the Kuomintang to the Democratic Progressive Party and vice versa, the corporate culture and management also changed accordingly. The 2016 strike took place shortly after the DPP defeated the KMT and returned to power. The day of the strike was on the day of President Tsai Ing-wen’s first overseas trip since she won the presidency. President Tsai openly supported the strike and that has become the key to its success. In the past, CAL emphasized on patriarchy style of management, but it began to change when they started hiring employees from the Sun Flower Movement generation. The generational gap is also one of the reasons behind the strike. On the surface, the employer has agreed to all the terms raised by the flight attendants. But after the strike ended, the company put a hiring freeze on local flight attendants and hire foreign flight attendants or interns from universities instead. The strike in 2016 may seem like a victory for the employees, but the employer has more tools to deal with disgruntled employees in strikes. Initially, CAL flight attendants hoped the strike could turn the table around, but there has not been any apparent improvement in their working condition afterwards.