ANALYSIS OF THE EUROPEAN SOCIAL CHARTER AND ITS IMPORTANCE FOR THE PROTECTION OF SELECTED GROUPS OF WORKING WOMEN

Zdenka Dudić - Branislav Dudić – Branka Agbaba

Received: 15. April 2020, Reviewed: 04. May 2020, Accepted: 31. May 2020


Abstract

Both the 1961 European Social Charter and its revised version of 1996 constitute international social and economic rights treaties ratified by the Member States of the Council of Europe. Together with the European Treaty for the Protection of Human Rights and Fundamental Freedoms, they are the cornerstones of the contractual system for the protection of human rights in the member countries of the Council of Europe. Moreover, these contracts have contributed significantly to the development of European human rights standards in the areas of personal management, labour law and social security law. Nevertheless, it receives minimal attention from legal theorists. This leads to problems in its interpretation in practice. Through scientific and doctrinal interpretation, authors examine the various provisions of the European Social Charter. They seek answers to practical application problems through scientific literature as well as the case-law of the European Court of Justice. The aim and result of the authors’ work is to examine individual documents, to compare them and analyse the differences. The aim of the authors' work is also to evaluate the impact of the case law of the European Court of Justice in connection with the implementation of the Charter into the legal order as well as application practice. The benefit of this article is also the analysis of the impact of the Charter on the rights of working women.

Key words

employee, European Social Charter, revised charter, social rights

DOI: 10.33382/cejllpm.2020.04.01

JEL classification: J53, K15, M54



How to cite

Dudić, Z., Dudić, B., Agbaba, B. (2020). Analysis of the European Social Charter and its importance for the protection of selected groups of working women. Central European Journal of Labour Law and Personnel Management, 3 (1), 7-21. doi: 10.33382/cejllpm.2020.04.01