Managing the mills : labor policy in the American steel industry during the nonunion era
Author(s)
Bibliographic Information
Managing the mills : labor policy in the American steel industry during the nonunion era
University Press of America, 2004
- : hbk
- : pbk
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Note
Revised version of the author's thesis (Ph. D.)--University of Wisconsin--Madison
Includes bibliographical references and index
HTTP:URL=http://www.loc.gov/catdir/toc/fy045/2003114222.html Information=Table of contents
Description and Table of Contents
Description
Managing the Mills uses the steel industry between the years 1892 and 1937 as a case study in employer motivation for opposition to organized labor. No American industry was more successful in its efforts to keep unions out of its facilities during this period, and no industry was more vocal about its reasons for doing so. The book reconstructs the management culture of this industry and shows how it interacted with the economics of steelmaking to shape particular labor policies like the twelve-hour day, welfare capitalism and the use of spies in the workplace.
Table of Contents
Chapter 1 Acknowledgments Chapter 2 Introduction Chapter 3 Andrew Carnegie and the Origins of the Nonunion Era Chapter 4 The Decline of the Amalgamated Association of Iron, Steel and Tin Workers and the Rise of the Implied Contract Chapter 5 The Methods of Control: The Steel Industry Versus Unorganized Labor Chapter 6 A Kind Face on a Cold Policy: Welfare Capitalism in the Steel Industry Chapter 7 Reluctant Reform: The Eight-Hour Day and Employee Representation Chapter 8 Fighting Organized Labor Under the Iron and Steel Code, 1933-1935 Chapter 9 The Steel Workers Organizing Committee Versus U.S. Steel Chapter 10 The Little Steel Strike and Beyond Chapter 11 Conclusion Chapter 12 Index Chapter 13 About the Author
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