Source: Richard W. Hurd, Journal of Labor Research, Volume 28, Number 2, Spring 2007
The AFL-CIO and Change to Win have learned to co-exist without debilitating acrimony. The AFL-CIO has established Industry Coordinating Committees to facilitate cooperative bargaining and organizing ventures. On the political front, the AFL-CIO took the lead in labor’s 2006 electoral operations and conducted an extensive, efficient, and unified campaign. Change to Win unions worked together to build strategies for a growth agenda. The success of UNITE-HERE’s Hotel Workers Rising Campaign indicates the potential of this approach. Difficult challenges remain, but the strategic developments show signs of life and offer hope that labor may find a path to the future.
Source: Gary Chaison, Journal of Labor Research, Volume 28, Number 2, Spring 2007
In 2005, the AFL-CIO split and the Change to Win Coalition (CtW) was founded because of the personal ambition of dissident union leaders and their frustration with the severe and continuing decline in union membership. The CtW was build on a shared faith that only a fresh start could lead the unions out of their crisis. But a convincing case has not been made that the seceding unions would be more successful outside of AFL-CIO. When it is seen against the backdrop of the crisis in the labor movement and the enormity of the task of union organizing and revival, the AFL-CIO split does not really matter.
Source: Monica Bieski Boris and Randall G. Wright, WorkingUSA: The Journal of Labor and Society, Vol. 10 no. 1, March 2007
It would not be surprising if in a state like North Carolina, whose union density is less than 3 percent and whose labor budgets are small and tight, the state federation concentrated on a traditional labor agenda of only servicing the remaining union members in an effort to merely survive. All of the main ingredients of building effective labor power—deepening relationships with community partners, developing a progressive agenda, electing and holding accountable political champions, leadership development, and support for organizing—require significant resources. Yet, because the resource base is small, the state federation has become the natural base from which to grow such strategies. By pooling resources to hire talented staff and by fostering deep relationships among community players with key resources, the North Carolina AFL–CIO is able to have an impact far greater than its paper strength. Although there is a paucity of literature on central labor councils, recent research points to the model as an important element of building a strong labor movement (Ness and Elmer 2001; Ruffini 2002; Richter 2003; Rogers and Streeck 1995).
Source: Tom Karson, WorkingUSA: The Journal of Labor and Society, Vol. 10 no. 1, March 2007
For over a decade the Atlanta-North Georgia Labor Council has had a reputation as an activist council engaged in innovative coalition building. Looking to build on this work and learning from the power-building experiences in California and elsewhere, the Council founded the nonprofit Georgia Stand-Up in 2005. The new organization immediately leaped into coalition work around Atlanta’s massive new economic development initiative—the BeltLine Project. This article looks at how local leadership was able to combine seeds laid by prior work with national support to produce a dynamic example of the new second generation of regional power building.
Source: Bruce Colburn, Scott Reynolds, David Reynolds, WorkingUSA: The Journal of Labor and Society, Vol. 10 no. 1, March 2007
New York was the first state to embark on the New Alliance process, originally approved by the American Federation of Labor–Congress of Industrial Organizations (AFL–CIO) Convention in 1999 and reaffirmed in 2005. Since New York acted, New Alliance processes have been initiated in nine other states—Arizona, Colorado, Florida, Maryland, Minnesota, North Carolina, Ohio, Oregon, and Pennsylvania. Ohio was the most recent state to act. In April 2006, some 600 delegates approved a reorganization plan that consolidated the state’s thirty-six central labor councils into twenty-two councils working under five area labor federations, each with full-time staff….
…New Alliance seeks to take state and regional labor structures built for a prior era and reorganize them to stimulate growth in the labor movement. It essentially asks labor leaders to consider what their state and local labor movements would look like ideally if they had the luxury of starting from scratch today. By struggling over this question and connecting the answers to where the labor movement now is, New Alliance hoped to produce a vision for state and local labor movements and a concrete program to build toward this direction.
Source: Jeff Grabelsky, WorkingUSA: The Journal of Labor and Society, Vol. 10 no. 1, March 2007
The labor movement in New York State (NYS) has undergone a dramatic restructuring that is part of a national American Federation of Labor–Congress of Industrial Organizations program called the New Alliance. The purpose of the New Alliance is to build the capacity of local labor movements and to empower unions to help shape a region’s political and economic agenda. The restructuring in NYS led to the consolidation of twenty-five central labor councils into five area labor federations, each of which is developing the resources, staff, and leadership to help grow labor’s regional power across the state. This article describes the origins of the New Alliance, the nature of the restructuring process, the ways in which the capacity of local labor movements are expanding, the programmatic work the restructured central bodies have undertaken in the last five years, and the impact of the national split on local and regional central bodies across NYS.
Source: Robert Nathan and Jo-Ann Mort, The Nation, Vol. 284 no. 10, March 12, 2007
“Unionized” isn’t a word you hear in many American movies. “A decent wage,” now there’s a phrase that doesn’t crop up too often. As for the evocative “your lives and your substance,” poetic descriptions of the human condition aren’t generally found in contemporary entertainment.
Source: Matthew J. Slaughter, Industrial Relations, Vol. 46 no. 2, April 2007
For decades, the private-sector unionization rate in the United States has been falling. At the same time, the integration of the United States into the world economy has been rising. Many anecdotes suggest the latter has played a role in that decline, with unions feeling pressured to reduce employment and/or compensation demands in the face of rising cross-border activity of employers. To investigate this possibility econometrically, in this paper I assembled a panel of U.S. manufacturing industries that matches union-coverage rates with measures of global engagement such as exports, imports, tariffs, transportation costs, and foreign direct investment. The main finding is a statistically and economically significant correlation between falling union coverage and greater numbers of inward FDI transactions. Possible interpretations of this finding are then discussed. Because U.S. affiliates of foreign multinationals have higher unionization rates than U.S.-based firms do, this correlation does not reflect just a compositional shift toward these affiliates. Instead, it may reflect pressure of international capital mobility on U.S.-based companies, consistent with research on how rising capital mobility raises labor-demand elasticities and alters bargaining power.
Source: Ruth Milkman, Labor Studies Journal, Vol. 32 no. 1, March 2007
This article surveys unionization patterns and other workplace-oriented organizing among Mexican-born workers since the mid-1990s. Although the number of Mexican-born union members grew during that decade, the unionized proportion declined, especially among noncitizens. The decline reflects the large proportion of new immigrants in the Mexican-born population and the increased geographic dispersion of immigration in recent years away from highly unionized states such as Illinois and California. Another factor is that recent Mexican immigrants are underrepresented in the most unionized sectors (such as government employment). However, unions, especially in California, have effectively mobilized Mexican immigrants into electoral politics in the 1990s, and new community-based organizations with a focus on economic justice have also recruited low-wage Mexican immigrant workers in occupations such as day labor and domestic service, in which conventional unionism is rare.
Source: David Foster, New Labor Forum, Vol. 16 no. 1, Winter 2007
The Donora disaster was the root cause of the USW’s subsequent embrace of environmental issues that led eventually to the founding on June 7, 2006 of a new Strategic Alliance between North America’s largest private sector manufacturing union, and the Sierra Club, the country’s oldest and largest grass-roots environmental organization. While the decision to align the USW and the Sierra Club originated in their shared history of supporting environmental protections like the Clean Air Act, the new Alliance was sparked by the accelerating pace of globalization and the seismic social shifts accompanying it. Both organizations realized that for the first time in human history any meaningful improvement in the economic well-being of the world’s population was dependent on the sustainable management of our planted and its resources.