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The State of the Labor Movement

The State of the Labor Movement. Elaine Bernard, PhD Labor and Worklife Program, Harvard Law School Massachusetts AFL-CIO THIRD ANNUAL FUTURES CONVENTION Radisson Plymouth, February 6, 2010. Elaine Bernard.

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The State of the Labor Movement

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  1. The State of the Labor Movement Elaine Bernard, PhD Labor and Worklife Program, Harvard Law School Massachusetts AFL-CIO THIRD ANNUAL FUTURES CONVENTION Radisson Plymouth, February 6, 2010

  2. Elaine Bernard • Executive Director, Labor & Worklife Program, and Harvard Trade Union Program, Harvard Law School • Work with a variety of unions – in the US, Canada, and internationally - on developing skills & educational programs for union leadership • Teach in fields of international comparative labor movements, unions & civil society, and leadership & organizational change

  3. Outline The overall state of organized labor What do unions do and why they matter to everyone? Transforming unions - learning to light a union fire

  4. International Context – widespread global decline in organized labor…

  5. International (OECD) Trend Line • Widespread decline in union density in most countries (though not in Collective Bargaining coverage) • Most sever decline in union representation primarily in the private sector • Growing gap between union density in public sector vs privatesector

  6. Reasons for Decline… • Globalization – intensification of international economic & political integration (free trade race to the bottom) • Changes in organization of production and employment (contracting out, offshoring, lean production, JiT inventory systems…) • Decline of job-based/workplace focus of employment • Decline in large, concentrated workplaces • Transformation of employment relationship (decline in full time, regular, permanent employment – growth in part time, contingent, limited term, precarious employment) • Employer (including government) hostility/opposition to unions

  7. Organized Labor in the U.S.

  8. Union Membership, 1945-2009 1999 = 16.5 million members 2009 =15.3 million members or 12.3% Source: U.S. Dept. of Labor; BLS; Statistical Abstract. USDL 10-0069

  9. U.S. Union Density 1945-2009 - 12.3% 2008 1945 1949 1953 1957 1961 1965 1969 1973 1977 1981 1985 1989 1993 1997 40 35 30 25 20 15 10 5 0 1954=35% % USDL 10-0069

  10. Workforce, 1945- 2009 Workforce 124,490,000 109 Million Unorganized Workers Union Membership 15,327,000 BLS USDL 10-0069

  11. Union Density by State 1983

  12. Union Density by State 2008

  13. Union Members (by industry) 2009 47% elementary & secondary education 43% state & local government 22% utilities 22% transportation 14.5% construction 13% information industries 11% manufacturing 8% accommodation 7% healthcare 5% retail trade BLS USDL 10-0069

  14. Changes in Public/Private Sector Union Density 1973 2009 15 million Private sector union members 7.4 million Public sector union members 7.9 million 3 million Private Sector Density 24% Public Sector Density 23% Private Sector Density 7.2% Public Sector Density 37.4% USDL 10-0069

  15. Strong Support for Unionization 2008: 53%

  16. What Do Unions Do?Why the Overall Decline in Unions Matters to Everyone

  17. Weak Union States Strong Union States Unemployment Insurance Workers’ Compensation Education Source: U.S. Census, BNA, 2001 Unions & Public Policy

  18. Unions & Health Insurance 78% of union workers have health insurance 49% of nonunion workers get health insurance Nonunion Union Source: BLS, Employee Benefits in Private Industry, 2007

  19. Unions & Pensions Nonunion Union 69% of union workers have guaranteed pensions 15% of nonunion workers have guaranteed pensions Source: BLS, Employee Benefits in Private Industry, 2007

  20. Unions & Wages Union workers earn 30% more than non union workers Nonunion Union Source: BLS USDL 07-0113

  21. What Unions Do - Beyond Wages & Benefits Organization for winning rights Vehicle for exercising rights Schools for democracy – the right to participate in decisions that affect you Builders of a community of interest among members, and with the wider community Provides “Voice” vs “exit” - providing management with valuable “feed back” essential for systems improvement Premier institution of civil society, promoting democracy in the workplace, economic and social justice and equality

  22. Unions – the myth • Hard fought union recognition campaign • Lots of worker dissatisfaction • Abusive anti-union management • Need 50% plus 1 vote for union to win recognition • Board certifies union as bargaining agent • Dignity, empowerment – voice & respect for workers • We live happily ever after…

  23. Unions – the reality • Vast majority of union members today did not participate in an “organizing” campaign. • They simply “discover” they are union members – as a result of getting a job.

  24. Lighting the Union Fire The leadership skill of getting co-workers involved in the union and moving them from “fair share” or passive “dues payers” to active, engaged members and fellow leaders is called ORGANIZING

  25. "In democratic countries, knowledge of how to combine is the mother of all other forms of knowledge; on its progress depends that of all the others." Alexis De Tocqueville What Do Unions Do? We construct a community of interest among workers and with the community and struggle for economic and social justice and equality

  26. Organizing:the Knowledge of How to Combine • Organizing is building power through building relationships • Democracy requires an organized citizenry with the power to articulate and assert its interests effectively. • Organizing is how people combine to act on common interests. The craft of organizing is about identifying shared interests, forging a community prepared to act on those interests and building power from a united community.

  27. Focus on the Local Union • Where members join the union • Where members experience the union • Where members become involved in the union • Where members shape the character of the union The keystone of the union – because it’s the springboard for membership participation and leadership development (unions, political, community…)

  28. Building the Capacity of Local Unions • Move from staff/officer centered union to member centered organizations • Priority of everyone must be on developing leaders at all levels of the organization • Focus on building capacity of locals and the skills of local leaders • Requires a focus on how things are done as much as what is done (learning to “light fires” vs “putting them out”) • Focus on putting the movement back into the labor movement

  29. Leaders Light Union Fires The leadership skill of getting co-workers involved in the union and moving them from “fair share” or passive “dues payers” to active, engaged members and fellow leaders is called ORGANIZING

  30. THE BEST WAY TO PREDICT THE FUTURE IS TO CREATE IT

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