Labor-Management Relations In The Mineral Industries Of North America (96e64eac-cfba-4dc1-b3a7-83cf901a6097)

The industries engaged in winning minerals from the earth, because of their widespread dissemination, are faced with perhaps as wide a variety of labor-management problems as may be found in any other broad sphere of productive activity. Those problems are continually increasing in volume and complexity, and management has become aware of their growing importance. For the past quarter century at least, labor-management problems have largely been union-management problems. During this period tremendous assistance has been given labor unions through legislation and administrative and political action. In the United States, legislation favorable to unions has come about in the form of the now defunct National Industrial Recovery Act; the Wagner Act, most of which has been carried forward in the Taft-Hartley Act and the Landrum-Griffin Act; the Norris-La Guardia Act, the Wage and Hour Law, the Walsh-Healey Act, and others. The result has been to transfer from the hands of management to those who direct the affairs of the unions a large share of control over the industry and to hamper in many ways the remaining control left to management. In the United States there are many examples of the power of unions to injure whole industries seriously without regard to the interests of management, the employes, or the public. During 1958 and 1959 revelations of corruption and coercion in labor unions made before the McClellan Committee of the U. S. Senate generated considerable public sentiment in favor of legislation to protect the interests of employes and the public. However, the resulting legislation, the Labor-Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act), demonstrated quite clearly that the political power of the labor union leaders was adequate to prevent adoption of effective measures in this field.