Series editor(s): David Lewin and Paul Gollan
Subject Area: Human Resource Management
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|Title:||JOHN FITCH, DAVID BRODY AND THE CULTURE OF MANAGEMENT IN AMERICAN LABOR HISTORY|
|Volume:||12 ISBN: 978-0-76231-028-9 eISBN: 978-1-84950-215-3|
|Citation:||Jonathan Rees (2003), JOHN FITCH, DAVID BRODY AND THE CULTURE OF MANAGEMENT IN AMERICAN LABOR HISTORY, in (ed.) 12 (Advances in Industrial & Labor Relations, Volume 12), Emerald Group Publishing Limited, pp.197-222|
|DOI:||10.1016/S0742-6186(03)12008-2 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
John Andrews Fitch spent a year studying labor conditions in the steel industry around Pittsburgh during 1907 and 1908. The results of his research became The Steel Workers, one of six volumes in the Pittsburgh Survey, a groundbreaking 1910 analysis of conditions faced by working people in a modern industrial city. Introducing his discussion of common employment practices in the steel industry, Fitch declared, “A repressive regime…has served since the destruction of unionism, to keep the employers in the saddle.” He traced the origins of management’s arbitrary power to the Homestead lockout of 1892, when Carnegie Steel destroyed the last stronghold of organized labor in the mills of western Pennsylvania. During his stay in Pittsburgh, Fitch saw the results of fifteen years of management domination. “The steel worker,” he wrote, “sees on every side evidence of an irresistible power, baffling and intangible. It fixes the conditions of his employment; it tells him what wages he may expect to receive and where and when he must work. If he protests, he is either ignored or rebuked. If he talks it over with his fellow workmen, he is likely to be discharged” (Fitch, 1989, pp. 206, 232–233).
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