Word: wage
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Dates: during 1950-1959
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There is only one question left: why haven't stabilizers been able to keep down prices and wages? A rise in both is bound to accompany the end of hostilities in the steel mills. The reason for this is the twilight of half-peace and half-war that shrouds the nation. There is reason enough for controls, yet not enough to elicit a no-strike pledge. Price-wage control and industrial peace therefore are somewhat incompatible. The President, faced with a choice between the two, choose the latter. Although inflation is a menace indeed, when labor troubles jeopardize America...
...indecision from which he started." In his abrupt seizure of the nation's $10 billion steel industry last week, Harry Truman decisively brought to an end the immediate threat of a critical strike. But his action left the dispute over steel itself, and the future of the whole wage-price stabilization program, right where it started: tangled, confused-and more embittered than ever...
...force a settlement in steel, no one could have questioned his course. After five months of negotiations, hearings and mediation, the steel dispute had come to a dead stop. It was a deadlock compounded of errors and intransigence on all sides: steel's long refusal to make any wage offer at all without the guarantee of a price increase; the C.I.O. steelworkers' insistence on the full recommendation of the Wage Stabilization Board (a wage package of 26.1? an hour plus the union shop); the Government's overoptimism about a settlement...
Letting 'Em Have It. As the President told the story, the recommendation of the Wage Stabilization Board was entirely "fair and reasonable." The steelworkers had accepted the WSB proposal. The companies had not. Why? Because they want "to force the Government to give them a big boost in prices...
...point came where greater "efficiency" no longer yielded greater output. Example: at a Pennsylvania textile plant where the labor turnover in one of the spinning departments was 41 times higher than elsewhere in the plant, efficiency experts in 1923 set up various wage incentives, yet production remained low and spinners kept quitting. When Elton Mayo was called in, he discovered the men were poor producers for a reason which had not occurred to anyone: they were unhappy. The machines had been set up so as to deprive the men of virtually all human contact with one another; lonely, they fell...