How the TWUA maintains its presence with local unions
Hoyman discusses strategies that the Textile Workers Union of America (TWUA) would employ in order to maintain its presence with its local unions in the South, especially when they lacked adequate funding to support strikes. In particular, he stresses the importance of establishing and maintaining credibility, having successful elections, and preserving bargaining rights. All of these things would ensure that the TWUA maintained its presence and would be in a good position for success when and where strikes did occur.
Citing this Excerpt
Oral History Interview with Scott Hoyman, Fall 1973. Interview E-0009. Southern Oral History Program Collection (#4007) in the Southern Oral History Program Collection, Southern Historical Collection, Wilson Library, University of North Carolina at Chapel Hill.
Full Text of the Excerpt
- CAROLYN ASHBAUGH:
-
In talking about those places where they had voted for the union but you
still had difficulty in negotiating with the company. You said that
there are some types of things that you can do to keep the union there
and once you are there you're not going to go away. What sort
of things can you do when you don't have the financial
support to strike but you want to keep your presence?
- SCOTT HOYMAN:
-
Well, one thing you do, well, obviously, where you are in this kind of
situation, you've got to set up good communications with the
people. Now, that's a very hard thing for a union. You never
have enough staff to go around, so you are always wanting to take
someone from one place and start something else. It depends on what your
value system is. Now, usually you measure production by election wins
and that conflicts with what we are talking about. Because these are
really finishing up things, really the best definition of organizing is
the number of new dues payers under contract in the plant. The whole
process that Andrews has now gone through. O.K., but you have got to
establish credibility with people and you've got to keep it.
You never cut corners, and you never promise them
what you can't forsee and you never underestimate
difficulties. And you never take short run, immoral solutions. And so
the psychology of those kind of places, again usually it needs a
different kind of guy than an organizer. An organizer is ideally a very
impatient, impetuous, emotional guy who can lose an election and then he
goes to another place a hundred miles away and then he can start all
over again in a new group of things and put them together and hopefully
win this time. And they have to be people who are upset with
status quo situations and when you get into a real
long pull, it's a little different. You've got to
be able to last with all kinds of disappointments or delays. So,
that's one thing and you've got to gear people to
that.
[END OF TAPE 2, SIDE B]
[TAPE 2, SIDE B]
[START OF TAPE 3, SIDE A]
- SCOTT HOYMAN:
-
… so, if you tell them what's going to happen and
you say, "Well, this isn't good," or
"Here's what we would like to do, but we
didn't get that much." Well, then they'll
start standing up. People can face a lot of adversity if you treat them
as adults. Now, there are tactics that you use to prevent the company
from having an election, for example. You've got the
presumption of bargaining rights for a year. That's what you
get with certification. Now, when the year is up, the company has a shot
at you, if they want it. If you've got them involved in
unfair labor practices, you can't have an election (even) if
you want one where you have charges pending against the company. The
Board won't hold an election without "laboratory
conditions." Well, if you are …
- CAROLYN ASHBAUGH:
-
That means that you are pretty sure that you will win, if you withold an
election.
- SCOTT HOYMAN:
-
Well, once you win the election, there's no advantage to you,
usually, in having another one. It's just like having won a
hundred dollars, why put it back on the line where you might lose it.
Winning a second time doesn't help you any. It just gives you
what you had when you won the first time. So, you want to preserve your
bargaining rights. You use unfair labor practices. That's a
way of doing that. You get into a strike, one of the key events of the
Oneida strike, we had just filed charges against them. The first charges
we filed in July about bargaining, not about the election. The frist
charges, negotiations began in January and February of '72.
The first charge was filed in July. We got a decision on those charges
and a hearing in October and they were still pending when the strike
began. We ultimately won those, but this did not make the strike, which
began on January 15, 1973, a "unfair labor practice
strike." An unfair labor practice strike has to be a strike
that began or was converted into a ULP strike because the bad things the
company did made the workers want to shut it down as a protest and so,
we filed some more charges. And these related to the bargaining and
everything else that we thought were violations and the Board issued a
complaint. But the complaint recognized there was a strike but
didn't say that it was a ULP strike. And we got the Board in
June to issue an amendment to the complaint. The amendment was that
certain activity, matter of fact, it was some of Urtz's
letters. He put out two letters at the very beginning of the strike. One
was on the 16th of January, I think, and one on the 24th. And those
letters the Board held to be an attempt at presenting the
company's bargaining to the workers in
an attempt to bypass the union, to convince the workers that the
company's offer was good. And they held that that converted
the strike. Getting that strike converted into an ULP strike mans an
awfully lot. It means that anyone at the end of the strike, no matter
how many scabs are in there, has got a right to get their jobs back.
Their own jobs unless they are guilty of some kind of misconduct or
unless there just aren't … maybe some bad thing
happened to the company and there just aren't that many jobs
left. But if there is a scarcity of jobs, the strikers take the jobs and
the people hired since the strike began, the strikebreakers, have to be
laid off. That's one way to stay in business.