Trends in Union Organizing Issues and Tactics

MONTY L. LYNN and JOZELL BRISTER*

A survey of union organizers ( N = 97) was conducted to determine the extent to which new organizing issues and tactics are being used to help offset declining union membership. Results indicate that grievance procedures, job security, improved benefits, and higher pay are the most commonly stressed issues in organizing campaigns. The two tactics used most often are small groups and literature distribution. Organizers working in industries with a larger percentage of female workers differ significantly from other organizers in the use of certain tactics and issues. Overall, however, there does not seem to be much change in either organizing tactics or issues.

THE DECLINE of traditionally unionized industries and the concomitant growth of the service industry have contributed significantly to the steadily dropping percentage of unionized workers (Dickens and Leonard, 1985; Fiorito and Greer, 1982; Troy, 1986). To respond to these changes, unions are being forced to organize in industries not traditionally unionized and among a workforce that includes females, professionals, white-collar, and temporary employees. Many critics claim that unions have been slow in adjusting their strategies to these new realities (Freedman, 1985; Cook, 1982). Some doubt that new organizing issues and tactics can offset the loss of union members through declining manufacturing industries (Troy, 1986); other commentators advocate a return to simpler, more traditional goals of trade unionism (Wheeler, 1987).

The response from union leadership has been mixed. On one hand, union organizing expenditures increased steadily between 1953 and 1977, signifying labor’s continued commitment to growth (Voos, 1984). Unions have considered broadening the number and the type of benefits they offer (English, 1985; Gilberg and Abrams, 1987), and they have debated alterations

* The authors are, respectively, Assistant Professor of Management and Associate Professor of Economics, College of Business Administration, Abilene Christian University.

INDUSTRIAL RELATIONS, Vol. 28, No. 1 (Winter 1989). 0 1989 Regents of the University of California 0019/8676/89/2 15/104/$10.00

104

Research Note I 105

in organizing tactics (Craft and Extejt, 1983). Additionally, AFL-CIO leadership has begun investigating and encouraging innovation in organizing (AFL-CIO, 1985). On the other hand, there is little empirical data to suggest how much this talk about changes in organizing has been transformed into action. Are organizers actually using new tactics? Are they appealing to new issues?

This note presents results of preliminary efforts to identify the extent to which specific benefits are stressed and certain tactics are used during organizing campaigns. Survey responses from a cross-section of organizers suggest that, except in industries with a large percentage of female workers, the status quo prevails in organizing issues and tactics.

Research Design A 17-item questionnaire was constructed to assess information regarding

organizing tactics and issues (compiled from academic, union, and popular sources) as well as to gather information about organizers and unions in the sample. Benefits and tactics controlled at the national level (specifically, nonunion associations, associate member status, specialized teams, and corporate campaigns) were included in the questionnaire, along with organizer-determined issues and tactics. Similar items were combined, resulting in a final list of 11 benefits and 10 tactics.22

Procedure. Directors of organizing at 54 unions were contacted and requested to allow organizers in their union to participate in the study. The unions were selected using a stratified random sampling procedure with union size as the sampling criterion and AFL-CIO unions as the population. Questionnaires were directed toward organizers rather than directors for two reasons. First, organizers frequently exercise considerable discretion in their work and are closest to knowing which tactics are used and which issues stressed in an election campaign. Second, since they are participants, organizers are likely to recall specific information about campaigns more accurately than are directors.

The 22 directors (41 per cent) who responded positively to the study were

Appreciation is expressed to each of the unions and organizers who participated in the study and to Phillip V. Lewis, Annette Lumbleau, Brad Reid, N . Lamar Reinsch, Jr., and two anonymous reviewers for offering comments on the paper. A version of this paper was presented at the 1987 Academy of Management Meeting in New Orleans. Partial support for this research was supplied by the Abilene Christian University College of Business Administration Research Fund.

The questionnaire was refined by two labor experts and a researcher with experience in questionnaire development.

106 / MONTY L. LYNN AND JOZELL BRISTER

given the option of either randomly distributing a questionnaire to ten union organizers or sending a list of the names and addresses of organizers for us to contact d i re~t ly .~ In either case, the organizers who were surveyed worked at the national or international level; local members who served as volunteer or informal organizers were not included.

Sample. At least one organizer from 15 (68 per cent) of the 22 unions which had originally agreed to participate in the study returned a questionnaire. The seven nonresponsive unions had all requested that they contact the organizers; we assume that they did not distribute the questionnaires. These seven unions therefore were eliminated from the sample. A total of 97 organizers were surveyed. Of these, 85 per cent are male and 15 per cent are female. Seventy-four per cent of the organizers were skilled workers. Most of the respondents (62 per cent) had been with their union for over eight years. Organizers were drawn from the following unions: Communications Workers; Glass, Pottery, Plastics, and Allied Workers; Government Employees; Grain Millers; Graphic Communications; Hotel and Restaurant Employees; Ladies Garment Workers; National Maritime; Newspaper Guild; Painters; Plumbing and Pipe Fitters; Seafarers; Service Employees; Teachers (AFT); and Woodworkers. Information about the unions’ number of locals, size, and percentage of white-collar and female members was obtained from the Bureau of Labor Statistics (U.S. Department of Labor, 1980) and is included in the analysis.

Results

The benefits organizers stressed fall into three general categories (see Table 1). Grievance procedures, job security, improved benefits, and improved pay are stressed most frequently. Greater influence in decision making, better working conditions, and lobbying opportunities are stressed to a moderate extent. Higher quality products, technical training, job satisfaction, and increased production are stressed least frequently. The order of perceived effectiveness follows roughly the same pattern: Grievance procedures, pay, influence in decision making, and benefits are viewed as the most effective.

The two most frequently used tactics are small groups and literature

Under the first option, directors received cover letters, questionnaires, and postage-paid addressed envelopes for ten respondents, along with instructions on how to select organizers at random. In the second option, we selected organizers at random and sent them a cover letter, questionnaire, and postage-paid, addressed envelope. Organizers anonymously mailed their questionnaires directly to us.

Research Note I 107

TABLE 1

FREQUENCY OF BENEFITS STRESSED AND PERCEIVED PERCENTAGE OF WORKERS WHO JOIN UNIONS FOR THESE REASONS~

Group Xb s.d. O/O

Almost always stressed Grievance procedures Job security Improved benefits Higher pay Frequently stressed More influence in decision making Better working conditions Lobbying opportunities

4.69 0.57 68 4.43 1.03 54 4.29 0.95 52 4.25 0.99 69

3.73 1.68 29 3.68 1.48 35 3.43 1.61 20

Infrequently stressed

Technical training 2.95 1.56 14 More job satisfaction 2.91 1.49 8

Higher quality products 3.04 1.93 5

Increased production 2.08 1.43 4

" N = 97. 1 = rarely or never stressed, 5 = almost always stressed.

TABLE 2

PERCEIVED FREQUENCY AND EFFECTIVENESS OF ORGANIZING TACTICS~

Frequency Effectiveness Tactic Xb s.d. x' s.d. r

Small group talks Literature Members identify prospects Underground campaigns House calls Speeches Specialized teams Corporate campaigns Associate member status Nonunion associations

4.66 0.46 4.46 0.79 4.38 0.82 3.57 1.13 4.02 1.43 4.09 1.45 3.97 1.73 4.15 1.52 3.62 1.87 4.08 1.78 3.38 1.98 3.44 1.75 3.17 2.40 4.27 2.08 3.14 1.84 3.39 1.68 1.90 1.56 4.00 3.32 1.86 1.40 3.67 3.10

. 54'* *

.60;'* *

.43 :' :i: :*

. 57 * :3 :i:

.34:' :L :* 39:t*:i:

.08

.40"*:' - .07 - .06

* * * p c.001. a N = 97.

1 = used to a small extent, 5 = used to a large extent, 1 = not effective, 5 = very effective.

108 / MONTY L. LYNN AND JOZELL BRISTER

TABLE 3 BELIEFS ORGANIZERS HOLD ABOUT THEIR UNION=

Belief X b s.d.

Organizer decides benefits to stress 4.58 0.62 Organizer decides tactics to use 4.47 0.85 Union offers appealing benefits 4.40 0.67

Union uses effective tactics 4.02 1.29 Issues that appeal have changed 3.80 1.58 Tactics that work have changed 3.68 1.39

" N = 97.

Organizer feels good about tactics used 4.25 1.05

1 = not my beliefs, 5 = my beliefs.

distribution (see Table 2). The two tactics used least often are accepting associate member status and developing nonunion associations. The extent of use and perceived effectiveness of benefits are highly correlated (p < .OOl) for all but three tactics-specialized teams, associate member status, and nonunion associations.

In general, the organizers are satisfied with their unions; most believe that their unions offer benefits of value to workers and use effective tactics (see Table 3). Organizers perceive themselves as having considerable autonomy in choosing appropriate organizing issues and tactics. They believe that the issues that appeal to workers and the tactics that are effective have changed only slightly during the past five years. There are some significant differences among the organizers, however. For example, as the percentage of female workers increases in an industry, organizers stress job security, participation in decision making, and grievance procedures less often and technical training and satisfying work more often (see Table 4). Organizers use underground campaigns less often and perceive speeches and house calls to be effective. Compared to the others, these organizers do not perceive their unions as doing as good a job appealing to issues of interest to workers. They also have less control over the selection of tactics or issues, feel less well about their unions' tactics, and have less experience as organizers.

As the percentage of union members who are white-collar workers increases, organizers perceive house calls as more effective. These organizers also have a better relationship with the companies they have organized or have tried to organize (see Table 5 ) . They have less freedom selecting the issues they wish to stress in a campaign, however. In this sample, there are no significant differences in issues or tactics between organizers in more white-collar or more blue-collar industries.

Research Note I 109

TABLE 4 CORRELATION OF INDUSTRY FEMALE COMPOSITION AND ORGANIZING PRACTICESa

Variable r

Per cent of industry employees who are female: Benefits stressed Job security Participation in decision making Grievance procedures Technical training Satisfying work Tactics stressed Underground campaigns Speeches House calls Organizers’ beliefs Union offers appealing benefits Organizer decides tactics to use Organizer decides benefits to stress Organizer feels good about tactics used Organizers’ characteristics Time as an organizer

-.23* -.25** -. 18*

.27**

.21*

-. 17* .23* .27**

-.18* - .23:’ -. 19* -.18*

-.40**

*p <.05; **p <.Ol; ***p <.OO1. ‘ N = 97.

TABLE 5 CORRELATION OF INDUSTRY WHITE-COLLAR COMPOSITION AND ORGANIZING

PRACTICES~

Variable r

Per cent of industry employees who are white-collar: Tactics’ perceived effectiveness House calls .18’

Organizers’ beliefs Organizer decides benefits to stress Perceived relationship with firms

-.23* .25**

*p <.05; **p c.01; ***p c.001. N = 97.

110 / MONTY L. LYNN AND JOZELL BRISTER

TABLE 6

ORGANIZING PRACTICES BY UNION SIZE AND ORGANIZER CHARACTERISTICS~

Variables r

Union size Issues that appeal have changed Length of time as union member Union offers appealing benefits Organizer decides benefits to stress Length of time as organizer Union offers appealing benefits Union uses effective tactics Organizer decides tactics to use Organizer feels good about tactics used

-.23*

.22*

.30***

.19*

.34***

.23*

.34***

a N = 97. *p <.05; **p <.Ill; ***p <.001.

Union size and organizers’ characteristics significantly affect some organiz- ing practices and beliefs (see Table 6 ) . As the size of the union increases, organizers are less convinced that organizing issues have changed. Also, the longer organizers have been members of their union, the more they believe in the issues stressed by the union and the more autonomy they have in choosing which issues to stress. The longer individuals work as organizers, the more they believe in the union issues, the more autonomy they have in choosing organizing issues and tactics, and the better they feel about specific organizing tactics.

Discussion In general, the results indicate that the traditional issues-grievance

procedures, security, benefits, and pay-are the ones organizers in the sample used most frequently. However, since traditional issues may be appropriate for highly organized industries but inappropriate for newly organized ones, activity in predominantly female and white-collar industries is the most sensitive indicator of the degree to which organizers are altering their practices. Our results for these areas show that some changes are occurring.

As the percentage of females in an industry increased, organizers in the sample tended to alter their tactics and benefits, although not always as extensively as they wished. First, organizers stressed job security less often with female workers. This may be appropriate; some evidence suggests that job security is less important to women. Most employed women are members

Research Note I 111

of families with at least one other wage earner, usually a husband (U.S. Department of Labor, 1985). Generally, these families are more dependent on the husband’s income since the weekly average salary of married employed men is significantly higher than that of married employed women (U.S. Department of Labor, 1986). Men are more prone than women to become unemployed because of job loss (U.S. Department of Labor, 1985) and predominantly female industries have experienced employment growth in recent years while predominantly male industries have been shrinking. Thus, job security may not be a compelling reason for a female workforce to elect unionization.

There is some indirect empirical support for not stressing grievance procedures and involvement in decision making in industries with a significant percentage of women in the workforce. The data are not consistent, but a fair portion of the work-related values literature suggests that, on average, women in lower-level occupations have lower expectations from work than do men (Murrey and Atkinson, 1981); or they have different expectations, emphasizing social rewards more than intrinsic or extrinsic work-related rewards (Mottaz, 1986). Thus, organizing issues that emphasize work relationships (e.g., co-worker solidarity) may have a broader appeal to women than more task-oriented issues (e.g., grievance procedures and decision making).

Organizers stressed work satisfaction more frequently as the percentages of women rose across industries. The value of this strategy in an organizing campaign is questionable. Although women are paid less and tend to have lower-status jobs and fewer promotion opportunities, most recent surveys indicate that male and female workers do not differ significantly in their level of job satisfaction (cf. Mottaz, 1986). Again, this may be because men and women do not seem to expect the same type of outcomes from work.

Organizers’ tendency to stress technical training more in industries with larger numbers of female employees may reflect their recognition of the traditional imbalance between male and female workers in terms of training and mobility. That underground campaigns are used less often and speeches and house calls more often has received little empirical attention. The work- related values literature suggests that a positive relationship with peers and/ or superiors may be threatened by an underground campaign.

No significant differences in tactics and issues were identified across white- collar and blue-collar industries. There is some evidence that the benefits of unionization are similar across occupational groups. Poole et al. (1983) found that British managers joined unions to gain the same benefits that other workers desire-representation, pay, fringes, and security.

The correlation between the use of benefits and the perceived percentage

112 / MONTY L. LYNN AND JOZELL BRISTER

of workers who join unions for these reasons confirms that organizers believe traditional issues still appeal. Only the correlations between use and perceived effectiveness for the newer tactics (i.e., specialized teams, associate member status, nonunion associations) were insignificant. The high effectiveness evaluations for these tactics suggest that they may be used more frequently in the future.

The decrease in control over issues and tactics found among organizers who work in unions with a higher percentage of females and white-collar workers may be less a reflection of these unions’ characteristics and more a function of the individuals’ tenure as organizers. The length of time spent as an organizer in female and white-collar industries was not as long as the tenure of organizers in mostly male and blue-collar industries. It is possible, then, that individual organizers are not changing their views but that the younger organizers are willing to consider other tactics and benefits.

Two modifications for future research should be noted. First, the sample should be broadened and made more representative. The 13 largest AFL- CIO unions account for 56 per cent of union membership but only 27 per cent of the present sample; unions with a membership of less than 100,000 account for 15 per cent of the AFL-CIO membership but constitute 47 per cent of the sample; the four large unions included in the sample are all from the service sector. These limitations render the findings suggestive rather than conclusive. Second, future questionnaires should include items regarding pay equity and the use of audio-visual technology; also, the issues and tactics referenced should be kept current.

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Research Note I 113 Murrey, M. A. and T. Atkinson. “Gender Differences in Correlates of Job Satisfaction,”

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