Rank and File: The Visualization of Occupational Folklore and Union History

1983 ◽  
Vol 42 (1) ◽  
pp. 78
Author(s):  
Sharon R. Sherman ◽  
Jack Santino ◽  
Paul Wagner ◽  
Julia Reichert ◽  
James Klein ◽  
...  
1954 ◽  
Vol 30 (3) ◽  
pp. 379-380
Author(s):  
H. C. Hillmann

1994 ◽  
Vol 39 (3) ◽  
pp. 383-414 ◽  
Author(s):  
Peter Ackers

SummaryThis article challenges the militant and industrial unionist version of British coal mining trade union history, surrounding the Miners' Federation of Great Britain and the National Union of Mineworkers, by considering, for the first time, the case of the colliery deputies' trade union. Their national Federation was formed in 1910, and aimed to represent the three branches of coal mining supervisory management: the deputy (or fireman, or examiner), overman and shotfirer. First, the article discusses the treatment of moderate and craft traditions in British coal mining historiography. Second, it shows how the position of deputy was defined by changes in the underground labour process and the legal regulation of the industry. Third, it traces the history of deputies' union organization up until nationalization in 1947, and the formation of the National Association of Colliery Overmen, Deputies and Shotfirers (NACODS). The article concludes that the deputies represent a mainstream tradition of craft/professional identity and industrial moderation, in both the coal industry and the wider labour movement.


Author(s):  
Petr YAKOVLEV

The decision on Britain’s secession from the European Union, taken by the British Parliament and agreed by London and Brussels, divided the Union history into “before” and “after”. Not only will the remaining member states have to “digest” the political, commercial, economic and mental consequences of parting with one of the largest partners. They will also have to create a substantially new algorithm for the functioning of United Europe. On this path, the EU is confronted with many geopolitical and geo-economic challenges, which should be answered by the new leaders of the European Commission, European Council, and European Parliament.


1938 ◽  
Vol 4 ◽  
pp. 359-462
Author(s):  
G. D. H. Cole

The best-known episode in the early history of Britsh Trade Unionism is the dramatic rise and fall of the Grand National Consolidated Trades Union in 1833—1834. Robert Owen's sudden emergence as the leader of a mass movement reported to number a million adherents, the trial and transportation of the unfortunate ‘Tolpuddle Martyrs’ for the crime of administering unlawful oaths, the presentation of the ‘document’ demanding renunciation of Trade Union membership by masters in many parts of the country, and the complete eclipse of the Grand National within a year of its first foundation, make a story which has been told many times with effect, and does not need telling over again. But though this particular story is well-known, there is a good deal that remains obscure in Trade Union history both during this critical year and, still more, during the few previous years when the idea of an all-embracing ‘General Union of Trades’ was taking hold of one section after another of the British working classes.


2014 ◽  
Vol 3 (4) ◽  
pp. 1 ◽  
Author(s):  
Michael Chambers

This analysis explores some of the challenges facing public managers in nurturing their relationship and partnership with public-sector unions. It begins with a discussion of the background that elaborates on union history, discussing the birth of unions, the fall of private-sector unions, and the rise of government unions.  This is followed by a review of the relevant professional and scientific literature to better develop the topic and focus the analysis.  As the field of government labor-management relations is complex, the unique characteristics of government labor-management relationships that are lacking in the private-sector context necessitate a practitioner approach and an integrated synthesis of the literature. The analysis concludes that when collective bargaining is applied to public-sector business, it must be tailored to achieve proper alignment with taxpayers, who are the major stakeholders in public-sector services.


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