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\eaea a Oy: oP fe Mo dern Seexetortog and D Dock Mana Practical Ways to to Cut Costs in Cargo Mandl Gu WA agement BiG ; = ti ai “secteet a mall nn Ke = Waterfront Labor Conditions Aided By Employe Representation OR nine years there has_ been F rece: on the Seattle waterfront. This is a notable change from the previous period, 1908-1920, when, industrial warfare ranged al- most incessantly. The industry was blighted by a vicious circle of union domination, strike, employers in con- trol, another walkout and return to the closed shop. From the _ stand- point of both employers and men con- ditions were intolerable. Both sus- tained serious losses. Ships were de- layed, cargo was pilfered and dam- aged, men soldiered on the job, the port was given a bad reputation. On the other hand longshoremen and dock workers had only casual employment. Under the most favorable conditions, the industry was overmanned, at times some employers were unfair and arbitrary and even the most ef- ficient workers were unable to make a decent living. The old order has passed into his- tory. Today longshoring and truck- ing is a respectable and well paid oc- cupation on the Seattle front. As a rule the men are satisfied with the present system. There is now a spirit of harmony and co-operation between This original study and statement of what has been done at the great Northwest port of Seattle to solve the problems of peaceful and efficient eargo handling, benefiting both longshoreman and shipowner has been prepared for MARINE REVIEW at the request of the Editor by Robert C. Hill from personal observation and close con- tact with one of those chiefly responsible for the plan and its successful operation. 46 By Robert C. Hill employer and employe that has worked to the advantage of all. This reformation in industrial re- lations has been accomplished not through the closed shop or the open shop but by joint organization some- times called the “joint shop.” It is similar to the system adopted in some factory industries but has been made effective here in spite of a number of handicaps not found in other lines of work. For instance waterfront em- ployment is of a casual nature and many different employers have had to be brought into line instead of a single employer as is usual in a stable industry. The “joint shop’ in Seattle has successfully stabilized the relations between employers and men, decasual- ized the work, assured ships of cer- tain and quick dispatch and in gen- eral made of the local waterfront a place of peace and industry instead of war and wastage. Employers Association Organized in 1908 The waterfront employers of Seattle, a voluntary association of steamship, stevedore and dock com- panies, was organized in 1908 with the co-operative object of improving industrial conditions and relations in local shipping and cargo handling. Its members bargained collectively with the employes but it was not MARINE REVIEW—March, 1930 always possible to prevent strikes. In 1908 a prolonged and bitter labor conflict cost both sides many thou- sands of dollars. In 1916 a similar experience proved very expensive. When the men returned to work after a disastrous defeat, they were in ill humor and dissatisfied. The fol- lowing year, with the war shortage of labor and great industrial activity, brought conditions highly unsatisfac- tory to employers. Representatives of the latter twice went to Washington, to confer with the national adjust- ment commission on longshoring. In 1918 the federal government took waterfront employment out of the hands of both men and companies. The general strike in 1919 threat- ened to completely paralyze the en- tire shipping industry in Seattle. Temporary peace was established until April 1920 when a new agree- ment was signed in which the list system of dispatching was abandoned. Within a month another strike -was called to restore the list. Conditions were rapidly growing worse with each side striving to gain control. Finally in June 1920 the Pacific Steamship Co. organized a dock council among its own men providing for joint representation. This plan seemed to meet the situ- ation so ideally that within a short time the “joint shop” system was generally adopted under the leader-