A SCHOLARLY BOOK REPOSITORY13 start with W start with W
An eye-opening first-hand account of life in a WWII shipyard from a woman's perspective
In 1942, Katherine Archibald, a graduate student at Berkeley, left the halls of academe to spend two years working in a nearby Oakland shipyard. She arrived with a host of preconceptions about the American working class, race relations and the prospect for their improvement, and wartime unity. Her experience working in a shipyard where women were seen as intruders, where "Okies" and black migrants from the South were regarded with barely-disguised hatred, and where trade unions preferred protecting their turf to defending workers' rights, threw much of her liberal faith into doubt.
Archibald's 1947 book about her experiences, Wartime Shipyard: A Study in Social Disunity, remains a classic account of life and labor on the home front. This new edition includes an introduction written by historians Eric Arnesen and Alex Lichtenstein, who explore Archibald's work in light of recent scholarship on women and African Americans in the wartime workplace.
This story explodes the popular belief that women white-collar workers tend to reject unionization and accept a passive role in the workplace. On the contrary, the women workers of Harvard University created a powerful and unique union--one that emphasizes their own values and priorities as working women and rejects unwanted aspects of traditional unionism.
The workers involved comprise Harvard's 3,600-member "support staff," which includes secretaries, library and laboratory assistants, dental hygienists, accounting clerks, and a myriad of other office workers who keep a great university functioning. Even at prestigious private universities like Harvard and Yale, these workers--mostly women--have had to put up with exploitive management policies that denied them respect and decent wages because they were women. But the women eventually rebelled, declaring that they could not live on "prestige" alone.
Encouraged by the women's movement of the early 1970's, a group of women workers (and a few men) began what would become a 15-year struggle to organize staff employees at Harvard. The women persisted in the face of patronizing and sexist attitudes of university administrators and leaders of their own national unions. Unconscionably long legal delays foiled their efforts. But they developed innovative organizing methods, which merged feminist values with demands for union representation and a means of influencing workplace decisions.
Out of adversity came an unorthodox form of unionism embodied in the Harvard Union of Clerical and Technical Workers (HUCTW). Its founding was marked by an absorbing human drama that pitted unknown workers, such as Kris Rondeau, a lab assistant who came to head the union, against famous educators such as Harvard President Derek Bok and a panoply of prestigious deans. Other characters caught up in the drama included Harvard's John T. Dunlop, the nation's foremost industrial relations scholar and former U.S. Secretary of Labor. The drama was played out in innumerable hearings before the National Labor Relations Board, in the streets of Cambridge, and on the walks of historic Harvard Yard, where union members marched and sang and employed new tactics like "ballooning," designed to communicate a message of joy and liberation rather than the traditional "hate-the-boss" hostility.
John Hoerr tells this story from the perspective of both Harvard administrators and union organizers. With unusual access to its meetings, leaders, and files, he examines the unique culture of a female-led union from the inside. Photographs add to the impact of this dramatic narrative.
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A sociologist and work and family expert, Garey situates her research in the health service industry. Interviewing a racially and ethnically diverse group of women hospital workers -- clerical workers, janitorial workers, nurses, and nurse's aids -- Garey analyzes what it means to be at once a mother who is employed and a worker with children. Within the limits of the resources available to them, women integrate their identities as workers and their identities as mothers by valuing their relation to work while simultaneously preserving cultural norms about what it means to be a good mother. Some of these women work non-day shifts in order to have the right blocks of time at home, including, for example, a registered nurse who explains how working the night shift enables her to see her children off to school, greet them when they return, and attend school events in the way she feels "good mothers" should -- even if she finds little time for sleep.
Moving beyond studies of women, work, and family in terms of structural incompatibilities, Garey challenges images of the exclusively "work-oriented" or exclusively "family-oriented" mother. As women talk about their lives, Garey focuses on the meanings of motherhood and of work that underlie their strategies for integrating employment and motherhood. She replaces notions of how women "balance" work and family with a better understanding of how women integrate, negotiate, and weave together their identities as both workers and mothers.
Breaking new ground in the study of work and family, Weaving Work and Motherhood offers new insights for those interested in sociology, gender and women's studies, social policy, child care, social welfare, and health care.
Trained as a druggist when he was in his early twenties, Bonsall traveled the world, spent eight years on a tea plantation in India, and settled in Philadelphia, where he worked in the city surveyor’ s office. But in March 1862, when he was in his mid-forties, the lure of serving his country on the battlefield led Bonsall to join the 81st Pennsylvania Infantry as a hospital steward.
Bonsall enjoyed his life with the Union army at first, comparing bivouacking in the woods to merely picnicking on a grand scale. “ We are about as jolly a set of old bachelors as can be found in Virginia,” Bonsall wrote. But his first taste of the aftermath of battle at Fair Oaks and the Seven Days’ Battles in Virginia changed his mind about the joys of soldiering— though he never lost his zeal for the Union cause.
Bonsall details the camp life of a soldier from firsthand experience, outlines the engagements of the 81st, and traces the Battle of Fredericksburg and the Peninsula Campaign. He records facts not available elsewhere about camp conditions, attitudes toward Union generals and Confederate soldiers, and troop movements.
From the end of June to late October 1862, Bonsall’ s illness kept him from writing in his journal. He picked up the record again in December 1862, just before the Battle of Fredericksburg, Virginia, in which the Union suffered a staggering 10,200 casualties and the 81st Pennsylvania lost more than half its men. He vividly describes the bloody aftermath. Bonsall’ s horse was shot out from underneath him at the battle of Gettysburg, injuring him seriously and ending his military career. Although he was listed as “ sick in hospital” on the regiment’ s muster rolls, he was labeled a deserter in the U.S. Army records. Indeed, after recovery from his injuries, Bonsall walked away from the army to resume life in Philadelphia with his wife and child.
Published for the first time, Bonsall’ s journal offers an unusually personal glimpse into the circumstances and motives of a man physically ruined by the war. Seventeen illustrations, including some drawn by Bonsall himself, help bring this narrative to life.
In surveying retail work across the United States, Carré and Tilly find that the majority of retail workers receive low pay and nearly half work part-time, which contributes to high turnover and low productivity. Jobs staffed predominantly by women, such as grocery store cashiers, pay even less than retail jobs in male-dominated fields, such as consumer electronics. Yet, when comparing these jobs to similar positions in Western Europe, Carré and Tilly find surprising differences. In France, though supermarket cashiers perform essentially the same work as cashiers in the United States, they receive higher pay, are mostly full-time, and experience lower turnover and higher productivity. And unlike the United States, where many retail employees are subject to unpredictable schedules, in Germany, retailers are required by law to provide their employees notice of work schedules six months in advance.
The authors show that disparities in job quality are largely the result of differing social norms and national institutions. For instance, weak labor regulations and the decline of unions in the United States have enabled retailers to cut labor costs aggressively in ways that depress wages and discourage full-time work. On the other hand, higher minimum wages, greater government regulation of work schedules, and stronger collective bargaining through unions and works councils have improved the quality of retail jobs in Europe.
As retail and service work continue to expand, American employers and policymakers will have to decide the extent to which these jobs will be good or bad. Where Bad Jobs Are Better shows how stronger rules and regulations can improve the lives of retail workers and boost the quality of low-wage jobs across the board.
They came from all corners of the country-fifteen young, idealistic, educated men and women drawn to Knoxville, Tennessee, to work for the Tennessee Valley Authority, one of the first of President Franklin D. Roosevelt's New Deal projects. Mostly holding entry-level jobs, these young people became friends and lovers, connecting to one another at work and through other social and political networks..
What the fifteen failed to realize was that these activities-union organizing and, for most, membership in the Communist Party-would plunge them into a maelstrom that would endanger, and for some, destroy their livelihoods, social standing, and careers. White Collar Radicals follows their lives from New Deal activism in the 1930s through the 1940s and 1950s government investigations into what were perceived as subversive deeds.
Aaron D. Purcell shows how this small group of TVA idealists was unwillingly thrust from obscurity into the national spotlight, victims and participants of the second? [not sure is it is needed] Red Scare in the years following World War II. The author brings into sharp focus the determination of the government to target and expose alleged radicals of the 1930s during the early Cold War period. The book also demonstrates how the national hysteria affected individual lives.
White Collar Radicals is both a historical study and a cautionary tale. The Knoxville Fifteen, who endured the dark days of the McCarthy Era, now have their story told for the first time-a story that offers modern-day lessons on freedom, civil liberties, and the authority of the government.
Aaron D. Purcell is an associate professor and director of special collections at Virginia Tech in Blacksburg
In Who Cleans the Park? John Krinsky and Maud Simonet explain that the work of maintaining parks has intersected with broader trends in welfare reform, civic engagement, criminal justice, and the rise of public-private partnerships. Welfare-to-work trainees, volunteers, unionized city workers (sometimes working outside their official job descriptions), staff of nonprofit park “conservancies,” and people sentenced to community service are just a few of the groups who routinely maintain parks. With public services no longer being provided primarily by public workers, Krinsky and Simonet argue, the nature of public work must be reevaluated. Based on four years of fieldwork in New York City, Who Cleans the Park? looks at the transformation of public parks from the ground up. Beginning with studying changes in the workplace, progressing through the public-private partnerships that help maintain the parks, and culminating in an investigation of a park’s contribution to urban real-estate values, the book unearths a new urban order based on nonprofit partnerships and a rhetoric of responsible citizenship, which at the same time promotes unpaid work, reinforces workers’ domination at the workplace, and increases the value of park-side property. Who Cleans the Park? asks difficult questions about who benefits from public work, ultimately forcing us to think anew about the way we govern ourselves, with implications well beyond the five boroughs.
Working Backstage illuminates the work of New York City’s theater technicians, shining a light on the essential contributions of unionized stagehands, carpenters, electricians, sound engineers, properties artisans, wardrobe crews, makeup artists, and child guardians. Too-often dismissed or misunderstood as mere functionaries, these technicians are deeply engaged in creative problem-solving and perform collaborative, intricate choreographed work that parallels the performances of actors, singers, and dancers onstage. Although their contributions have fueled the Broadway machine, their contributions have been left out of most theater histories.
Theater historian Christin Essin offers clear and evocative descriptions of this invaluable labor, based on her archival research and interviews with more than 100 backstage technicians, members of the New York local of the International Alliance of Theatrical Stage Employees. A former theater technician herself, Essin provides readers with an insider’s view of the Broadway stage, from the suspended lighting bridge of electricians operating followspots for A Chorus Line; the automation deck where carpenters move the massive scenic towers for Newsies; the makeup process in the dressing room for The Lion King; the offstage wings of Matilda the Musical, where guardians guide child actors to entrances and exits. Working Backstage makes an significant contribution to theater studies and also to labor studies, exploring the politics of the unions that serve backstage professionals, protecting their rights and insuring safe working conditions. Illuminating the history of this typically hidden workforce, the book provides uncommon insights into the business of Broadway and its backstage working relationships among cast and crew members.
For over one hundred years, Navajos have gone to work in significant numbers on Southwestern railroads. As they took on the arduous work of laying and anchoring tracks, they turned to traditional religion to anchor their lives.
Jay Youngdahl, an attorney who has represented Navajo workers in claims with their railroad employers since 1992 and who more recently earned a master's in divinity from Harvard, has used oral history and archival research to write a cultural history of Navajos' work on the railroad and the roles their religious traditions play in their lives of hard labor away from home.
An unheralded union battle offers new insight into identity politics
In 1991, Columbia University’s one thousand clerical workers launched a successful campaign for justice in their workplace. This diverse union-two-thirds black and Latina, three-fourths women-was committed to creating an inclusive movement organization and to fighting for all kinds of justice. How could they address the many race and gender injustices members faced, avoid schism, and maintain the unity needed to win? Sharon Kurtz, an experienced union activist and former clerical worker herself, was welcomed into the union and pursued these questions. Using this case study and secondary studies of sister clerical unions at Yale and Harvard, she examines the challenges and potential of identity politics in labor movements.
With the Columbia strike as a point of departure, Kurtz argues that identity politics are valuable for mobilizing groups, but often exclude members and their experiences of oppression. However, Kurtz believes that identity politics should not be abandoned as a component in building movements, but should be reframed-as multi-identity politics. In the end she shows an approach to organizing with great potential impact not only for labor unions but for any social movement.
The best kind of learning is that which never ends—and a culture of training means that staff will be more flexible and responsive to new ideas and strategies, imperative in today's libraries. In this practical resource, leading workplace trainers Reed and Signorelli offer guidance on improving the effectiveness of training programs. Their book takes readers through the entire process of developing, implementing, and sustaining training programs and communities of learning, in order to
- Empower individuals to become leaders and teachers by cultivating a culture of ongoing learning
- Connect library staff and users to information resources so they can effectively use them to their benefit
- Develop skills among both managers and workers for practicing continuous formal and informal training
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