It was announced today, by Millwright Local #1755 Joint Apprenticeship and Training Committee, that a new class of Apprentices will be recruited. Applications will be available on the following dates, times and locations. Millwright Local 1755 4600 Camden Ave. Parkersburg, WV 26101 Roger Richards- Service Representative 304-422-1593 office
12% of U.S. workers have a union in their workplace, but 53% of U.S. workers would like one. U.S. Department of Labor, Bureau of Labor Statistics, "Union Members in 2006," Current Population Survey, January 2007. Peter D. Hart Research Associates, December 2006.
78% of workers during union organizing drives are forced to attend closed-door or isolated meetings with supervisors. Kate Bronfenbrenner, "Uneasy Terrain: The Impact of Capital Mobility on Workers, Wages and Union Organizing," U.S. Trade Deficit Review Commission, 2000.
79% of workers agreed that workers are “very” or “somewhat” likely to be fired for trying to organize a union. Brent Garren, “When the Solution Is the Problem: NLRB Remedies and Organizing Drives,” 51 Labor Law Journal 76, 78; 2000
We have met them in the hallways of our workplaces -- the "toxic" people, poisoning the work environment with their anger or cynicism or excessive criticism of others. You can identify them since they act as if the only agenda that matters is their own personal agenda, and the only time that counts is theirs. We know them by their rudeness in meetings, or their inability to find the good in any ideas other than their own, or their laser-like ability to find fault without seeming to ever give credit. The world revolves around them and they are unwilling to really examine the impact of their behavior on others. These people are "toxic" in that their impact on those around them, especially when in critical positions of responsibility, is that they poison trust, trample good will, destroy self-esteem and rot the fabric of teamwork. They cost industry and government billions of dollars in lost opportunities, re-work, extra sick leave and errors they engender due to the problems in communication, lowered collaboration, mistrust, frustration and fear in their wake. What gives? Can't they and the powers that be see the effects of their toxicity? Why are they tolerated, and how in the heck did they get to be where they are today? The answer is that if you were a star producer, or very bright and capable, working hard and getting results then you were often promoted in spite of the way you treated other people or damaged working relationships around you. After all, we traditionally have measured how long you worked and what you were able to accomplish with little attention on how you helped or hurt the working relationships, trust and collaborative networks around you. This was poor management and even poorer leadership. In the words of Jack Welch, the recently retired CEO of GE, "We must insist on people keeping their commitments (getting results) as well as those who demonstrate the values (valuing relationship development.)" He further stated that those who only got the results but damaged relationships consistently were like a cancer in an organization. Yet, the days of the toxic individual are numbered. There is increasingly less tolerance for their fits of temper or constant criticism or inflated self-importance or disrespectful behavior. The reasons are two fold. First, as all of us have noticed, the world is changing dramatically. The global marketplace is more dynamic, demanding and less tolerant of mistakes and those who are slow to assimilate lessons or to adapt to changing conditions and customer demands.
It is hard to argue with the facts U.S. workers who belong to unions earn 30 percent more than non-union workers. Bureau of Labor Statistics, "Union Members in 2006, Table 2. Median weekly earnings of full-time wage and salary workers by union affiliation and selected characteristics." Current Population Survey, January 2007
The Weingarten Doctrine: "Under the Supreme Courts 1975 Weingarten decision- An employee has a right to Union Representation during an investigatoryinterview that he/she reasonably believes may result in disciplinary action.
The employee must make a clear request for Union Representation and theemployer may grant the request, deny the request and abandon the interview,or allow the employee to choose between continuing the interview withoutUnion Representation, or ending the interview. The employer may not legallydeny the request and continue to ask questions.
Employees nationwide are struggling with economic and workload issues: whether a Janitor, Home Care Worker, a a Security Guard, a Nurse, a Police Officer, a Fire Fighter, a Construction Worker, an Office Worker, or any worker who is mistreated in the workplace each day; each are turning to labor unions for organizing.
In our glorious fight for civil rights, we must guard against being fooled by false slogans, as 'right-to-work.' It provides no 'rights' and no 'works.' Its purpose is to destroy labor unions and the freedom of collective bargaining... Unity Millwright Ron www.unionmillwright.com/
With all their faults, trade unions have done more for humanity than any other organization of men that ever existed. They have done more for decency, for honesty, for education, for the betterment of the race, for the developing of character in men, than any other association of men. Unity Millwright Ron www.unionmillwright.com