Volume 2 Issue 4

Labour Relations
A quick history lesson on where we have been in the field of labour relations and where we should be going.

For many managers, leaders, and union representatives, keeping labour relations calm, logical, and productive is a daily challenge. Issues that should be dealt with quickly and easily seem to explode into confrontation. These situations become stressful and unproductive and support the negative perceptions with which each side views the other.

For the most part, labour relations take on an adversarial stance that is quite difficult to overcome and has a tendency to make professional conflicts personal.

To gain perspective and understanding on the animosity of present day labour relations, it is essential to look at the past.

As North America progressed into the 19th century, skilled trades began to emerge. Primarily with the construction of the Welland and Lachine canals, permanent unions formed to combat poor wages, dangerous work conditions, poor living conditions, long hours of work and irregular employment.

Today, these issues are addressed promptly. In the 1800's, however, such needs were not thought of as serious. In fact, most business owners and government bodies took these conditions to be the status quo. There was an incredible amount of labour available from which employers could pick and choose their labour force. The criteria may have been unfair and prejudicial, but the employers had the money, and money equalled power, respect, and rights.

Any change in a society is usually met with some kind of resistance. The craft unions were one of the first in Canada to unite workers and realize the power of one single voice. Unfortunately, that voice was loud and usually violent.

Some unions preferred a political approach by lobbying through government channels, writing to newspapers and staging rallies. Others acted by staging shut downs, strikes and sabotage. They were usually met with hostile reactions from government and employers. Unions were declared illegal, workers were harassed, fired, blacklisted and arrested.

Change was imminent, regardless of how it took place. Other unions were formed, such as The Noble and Holy Order of the Knights of Labour, Nine-Hour Movement, Industrial Workers of the World, and the Textile Union. A strong collective voice was being heard.

After WWI, labour shortages began to arise, leaving employers little choice but to address the issues and find solutions. It became clear that labour and management had to compromise on conflict and issues in order for business to continue and employment to be secure. Over the next 50 years, unions and management drew a 'line in the sand' that was built with the realities of change.

As the 21st Century nears, the situation has dramatically improved. Working conditions, rate of pay, hours worked etc., have been legislated, and all other issues that arise are dealt with through a system of compromise and negotiation. Yet animosity still exists. In understanding what has gone before, one realizes how greatly labour relations have improved over the years. Even though deeply rooted perceptions from the past are still a part of labour relations, we will keep improving as we continuously develop a respect and understanding for others.