This England, in New States-
man:

“The treasury said it was
left to the heads of depart-
ments to decide how many
illegitimate babies an em-
ployee might have before
disciplinary action, if any,
should be taken.”

TN

ANNs

CONTINUED FROM PAGE 1

“Loggers’

health and welfare and medi-
cal coverage, hours of work,
job evaluation, overtime work
and others.

Delegates elected to the Re-
gional Wages and Contract
Conference were R. B. Picker-
ing, E. L. Freer, B. Thompson,
L. Sloat, M. Anderson, W. J.
Scott, O. Watson, W. J. Ker,
G. Borg, Wm. McMath, W.
Kozij, F. Miller, G. Phillips.
W. H. Wilson will attend as
Regional Executive Board
Member.

Due to the heavy agenda
only one guest speaker, Re-
gional President Jack Moore
addressed the conference.

Before closing, a collection
was taken among the dele-
gates and $141.00 was raised
in aid of the Grande Prairie
and Orion Bowman strikers.

CONTINUED FROM PAGE 1

THE WESTERN CANADIAN LUMBER WORKER

“Value of Collective Bargaining’

got wise and organized the whole crew to negotiate to-
gether, with the assistance of the Union, instead of ne-
gotiating against each other in a mad scramble for low-
paid jobs.”

Standard wages were unknown. Overtime pay was
uncertain. Holidays and Sundays were often ignored.
The only vacations were the periods of compulsory un-
employment. No one heard about seniority rules or

grievance procedures. This picture was changed for the
better only because of collective bargaining.

Success in the 1935-36 strikes enabled a few local
unions to obtain signed agreements with employers.
These agreements were limited in scope and dealt mainly
with wage rates, recognition of an employees’ committee,
hours of work, overtime pay and observance of holidays
and Sundays. Such agreements usually took the form of
a statement issued by the employer to employees to
indicate the terms of a strike settlement. No provision
was made for enforcement of its provisions nor the con-
tinuing life of the agreement. Obviously, the effective-
ness of the agreement rested on the ability of the local
union to take effective strike action.

The same year which saw the birth of the IWA also
witnessed an event of great importance to American
workers. The National Labor Relations Act, 1935, or the
Wagner Act, was upheld as constitutional by the United
States Supreme Court. For two years the employers had
attacked. this legislation as unconstitutional and an in-
fringement upon management's rights. In the meanwhile
bargaining rights were withheld from the woodworkers.
The newly-formed IWA was immediately faced with
exacting responsibilities and challenging opportunities.

The preamble to the Wagner Act stated: “It is hereby
declared to be the policy of the United States to elim-

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inate the causes of certain substantial obstructions to
the free flow of commerce... by encouraging the prac-
tice and procedure of collective bargaining.”

The Supreme Court in declaring the Wagner Act to
be constitutional pointed out how essential to workers
was the right to organize and bargain collectively. Chief
Justice Hughes said: “Employees have a clear right
to organize and select their representatives for lawful
Purposes as the respondent has to organize its business
and select its own officers and agents. Discrimination
and coercion to prevent the free exercise of the right
of employees to self-organization and representation is

a proper subject for condemnation by competent legis-
lative authority.

“Long ago we stated the reasons for labor organi-
zations. We said that they were organized out of the
necessities of the situation; that a single employee was
helpless in dealing with an employer; that he was or-
dinarily dependent on his daily wage for the mainten-
ance of himself and his family; that if the employers
refused to pay the wages he thought fair, he was never-
theless unable to leave the employer and resist arbitrary
and unfair treatment; that the union was essential to

give laborers opportunity to deal on an equality with
their employer .. . “

Labor's long years of struggle had won legal pro-
tection for basic civil rights.

Although the Wagner Act did not solve all the labor-
management problems of the IWA, it provided the frame-
work for genuine collective bargaining. The National
Labor Relations Board, established by the Act, was given
power to determine appropriate bargaining units, to
hold elections enabling the workers to choose their bar-
gaining agents, and to compel the employers to aban-
don their more flagrant union-busting tactics. The law
prohibited discrimination against individual employees
and the domination or interference by employers in un-
ion affairs. An employer's refusal to bargain with his
employees was made an offence. The decision of the
Board was made enforceable in the courts. The right
to strike was expressly maintained.

The Wagner Act, applicable only in the United States,
had a profound effect on Canadian labor legislation
which is mainly within provincial jurisdiction. The initial
efforts of the IWA in British Columbia to gain bargaining
rights for a potential 35,000 membership lacked any
protection against employer tyranny under antiquated

See “COLLECTIVE BARGAINING” — Page 8

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