I am currently taking an advanced negotiation class which includes students from both the public policy school and the business school. Most of the class is taught through simulations and for the past three weeks, we've been doing a simulation of a labor-management dispute that supposedly takes place over seven years. The policy students play the role of union negotiators while the MBAs represent management.
The context of the negotiation is that labor and management at a food processing company in the Midwest have enjoyed really strong relations for the past fifty years. The CEO and founder of the firm believed strongly that labor should share in the fruits of the company's profits and worked cooperatively with them to provide a terrific working environment. Employees of the company enjoy the industry's best wages, incentives, workforce autonomy, and job security. In fact, the company has a permanent working agreement in place that guarantees wages and job security that has been in place for forty years. As a result, workers feel strong pride and loyalty towards their company.
The marketplace is changing, however. The company faces competition by non-union shops and other competitors have been successful in gaining substantial concessions from their union workforces. Moreover, the CEO has passed away and is no longer part of the firm, replaced by other management executives.
Our negotiation with the MBAs began as part of a standard, seven-year renewal that examined wage and other issues. Right away, the MBAs complained that the many benefits enjoyed by the workers impacted their flexibility in the marketplace and they were concerned that the company would go under if many of the benefits weren't given up. Specifically, they sought to dismantle the working agreement that provided job and wage security, a drastic wage reduction in line with competitors' wages, and the elimination of individual incentives.
As labor, we found ourselves in a tough position. Due to both the nature of the negotiation as well as due to the limitations of the simulation, we found ourselves at a profound disadvantage and forced to make large concessions that decimated our position along many of these issues.
What I found most interesting, however, was that no matter how much we gave up, the MBAs kept coming and asking for more, citing the same reasons - the need to remain competitive. This was in the face of the fact that according to financial statements, the companies profitability was increasing, not decreasing; moreover, wages as a factor of production were declining, not increasing.
Needless to say, the atmosphere became more acrimonious as time went on. In our final negotiation, we were presented with a situation where the union had been working at a new factory for the past three years that utilized newee technologies that required less workers.Productivity and efficiency were the highest of any plant in the world.
Company profits were 92% higher than they were seven years earlier. Workers, however, weren't doing so well. Our wages were one-third of what they were at the end of the last contract when including incentive pay. For the past five years, the workers had not had a cost-of-living adjustment. More alarming was that workforce injuries had skyrocketed, to the highest in the industry at 202 incidents per 100 workers.
In this environment, I would expect that people of conscience would be concerned about the high rates of injury, would take stock of the company's financial performance, and realize that there was some room for the company to make concessions for the sacrifices of the workers and to improve worker safety which ultimately harmed the company.
Instead, the MBAs single-mindedly held onto their mantra of competitiveness, even in the face overwhelming evidence that their fears of profitability were ultimately unfounded. In some small way, they felt that they were able to make some concessions - they offered a 5% wage increase - but it came at the expense of asking the union to give up scheduled layoffs and control over seniority rules.
I was really disturbed by the sheer greed and single-minded focus on the company at the expense of the workers. After all, were these students sitting across from me any different than I was? More importantly, if I had been in their shoes, would I have believed their position and advocated it with the same passion and fiery that they had? I'm not sure whether I have a good answer for that since I don't know how they were briefed but I want to believe that had I been in their shoes that I would have felt very differently.
I'm not sure what they teach in business schools but if the team we negotiated against is any reflection of their peers, anyone who works in corporate America at anything less than a managerial level is in a lot of trouble. This was an ungraded exercise and to make concessions would have cost them nothing other than possibly some pride. Yet, in the face of overwhelming evidence of unprecedented profitability, dangerous work conditions, and tremendous worker sacrifices, these individuals chose to give very little, if at all.
The exercise really put into perspective for me the powerlessness of the union. Part of the loss of the union's power stemmed from it's inability to control the national union to which it belonged. Often it worked counter to its interests which leads me to wonder whether nationalizing unions has increased or decreased the power of unionized labor. It seems intuitive that it would help rather than harm, but in many cases more favorable conditions for the company at other locations or with competitors gave the firms tremendous leverage in the negotiation. The unions were, more often than not, unable to sway public sentiment in their favor nor convince scabs not to cross picket lines, denying them the only power they really have.
I feel like the companies are reaching that stage again where the workforce is considered nothing more than an asset to be exploited and tossed away when its utility is finished. I believe in free markets, but I don't believe in this.
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