Labor Union strikes were the most prominent form of worker insurrection against employers. During the period of 1875-1900, many labor unions participated in strikes, however many of them failed to achieve their goals. The biggest reason that farmers and workers went on strike was clearly stated by a machinist before the Senate Committee on Labor and Capital. Because machines were taking jobs away, workers would lose their livelihood, and most likely their only source of income. In the year of 1877, employees working for the four largest railroads went on strike due to the fact that their employers cut their wages by 10 percent; this was known as the Great Rail Road Strike.
1. A team of three laborers in Mongolia makes rugs by hand for export to the United States. The team works 14 hours a day, six days a week, 50 weeks a year, and is able to make 12 rugs a year. Each laborer is paid a wage that is equivalent to $1.10 per day. The rugs sell for $2,000 each in the United States.
A majority of workers had been there over 20 years and were “resistant” to change. Finally the factory was closed and all five thousand employees were laid off. Then Toyota proposed a joint effort with GM to reopen the plant and the employees were rehired to produce a Chevrolet vehicle. Believing that Toyota’s success was a result of an overworked underpaid labor force, distrust was still rampant among the workers. Yet within three months the plant was producing better cars at half the cost than ever before—and the workers were happy!
In 1971, he conjured up the name Nike. According to the case study, the profits and success that the Nike Corporation has gained has affected hundreds of thousands of workers in other countries that have worked in harsh conditions for very little pay. The case study states that, “Nike is now one of the leading marketers of athletic shoes and apparel on the planet. Nike does not do any manufacturing. Rather, it designs and markets its products, while contracting for their manufacture from a global network of 600 factories scattered around the globe that employ some 650,000 people” (Hill, p. 154).
cost per hire | Sales Department | Increase revenue | Avg. Purchase Value | QC Department | Decrease Waste | Reject Ratio | Transportation Department | To increase efficiency of fuel usage | Fuel Usage/ton/km | Maintenance Department | Work Identification | % Available man hours used in proactive work | 2. Janice owns the Cute Cut Salon. She employs five stylists and pays each a base salary of $1,500 per month. One of the stylists serves as the manager, receiving an extra $500 per month.
All sales are made on account at $20 per unit. Sixty percent of the sales are collected in the month of sale; the remaining 40% are collected in the following month. Forecasted sales for the first five months of 20X2 are: January, 1,500 units,- February, 1,600 units; March, 1,800 units; April, 2,000 units; May, 2,100 units. 2. Management wants to maintain the finished goods inventory at 30% of the following month's sales.
There are also two part-time “weekend” shifts, with 12-hour days Saturday and Sunday. EDS pays its full-time employees based on a 40-hour work week, M-F. These employees can then earn “overtime” pay on weekends by filling in when needed if delivery demands require supplementing the part-time “weekend”
The company was suffering from the issue of the most hard-working and loyal employees were now nearing retirement and replacing the new employees as well. The other issue was looming. The company had a market share of 70%, but it has reduced significantly. The reason is that many companies had emerged manufacturing the same products. The last issue that the company had suffered from which was losing several industries, especially in the U.S. 2.
People called these times the Great Depression. During the Great Depression, workers lost their jobs and many people went hungry as well. Milton didn’t want these things happening in Hershey, so he planned all kinds of new building projects to make sure all of his workers had a job. One day, someone had pointed out a steam shovel at one of his building sites. (The steam shovel did work for forty men.)
The meeting lasted only ten minutes, since all those present quickly agreed that Tom Kinder should be fired. According to management, Kinder had caused the company numerous problems over the last eighteen months, and the incident that Saturday had been “the straw that broke the camel’s back.” Plant management believed it had rid itself of a poor employee, one the company had offered numerous opportunities for improvement. It seemed like an airtight case and one the union could not win if taken to arbitration. Tom Kinder had worked for the Aero Engine Company for fourteen years prior to his discharge. He was initially employed as an engine mechanic servicing heavy-duty diesel engines.