Lewis, John Llewellyn, (12 Feb. 1880–11 June 1969), American labour executive; President of United Mine Workers of America, 1920–60, resigned; President Emeritus since 1960; former President of Congress of Industrial Organizations

Author(s):  
Jennifer Ritterhouse

This chapter centers on Daniels's interviews with Birmingham industrialist Charles F. DeBardeleben and labor organizer William Mitch of the United Mine Workers (UMW) and Congress of Industrial Organizations (CIO). DeBardeleben's biography begins with his grandfather, Daniel Pratt, and his father, Henry Fairchild DeBardeleben. Both were industrialists whose investments in coal, iron, and steel contributed to the development of Birmingham. Charles F. DeBardeleben followed in his father's footsteps as a staunch antiunionist. He claimed to be a paternalist yet used fences and armed guards to isolate his workers, resulting in a deadly shooting at the Acmar mine of his Alabama Fuel and Iron Company in 1935. Meanwhile, the passage of the National Industrial Recovery Act (NIRA) in 1933 facilitated the growth of the CIO, and William Mitch's efforts to cultivate interracial unionism in Birmingham in the 1930s were largely successful. The chapter concludes by noting that DeBardeleben's alleged fascist ties are difficult to document and seem less significant than his anticommunist rhetoric and switch to the Republican Party, both of which provide an early glimpse of tactics recalcitrant white southerners would employ to prevent social and racial change in the post-World War II years.


2020 ◽  
pp. 67-92

Chapter 3 examines the reasons that caused workers to leave or reject unions. Scholars normally associate union decline with workers disillusion with unionism. This chapter, however, argues that workers’ faith in unionism did not waver as much as their faith in union leaders did. As Gilded Age unions like the United Mine Workers implemented a more centralized hierarchy, local union autonomy waned. As a result, workers doubted whether union leaders made decisions with the workers’ interests in mind, and they left the union when it seemed their leaders went astray. Rather than abandoning unionism altogether, however, many of these individuals formed local unions that rivaled the national unions, indicating that workers had more problems with union leadership than they did with unionism itself.


2020 ◽  
pp. 93-118

This chapter discusses the problems within unions that caused union leadership to treat members differently from one another. It argues that although union leaders often claimed the unions were open to all races and ethnicities, the efforts they pursued favored white laborers over people of color. Stereotypes that associated black miners with strikebreaking and construed non-English-speaking immigrant miners as unintelligent and unskilled cast a shadow over union procedures and the laws unions fought to secure. Even though farmers and white women had less experience in the mines, these individuals were welcomed far more readily than black and immigrant workers who were often highly skilled in the mining trades. In the end, the exclusivity practiced by organizations like the United Mine Workers alienated nonwhite and non-English-speaking workers, giving these groups little reason to join union ranks


Author(s):  
Joanne "Rocky" Delaplaine

Mary Harris “Mother” Jones (1830–1930) was a union organizer for the United Mine Workers of America and was known for her tireless efforts to improve the lives of working people and raising public awareness of the issues of child labor.


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