A 'Cordial Invitation' for Harvard Employees

Two different handbills are currently being circulated among University employees. One, a simulated dollar bill, states on one side: "FOR REAL MONEY VOTE AFL". On the other side there is a personal message from George Meany, President of the AFL-CIO. It reads:

"I extend to each employee at Harvard University a cordial invitation to join with over sixteen million American workingmen in pursuit for higher wages, improved working conditions and our just share in the prosperity of the nation."

The second handbill--a larger one--states in part: "Let's all roll up our sleeves ... '57 is AFL Year at Harvard ... Let's bring a REAL, militant fighting union into Harvard... Your group should be with us!"

For the second time in four years, the AFL is waging an all-out campaign to enlist unskilled University employees. In 1954 the national union was soundly defeated; this spring Local 254 of the AFL Building Service Employees' International Union has assigned five full-time organizers to see that it does not happen again and to assure the addition of 1,100 new members to its ranks.

The employees affected--janitors, groundsmen, maids, maintenance men, and other unskilled groups--have been represented since 1938 by a company Union, the Harvard University Employees' Representative Association. The officers of that group assert that they know of no serious dissatisfaction among their members, and claim that "the AFL hasn't a prayer of a chance here."

But several employee groups have withdrawn from the HUERA within the past few years. Just this month the bindery workers voted to join an AFL craft union, and employees of the Department of Athletics would enter Local 254, if the State Labor Relations Board upholds the Local's protest on two decisive votes cast in a jurisdictional election May 21.

Ineffectual Representation

AFL organizers have built their campaign around charges that the company union has represented its members ineffectively. As a result, they claim, the University has fallen behind MIT (whose employees belong to Local 254) in wages, working conditions, and fringe benefits.

"The HUERA is dead!" charges Edward T. Sullivan, chairman of the 3,000 member Local. "It isn't representing anybody."

Officers of the HUERA show no reluctance in picking up this challenge, however. They have compiled facts and figures to try to show that wages and benefits for University employees top those at institutions other than MIT, which the Local represents: Radcliffe, BU, Simmons, and Tufts.

They admit that MIT wage rates are "slightly" higher than those at Harvard, but point out that the University lacks the income from government contracts which make possible higher scales. "And don't forget that our wage agreement comes up for revision at the end of June," adds Thomas F. Stone, president of the HUERA.

Harvard has traditionally held a place of leadership among Eastern universities in wage rates. "Every term in our contract hasn't always been better than others'," notes John Teele, "but we've consistently been on the upper edge."

Sullivan admits only that the University has "comparable" rates. "If Harvard wants to be second in anything, we think they should publish it. Harvard is a leader in other fields, and should lead in wages, too.

"We won't be satisfied with anything less than five cents an hour above MIT rates," he asserts, hastily adding that "the members frame the demands and elect negotiators, but we know in general what we'll be looking for."

Sullivan terms his a "strong union" and claims that it would be able to back up its demands at the bargaining table. He thinks the HUERA lacks the strength and contractual right to assert its demands.

HUERA representatives cite the satisfactory settlements reached in the past as evidence of the effectiveness of their elected negotiators. They claim to have followed a reasonable and responsible course, and have been able to avoid recourse to state arbitration. "We go round and round until we come to an agreement, but we've never had to call in outside help," John L. Standring, treasurer of the HUERA, says. "But we reserve the right to challenge the bosses," he adds.

'The Best Anywhere'

HUERA officials also assert that fringe benefits such as insurance, vacations, and holidays at the University are equal to, if not better than, those offered elsewhere. "The new Harvard sick plan is the best anywhere," Stone comments.

Working conditions and job security are major attractions of University employment, he says. Pressure is less on University employees, and "it's easier on everyone's peace of mind to work for a few dollars less than on the outside," Stone remarks.

The attitude of the University toward its employees seems to be as important an issue in the present controversy as the effectiveness of HUERA representation. "Whether it's because of or in spite of the HUERA, we've always been given the breaks," one maintenance employee notes.

James Burnett, who has been a janitor in freshman dormitories for 31 years and once served as an HUERA officer, also comments that "The University has always been fair to us, and they were always fair when I sat with them on wages and grievances."

Henry Petrillo, a veteran of 27 years service, adds that the University is sometimes "too fair," and gives employees "too many extra chances."

"I'm completely satisfied here," he continues, "and I think my co-workers feel the same way."

The University has followed a policy of strict neutrality during the AFL campaign. "We prefer that they remain neutral," Sullivan says, adding that his Local is neutral toward the University. "You can't call a guy a bum, and then go in and ask him for raises," he explains.

The University's position became the chief issue during the 1953 organizing drive, when the New England director of the Building Service Employees International announced that an honorary life membership was being awarded to James R. Reynolds '23, assistant to the president, for his "excellent co-operation" during the campaign.

'Very Poor Taste'

Reynolds called the union announcement "grossly misleading," and wrote to employees that "If they intend to imply my support of the solicitation of your vote in favor of any union, I believe you will feel as I do that it is an example of very poor taste."

The 1953 campaign was organized by the International Union but the present drive is being conducted entirely by the Local, with half of the expenses borne by the parent organization. Local 254, the largest in the International, has a $40,000-50,000 treasury, part of which is reserved to finance organizing work.

The size of the Local's coffers and the salaries of its officers and staff are a bone of contention for many prospective members. HUERA dues are only 25 cents per month, while Local 254 charges its members $2.50 monthly. "We'd have to get a lot back from the AFL to make up for what we would be losing," says HUERA Treasurer Standing.

Local 254 regards its paid, full-time employees as a decisive factor in its favor, however. "The president of the HUERA is a janitor," notes Sullivan, a recent graduate of the Trade Union Program of the Graduate School of Business Administration. "That's the main difference. We are professionals, working all day, everyday for our members." He adds that officers who are not financially dependent upon the University could bargain more freely.

Sullivan emphasizes the "day-to-day relationship" of his agents and the Local's members. "When there's a borderline grievance case, we take the member's side, and take it up with the management right away," he says.

HUERA officers recognize the professional ability of their opponents, but add, "That's more than offset by the fact that we know what we're talking about." The company union's executive board includes representatives of each employment category from the different divisions of the University, in the Cambridge-Boston area.

They claim that the group offers each member a bigger voice than he could have in the large local union, in which University employees would have only a representative on the executive board.

Sullivan seeks a position of wage leadership for Harvard, but admits that two-year contracts both here and at MIT would make possible alternating wage leadership, which would satisfy the members at both