“Workers at George A. Hormel and Company stage the first sit-down strike in the U.S., taking over the Austin meat-packing plant for three days. The tactic works; Hormel agrees to submit wage demands to binding arbitration. The success of this strike re-invigorates the labor movement, which had been in decline through the 1920s.” *
To offer a backstory, we must look at the character and practices of a father and son. George A. Hormel founded the company in 1891, and survived the Panic of the 1893-1897 by setting the standards for success himself. “People talked of Hormel’s passion for efficiency and quality and of his eagerness to work in the plant beside his employees.” Hormel often insisted on doing the key butchering operations himself.**
Jay Hormel was the only son, actually the only child of the G.A. Hormels’. He had an excellent education at Shattuck School for Boys and Princeton University. After schooling he pursued a career as a jazz pianist with some modicum of success.
Though trained by his father through two years of work at the plant, perhaps he did not retain the personal identity with the town of Austin, his staff, or the business. He married a foreigner, and moved his family out of Austin to a large French style estate.
Fast forward to the landmark strike. A group of workers at the hog killing floor were unsuccessfully persuaded to join the “voluntary” insurance program being pushed by management. At issue were the further loss of wages, 20 cents per week, and the expectation that those who didn’t join could be fired. The incensed workers shut down the killing floor for only 10 minutes, yet their exasperations had a ripple effect.
In response, hundreds of employees joined the newly formed International Union of All Workers (IUAW), and contributed $600 to achieve its aims. These are out lined below:
“1. An increase in the hourly rate for all workers who are members of the union of 20 cents an hour over and above the rate of November 1, 1933.
2. An increase in pay for those workers on a scale other than the hourly rates so they might receive an increase in pay equal to those on the hourly basis.
3. The abolition of the bonus system and the rate of those affected by the abolition be set by an hourly rate plus a bonus.
4. That when females replace males in the plant, the rate of compensation be the same as that paid to the male workers.
5. An agreement whereby either company or union may present each other with formal requests in writing, the receiving party acknowledging receipt of the request and arranging provisions for a conference within 24 hours of receiving it.” **
The occupation of the plant pushed Hormel into reaching out to both FDR and Governor Floyd Olson for help. Neither of these politicians were in the mood to enact a strike bust, but rather approaching the issue as mediators. Ultimately Governor Olson, without security, calmed the situation and led to the writing of an agreed plan between workers and management.
Hormel’s attitude towards his employees did a complete u-turn. Instead of seeing workers as his opponents, he saw them as his team. His “Master Plan” was putting out fires before they start; a system of anticipatory welfare capitalism. This plan gained acceptance and trust of laborers so throughly that it pre-empted the necessity of union actions in most cases. When asked by other business men how to deal with labor, Jay Hormel replied; “labor troubles would not occur if business could understand labor.” **
Shall we pray? We give thanks to You, Lord of All Workers, because You truly understand the backstory of everyone who works. We thank You for Your intimate knowledge of each human’s psyche, work ethic, and motives. Will You enhance our watching of this event in history, and bring revelation to Your people everywhere?
Initially we see an example of a father and son, and their differing approaches to the same task of owning and managing a business. We thank you for the leadership style of George Hormel who: lived locally, married a girl from town, and was an active participant in all stages of his company. Will You bless Him, the Hormel family, and those like him in Minnesota’s food processing businesses? It is hard to fault one who leads by practical example.
We also thank You for the leadership style of Jay Hormel who: thought outside his own town, loved music, and married outside his culture. We thank You that though he originally was known for his weakness to relate to his labor, he discovered that he could change. We give thanks that he was humble enough to learn from his failures in this strike, and grow as a businessman and human being. Will You bless his family and companions in the food trade, both past, present, and future?
We give thanks for the workers and strikers of this event. We recognize their pains and fears in this era. Will You remember those tasks that were done at an immediate and personal loss to them? Will You remember the days and years where they did not complain though they were increasingly chafed at the increase of employer demands with lack of job security? Will You remember how they were faithful to Hormel, and forgive the ways they weren’t? Will You bless them, their families, and generations in their labor to “do it heartily, as to the Lord, and not unto men”? ***
We remember the insufficient nature of the “isms” at play in this event. Will You temper our collectivists to remember the individuals in their ranks? Will You protect our unions from judgments that can chain them to a permanent state of envy? Will You give the capitalist the humility to see that money doesn’t solve the problems of workers hearts and needs for respect? Have mercy on our business. Have mercy on our strikes. May we receive Your contentment whether on the killing floor on making a killing? Amen.
** Conatz, Juan (2014, July 21)https://libcom.org/history/we-were-poor-people-hormel-strike-1933-larry-d-engelmann
*** Colossians 3:23