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Along with fast-food workers, retail workers are capturing the
attention of the public and the media with the Fight for $15. Like
fast-food workers, retail workers are underpaid, and fewer than 5
percent of them belong to unions. In Hard Sell, Peter Ikeler traces
the low-wage, largely nonunion character of U.S. retail through the
history and ultimate failure of twentieth-century retail unionism.
He asks pivotal questions about twenty-first-century capitalism:
Does the nature of retail work make collective action unlikely? Can
working conditions improve in the absence of a union? Is worker
consciousness changing in ways that might encourage or further
inhibit organizing? Ikeler conducted interviews at New York City
locations of two iconic department stores-Macy's and Target. Much
of the book's narrative unfolds from the perspectives of these
workers in America's most unequal city.When he speaks to workers,
Ikeler finds that the Macy's organization displays an adversarial
relationship between workers and managers and that Target is
infused with a "teamwork" message that enfolds both parties. Macy's
workers identify more with their jobs and are more opposed to
management, yet Target workers show greater solidarity. Both
groups, however, are largely unhappy with the pay and
precariousness of their jobs. Combined with workplace-generated
feelings of unity and resistance, these grievances provide
promising inroads to organizing that could help take the struggle
against inequality beyond symbolic action to real economic power.
Along with fast-food workers, retail workers are capturing the
attention of the public and the media with the Fight for $15. Like
fast-food workers, retail workers are underpaid, and fewer than 5
percent of them belong to unions. In Hard Sell, Peter Ikeler traces
the low-wage, largely nonunion character of U.S. retail through the
history and ultimate failure of twentieth-century retail unionism.
He asks pivotal questions about twenty-first-century capitalism:
Does the nature of retail work make collective action unlikely? Can
working conditions improve in the absence of a union? Is worker
consciousness changing in ways that might encourage or further
inhibit organizing? Ikeler conducted interviews at New York City
locations of two iconic department stores-Macy's and Target. Much
of the book's narrative unfolds from the perspectives of these
workers in America's most unequal city.When he speaks to workers,
Ikeler finds that the Macy's organization displays an adversarial
relationship between workers and managers and that Target is
infused with a "teamwork" message that enfolds both parties. Macy's
workers identify more with their jobs and are more opposed to
management, yet Target workers show greater solidarity. Both
groups, however, are largely unhappy with the pay and
precariousness of their jobs. Combined with workplace-generated
feelings of unity and resistance, these grievances provide
promising inroads to organizing that could help take the struggle
against inequality beyond symbolic action to real economic power.
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