Autobiography of Andrew Carnegie

by Andrew Carnegie

WHILE upon the subject of our manufacturing interests, I may record that on July 1, 1892, during my absence in the Highlands of Scotland, there occurred the one really serious quarrel with our workmen in our whole history. For twenty-six years I had been actively in charge of the relations between ourselves and our men, and it was the pride of my life to think how delightfully satisfactory these had been and were. I hope I fully deserved what my chief partner, Mr. Phipps, said in his letter to the "New York Herald," January 30, 1904, in reply to one who had declared I had remained abroad during the Homestead strike, instead of flying back to support my partners. It was to the effect that "I was always disposed to yield to the demands of the men, however unreasonable"; hence one or two of my partners did not wish me to return.[42] Taking no account of the reward that comes from feeling that you and your employees are friends and judging only from economical results, I believe that higher wages to men who respect their employers and are happy and contented are a good investment, yielding, indeed, big dividends.

The manufacture of steel was revolutionized by the Bessemer open-hearth and basic inventions. The machinery hitherto employed had become obsolete, and our firm, recognizing this, spent several millions at Homestead reconstructing and enlarging the works. The new machinery made about sixty per cent more steel than the old. Two hundred and eighteen tonnage men (that is, men who were paid by the ton of steel produced) were working under a three years' contract, part of the last year being with the new machinery. Thus their earnings had increased almost sixty per cent before the end of the contract.

The firm offered to divide this sixty per cent with them in the new scale to be made thereafter. That is to say, the earnings of the men would have been thirty per cent greater than under the old scale and the other thirty per cent would have gone to the firm to recompense it for its outlay. The work of the men would not have been much harder than it had been hitherto, as the improved machinery did the work. This was not only fair and liberal, it was generous, and under ordinary circumstances would have been accepted by the men with thanks. But the firm was then engaged in making armor for the United States Government, which we had declined twice to manufacture and which was urgently needed. It had also the contract to furnish material for the Chicago Exhibition. Some of the leaders of the men, knowing these conditions, insisted upon demanding the whole sixty per cent, thinking the firm would be compelled to give it. The firm could not agree, nor should it have agreed to such an attempt as this to take it by the throat and say, "Stand and deliver." It very rightly declined. Had I been at home nothing would have induced me to yield to this unfair attempt to extort.

Up to this point all had been right enough. The policy I had pursued in cases of difference with our men was that of patiently waiting, reasoning with them, and showing them that their demands were unfair; but never attempting to employ new men in their places—never. The superintendent of Homestead, however, was assured by the three thousand men who were not concerned in the dispute that they could run the works, and were anxious to rid themselves of the two hundred and eighteen men who had banded themselves into a union and into which they had hitherto refused to admit those in other departments—only the "heaters" and "rollers" of steel being eligible.

My partners were misled by this superintendent, who was himself misled. He had not had great experience in such affairs, having recently been promoted from a subordinate position. The unjust demands of the few union men, and the opinion of the three thousand non-union men that they were unjust, very naturally led him into thinking there would be no trouble and that the workmen would do as they had promised. There were many men among the three thousand who could take, and wished to take, the places of the two hundred and eighteen—at least so it was reported to me.

It is easy to look back and say that the vital step of opening the works should never have been taken. All the firm had to do was to say to the men: "There is a labor dispute here and you must settle it between yourselves. The firm has made you a most liberal offer. The works will run when the dispute is adjusted, and not till then. Meanwhile your places remain open to you." Or, it might have been well if the superintendent had said to the three thousand men, "All right, if you will come and run the works without protection," thus throwing upon them the responsibility of protecting themselves—three thousand men as against two hundred and eighteen. Instead of this it was thought advisable (as an additional precaution by the state officials, I understand) to have the sheriff with guards to protect the thousands against the hundreds. The leaders of the latter were violent and aggressive men; they had guns and pistols, and, as was soon proved, were able to intimidate the thousands.

I quote what I once laid down in writing as our rule: "My idea is that the Company should be known as determined to let the men at any works stop work; that it will confer freely with them and wait patiently until they decide to return to work, never thinking of trying new men—never." The best men as men, and the best workmen, are not walking the streets looking for work. Only the inferior class as a rule is idle. The kind of men we desired are rarely allowed to lose their jobs, even in dull times. It is impossible to get new men to run successfully the complicated machinery of a modern steel plant. The attempt to put in new men converted the thousands of old men who desired to work, into lukewarm supporters of our policy, for workmen can always be relied upon to resent the employment of new men. Who can blame them?

If I had been at home, however, I might have been persuaded to open the works, as the superintendent desired, to test whether our old men would go to work as they had promised. But it should be noted that the works were not opened at first by my partners for new men. On the contrary, it was, as I was informed upon my return, at the wish of the thousands of our old men that they were opened. This is a vital point. My partners were in no way blamable for making the trial so recommended by the superintendent. Our rule never to employ new men, but to wait for the old to return, had not been violated so far. In regard to the second opening of the works, after the strikers had shot the sheriff's officers, it is also easy to look back and say, "How much better had the works been closed until the old men voted to return"; but the Governor of Pennsylvania, with eight thousand troops, had meanwhile taken charge of the situation.

I was traveling in the Highlands of Scotland when the trouble arose, and did not hear of it until two days after. Nothing I have ever had to meet in all my life, before or since, wounded me so deeply. No pangs remain of any wound received in my business career save that of Homestead. It was so unnecessary. The men were outrageously wrong. The strikers, with the new machinery, would have made from four to nine dollars a day under the new scale—thirty per cent more than they were making with the old machinery. While in Scotland I received the following cable from the officers of the union of our workmen:

"Kind master, tell us what you wish us to do and we shall do it for you."