GTR
Newbie
- Jun 25, 2012
- 8
- 3
A little snippet from Don Stewart Tulsa World.
Labor vs. management[background=rgb(255, 255, 51)]
The major challenge at AMR is internal, in the view of some industry observers.[/background][background=rgb(255, 255, 51)]
AMR and American have the most bitter labor/management relations in the airline business, industry officials say.[/background][background=rgb(255, 255, 51)]
Most observers believe employee morale turned sour after the wage and benefit concessions of 2003.[/background][background=rgb(255, 255, 51)]
American's 50,000 mechanics, pilots and flight attendants were persuaded under threat of an imminent bankruptcy filing in 2003 to accept $1.6 billion a year in wage and benefit cuts.[/background][background=rgb(255, 255, 51)]
For American workers, including 5,600 mechanics and related work groups at American's Tulsa maintenance base, that meant nearly 20 percent wage cuts, less vacation time and more weekend and holiday work.[/background][background=rgb(255, 255, 51)]
American management sold the concessions with slogans such as "Shared sacrifices, shared rewards," implying that down the road a healthier company would share equally the fruits of prosperity.[/background][background=rgb(255, 255, 51)]
As it turned out, both the sacrifices and the rewards were one-sided.[/background][background=rgb(255, 255, 51)]
While American workers struggled with longer hours for less pay, management was rewarded with millions of dollars a year in bonuses.[/background][background=rgb(255, 255, 51)]
"American labor lost all confidence in American management," said Robert Herbst, an industry analyst and founder of . "The straw that broke the camel's back was the 2005/2006 management bonuses when less than 100 management individuals received more than $300 million over two years. They tried to justify those obscene bonuses to labor when labor was taking large concessions."[/background][background=rgb(255, 255, 51)]
The effects of the concessions and the management bonuses were compounded by protracted contract negotiations that began in 2006.[/background][background=rgb(255, 255, 51)]
The 2003 contracts became amendable in 2008, but management couldn't reach agreements with the unions, and the process ended with AMR's bankruptcy filing in November.[/background][background=rgb(255, 255, 51)]
American's workers are an unhappy crew, employees and observers said.[/background][background=rgb(255, 255, 51)]
"It's quite obvious when you get on an American plane that (flight attendants) are indifferent to your welfare," said Fred Russell, CEO of Fredric E. Russell Investment Management Co. in Tulsa. "I don't care if they have new planes or not. If you are in a service industry and you aren't happy, it's not going to work."[/background][background=rgb(255, 255, 51)]
Those who believe a merger is American's best long-term strategy say it would strengthen American where it is weakest and cure the labor/management rift, assuming a new management team would take control.[/background]
Labor vs. management[background=rgb(255, 255, 51)]
The major challenge at AMR is internal, in the view of some industry observers.[/background][background=rgb(255, 255, 51)]
AMR and American have the most bitter labor/management relations in the airline business, industry officials say.[/background][background=rgb(255, 255, 51)]
Most observers believe employee morale turned sour after the wage and benefit concessions of 2003.[/background][background=rgb(255, 255, 51)]
American's 50,000 mechanics, pilots and flight attendants were persuaded under threat of an imminent bankruptcy filing in 2003 to accept $1.6 billion a year in wage and benefit cuts.[/background][background=rgb(255, 255, 51)]
For American workers, including 5,600 mechanics and related work groups at American's Tulsa maintenance base, that meant nearly 20 percent wage cuts, less vacation time and more weekend and holiday work.[/background][background=rgb(255, 255, 51)]
American management sold the concessions with slogans such as "Shared sacrifices, shared rewards," implying that down the road a healthier company would share equally the fruits of prosperity.[/background][background=rgb(255, 255, 51)]
As it turned out, both the sacrifices and the rewards were one-sided.[/background][background=rgb(255, 255, 51)]
While American workers struggled with longer hours for less pay, management was rewarded with millions of dollars a year in bonuses.[/background][background=rgb(255, 255, 51)]
"American labor lost all confidence in American management," said Robert Herbst, an industry analyst and founder of . "The straw that broke the camel's back was the 2005/2006 management bonuses when less than 100 management individuals received more than $300 million over two years. They tried to justify those obscene bonuses to labor when labor was taking large concessions."[/background][background=rgb(255, 255, 51)]
The effects of the concessions and the management bonuses were compounded by protracted contract negotiations that began in 2006.[/background][background=rgb(255, 255, 51)]
The 2003 contracts became amendable in 2008, but management couldn't reach agreements with the unions, and the process ended with AMR's bankruptcy filing in November.[/background][background=rgb(255, 255, 51)]
American's workers are an unhappy crew, employees and observers said.[/background][background=rgb(255, 255, 51)]
"It's quite obvious when you get on an American plane that (flight attendants) are indifferent to your welfare," said Fred Russell, CEO of Fredric E. Russell Investment Management Co. in Tulsa. "I don't care if they have new planes or not. If you are in a service industry and you aren't happy, it's not going to work."[/background][background=rgb(255, 255, 51)]
Those who believe a merger is American's best long-term strategy say it would strengthen American where it is weakest and cure the labor/management rift, assuming a new management team would take control.[/background]