style="font-size:15px;"> Not that the 3,800 workmen in the Homestead mills had a complete and comprehensive organization. On the contrary, out of this number, not more than one thousand were enrolled in the eight lodges of the Amalgamated Association of Iron and Steel Workers maintained in the town. These were the workers known as "tonnage men," because the nature of their employment permitted the graduation of their wages on a scale determined by the price of billets per ton. Outside the lodges were the mechanics and laborers, working, for the most part, for daily wages. At the same time, the joint influence of fraternity and of confidence in the force of organization was deemed sufficient to inspire all the Homestead workers, in and out of the lodges, to make common cause in the event of a quarrel between the lodges and the Carnegie firm. Should this emergency arise, it was argued, the firm could not find enough non-union steelworkers in the United States to take the places of its army of employees, and as a consequence, if the men went out on strike, the mills would have to be shut down and the heavy loss resulting would force the firm to come to terms.
With this impression ingrained in their minds, the men smiled confidently at the suggestion of a cut in wages, and tacitly defied the new chairman, Mr. Frick, to do his worst.
That the new chairman was liable to make some disagreeable departure had to be admitted by the most confident. Dubious associations hung around the name of this man H. C. Frick. He had acquired unpleasant notoriety by reducing wages in the coke regions, and by crushing the labor insurrections which followed by the employment of Pinkerton detectives and even by calling in the state militia. There was no dilettantism or liberally-advertised philanthropy of the Carnegie stripe in Frick's composition. Everybody knew that. He was a man of blood and iron like Bismarck, so the workmen said; cared not a penny whether his underlings loved or hated him, and rather preferred an opportunity to crush – crush – crush intractable working folk under his heel than not.
Was this man placed in power by Andrew Carnegie in order to carry out at Homestead what he had carried out in the coke regions; to challenge organized labor by the submission of conditions which it could not accept and, on its refusal, try the old game of crushing the unions under foot? Did Carnegie shrink from the task himself and pick out Frick as a willing and capable instrument? Such were the questions discussed in the lodge-room and in the privacy of the domestic circle at Homestead during the time which intervened between the re-organization of the Carnegie interests and the next annual signing of the wage scale. Whatever conclusions might be reached, there was one thing certain at all events, in the not too penetrating judgment of the unionists: Frick might reduce wages, and Frick might fight, but Frick could not repeat in conflict; with the 3,800 brawny and intelligent artisans at Homestead the comparatively easy victories which he had gained over his poor coke workers. So said they all, and they believed it, too, as firmly as if it were Holy Writ.
The feeling of ownership had a place in the reasoning of these simple people. Many of them had bought and paid for their homes and were pillars of the borough government. Some were still paying for their dwellings – paying off the mortgages held by the Carnegie Company, which had been in the habit of helping those who cared to build, and which even did a regular banking business for the advantage of its employees. It was clearly impossible that men of substance, heads of families, solid citizens of a prosperous municipality could be rooted up, as it were, out of the soil in which they were so firmly planted and beaten to earth by the creature of their labor – for without labor, it was argued, capital would be impotent and valueless.
In this mood, with suspicions as to the mission of Chairman Frick, but with impregnable confidence in themselves, the men prepared to settle the scale of wages, which was to be agreed upon in the spring of 1892 and to go into effect on July 1.
They sought no advance in wages, but it was a foregone conclusion that, if wages were to be depressed, they would offer implacable resistance.
There was calmness in all quarters at this time. No smoldering embers of dissatisfaction; no long nourished grievances were in existence to precipitate a sudden outbreak.
Mr. Potter, the superintendent of the Homestead mill, calmly discharged his daily round of duties.
Mr. Frick sat in his comfortable office in Pittsburgh, and calmly mapped out a plan of some, as yet, unheralded campaign.
Mr. Carnegie calmly continued to hob-nob with European celebrities and to indulge his penchant for the erection of free libraries.
There was not a cloud the size of a man's hand to mar the serenity of the horizon that bounded the little world of the Carnegie interests.
The gathering of the storm had not yet begun.
CHAPTER II.
The Gathering of the Storm
THE Amalgamated Association of Iron and Steel Workers is, with the possible exception of the Association of Window Glass Workers, the best generaled and most substantially organized labor organization in the United States. One of the fundamental principles in the doctrine of the association is to avoid and discourage strikes; and so closely has this article of faith been observed that the number of strikes officially ordered in the iron and steel industries has been small in comparison with the record of most other labor unions.
The adjustment of wage scales by the association is largely the affair of the lodges. The equipment and requirements of different iron and steel mills vary considerably, and hence, each mill or kindred group of mills must have a separate scale, adjusted to its needs. It is incumbent on the lodges to report their respective scales to the association at large through the medium of an annual delegate convention. Should there be a dispute in any district, the convention passes upon the merits of the case and decides whether or not it shall be taken up by the association as a whole. If not, the usual mode of procedure is to notify the belligerent lodge or lodges to yield the disputed points. If, on the other hand, the association decides to intervene, the chief executive officers are authorized to act, and it becomes their duty to exhaust all fair means of bringing the recalcitrant mill-owners to terms, before countenancing a strike. An official order to strike commits the association to the payment of weekly benefits to the strikers.
The president of the Amalgamated Association is always chosen with special reference to his capacity for cool, stable, conservative leadership. Mental brilliancy is not so much sought after in the man who is called upon to fill this responsible position, as level-headedness and inflexible nerve. William Weihe, who served as president during the troublous days of 1892, fully met these requirements. A giant in stature, slow and deliberate in speech and action, and never committing himself without being perfectly sure of his ground, Weihe was just the man to preserve the dignity and influence of the association when the spectres of riot and anarchy stalked abroad and organized labor, smarting from a thousand gaping wounds, threatened to break down the bulwarks of law and order and to sacrifice the good-will of its friends. At no time throughout a contest which set men's souls aflame from one end of the land to the other did President Weihe lose his self-possession or his ability to stand between the solid fabric of the association and those of its friends, who, in the rashness of the hour, would fain have involved it in the ruin which engulfed the lodges at Homestead.
The Homestead scale was prepared early in the spring. In January, the superintendent of the mill, Mr. Potter sent for the joint committee of the local lodges and requested that the men prepare a scale. It was not the policy of the Carnegie firm, Mr. Potter said, to leave the way open for a strike. If there were differences of opinion between employer and employees, the proper method
