No matter how good of a contract your union has, it is only meaningful if the bosses follow it. Staff-run unions tend to rely solely on the legalistic mechanisms of the grievance procedure to enforce the contract — and on staff and lawyers to represent the union. In member-run unions, an extensive system of rank-and-file stewards represent the union in the grievance procedure. In addition, those same stewards mobilize the members to put pressure on the boss to follow the contract.

Member-run unions make sure their members are educated and empowered to fight to protect their own rights in the workplace. Staff provide support and backup when requested, but the decision of when and how to take on a fight rests in the hands of the membership.

The UE steward system

A strong, well-organized steward system is a key element in maintaining an effective, member-run union. Stewards should be elected by the workers in the area they will represent, not appointed from above. Being elected gives a steward authority when speaking with management. The most effective stewards’ systems are based on a minimum of one steward for each department or area supervisor. In some cases, it may make sense to elect more than one steward for large departments.

Stewards deal with members’ day-to-day problems on the job, represent them in disciplinary investigations, and file grievances when necessary to enforce the contract. They are also responsible for educating the members in their department about their rights under the contract — and their responsibilities as members of a member-run union. During fights with the boss — over grievances as well as contracts — they mobilize the members to take action.

Stewards should also always be listening to the members in their department, so they know what the members are thinking, and can work to keep members united — and focused on fighting the boss, not each other. Stewards play a critical role in a member-run union, and should be viewed as organizers, not as legal aides.

Workplace action to resolve problems

Member-run unions do their best to solve problems at the lowest-possible level of the grievance procedure, because the workplace is where unions have the most power — not in Human Resources offices or arbitration hearing rooms. Employers want the work to get done, and if they know — or can be convinced — that not resolving issues in the workplace will interfere with productivity, or with their public image, they are much more likely to settle grievances.

Member mobilization can also be effective in convincing employers to resolve issues that aren’t explicitly addressed in the collective bargaining agreement. Arbitrators make rulings based on the language of the contract, but an employer worried about making sure work gets done may be inclined to give workers what they need, even if they don’t believe they are obliged to do so by contract language.

The same tactics that help convince employers to settle contracts can be used to convince them to settle grievances: wearing buttons, stickers and T-shirts with slogans; signing petitions; holding rallies before and after work and at break times; blowing whistles; etc. The key thing is to mobilize as many members as possible to send a message to the employer.