Why do some European welfare states protect unemployed and inadequately employed workers ("outsiders") from economic uncertainty better than others? Philip Rathgeb’s study of labor market policy change in three somewhat-similar small states—Austria, Denmark, and Sweden—explores this fundamental question. He does so by examining the distribution of power between trade unions and political parties, attempting to bridge these two lines of research—trade unions and party politics—that, with few exceptions, have advanced without a mutual exchange. Inclusive trade unions have high political stakes in the protection of outsiders, because they incorporate workers at risk of unemployment into their representational outlook. Yet, the impact of union preferences has declined over time, with a shift in the balance of class power from labor to capital across the Western world. National governments have accordingly prioritized flexibility for employers over the social protection of outsiders. As a result, organized labor can only protect outsiders when governments are reliant on union consent for successful consensus mobilization. When governments have a united majority of seats, on the other hand, they are strong enough to exclude unions. Strong Governments, Precarious Workers calls into question the electoral responsiveness of national governments—and thus political parties—to the social needs of an increasingly numerous group of precarious workers. In the end, Rathgeb concludes that the weaker the government, the stronger the capacity of organized labor to enhance the social protection of precarious workers.

Why our workplaces are authoritarian private governments—and why we can’t see it One in four American workers says their workplace is a “dictatorship.” Yet that number almost certainly would be higher if we recognized employers for what they are—private governments with sweeping authoritarian power over our lives. Many employers minutely regulate workers’ speech, clothing, and manners on the job, and employers often extend their authority to the off-duty lives of workers, who can be fired for their political speech, recreational activities, diet, and almost anything else employers care to govern. In this compelling book, Elizabeth Anderson examines why, despite all this, we continue to talk as if free markets make workers free, and she proposes a better way to think about the workplace, opening up space for discovering how workers can enjoy real freedom.

Since World War I, says Joseph McCartin, the central problem of American labor relations has been the struggle among workers, managers, and state officials to reconcile democracy and authority in the workplace. In his comprehensive look at labor issues during the decade of the Great War, McCartin explores the political, economic, and social forces that gave rise to this conflict and shows how rising labor militancy and the sudden erosion of managerial control in wartime workplaces combined to create an industrial crisis. The search for a resolution to this crisis led to the formation of an influential coalition of labor Democrats, AFL unionists, and Progressive activists on the eve of U.S. entry into the war. Though the coalition's efforts in pursuit of industrial democracy were eventually frustrated by powerful forces in business and government and by internal rifts within the movement itself, McCartin shows how the shared quest helped cement the ties between unionists and the Democratic Party that would subsequently shape much New Deal legislation and would continue to influence the course of American political and labor history to the present day.

In the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy.