18.3 Building industrial america on the backs of labor

The growth of the American economy in the last half of the nineteenth century presented a paradox. The standard of living for many American workers increased. As Carnegie said in The Gospel of Wealth , “the poor enjoy what the rich could not before afford. What were the luxuries have become the necessaries of life. The laborer has now more comforts than the landlord had a few generations ago.” In many ways, Carnegie was correct. The decline in prices and the cost of living meant that the industrial era offered many Americans relatively better lives in 1900 than they had only decades before. For some Americans, there were also increased opportunities for upward mobility. For the multitudes in the working class, however, conditions in the factories and at home remained deplorable. The difficulties they faced led many workers to question an industrial order in which a handful of wealthy Americans built their fortunes on the backs of workers.

Working-class life

Between the end of the Civil War and the turn of the century, the American workforce underwent a transformative shift. In 1865, nearly 60 percent of Americans still lived and worked on farms; by the early 1900s, that number had reversed itself, and only 40 percent still lived in rural areas, with the remainder living and working in urban and early suburban areas. A significant number of these urban and suburban dwellers earned their wages in factories. Advances in farm machinery allowed for greater production with less manual labor, thus leading many Americans to seek job opportunities in the burgeoning factories in the cities. Not surprisingly, there was a concurrent trend of a decrease in American workers being self-employed and an increase of those working for others and being dependent on a factory wage system for their living.

Yet factory wages were, for the most part, very low. In 1900, the average factory wage was approximately twenty cents per hour, for an annual salary of barely six hundred dollars. According to some historical estimates, that wage left approximately 20 percent of the population in industrialized cities at, or below, the poverty level. An average factory work week was sixty hours, ten hours per day, six days per week, although in steel mills, the workers put in twelve hours per day, seven days a week. Factory owners had little concern for workers’ safety. According to one of the few available accurate measures, as late as 1913, nearly 25,000 Americans lost their lives on the job, while another 700,000 workers suffered from injuries that resulted in at least one missed month of work. Another element of hardship for workers was the increasingly dehumanizing nature of their work. Factory workers executed repetitive tasks throughout the long hours of their shifts, seldom interacting with coworkers or supervisors. This solitary and repetitive work style was a difficult adjustment for those used to more collaborative and skill-based work, whether on farms or in crafts shops. Managers embraced Fredrick Taylor’s principles of scientific management    , also called “stop-watch management,” where he used stop-watch studies to divide manufacturing tasks into short, repetitive segments. A mechanical engineer by training, Taylor encouraged factory owners to seek efficiency and profitability over any benefits of personal interaction. Owners adopted this model, effectively making workers cogs in a well-oiled machine.