LEADER 03591nam 2200541 450 001 9910820347503321 005 20200520144314.0 010 $a1-5017-0663-2 010 $a1-5017-0608-X 024 7 $a10.7591/9781501706080 035 $a(CKB)3710000000830664 035 $a(OCoLC)957138047 035 $a(MdBmJHUP)muse53824 035 $a(DE-B1597)478730 035 $a(DE-B1597)9781501706080 035 $a(Au-PeEL)EBL4648707 035 $a(CaPaEBR)ebr11249671 035 $a(CaONFJC)MIL951894 035 $a(MiAaPQ)EBC4648707 035 $a(EXLCZ)993710000000830664 100 $a20160906h20162016 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aHard sell $ework and resistance in retail chains /$fPeter Ikeler 210 1$aIthaca, New York :$cILR Press,$d2016. 210 4$dİ2016 215 $a1 online resource (239 pages) 225 0 $aStudies of the Weatherhead East Asian Institute, Columbia University 311 $a1-5017-0241-6 320 $aIncludes bibliographical references and index. 327 $tFrontmatter -- $tContents -- $tAcknowledgments -- $tList of Abbreviations -- $t1. All Quiet on the Service Front? -- $t2. The Making of Big-Box Retail -- $t3. The Not-So-Hidden Abode: Work Organization at Macy's and Target -- $t4. Carrots, Sticks, and Workers: The Relations of Employment -- $t5. A Regime of Contingent Control -- $t6. Class Consciousness on the Sales Floor -- $t7. Service Worker Organizing -- $tA Note on Class Consciousness -- $tReferences -- $tIndex 330 $aAlong with fast-food workers, retail workers are capturing the attention of the public and the media with the Fight for $15. Like fast-food workers, retail workers are underpaid, and fewer than 5 percent of them belong to unions. In Hard Sell, Peter Ikeler traces the low-wage, largely nonunion character of U.S. retail through the history and ultimate failure of twentieth-century retail unionism. He asks pivotal questions about twenty-first-century capitalism: Does the nature of retail work make collective action unlikely? Can working conditions improve in the absence of a union? Is worker consciousness changing in ways that might encourage or further inhibit organizing? Ikeler conducted interviews at New York City locations of two iconic department stores-Macy's and Target. Much of the book's narrative unfolds from the perspectives of these workers in America's most unequal city.When he speaks to workers, Ikeler finds that the Macy's organization displays an adversarial relationship between workers and managers and that Target is infused with a "teamwork" message that enfolds both parties. Macy's workers identify more with their jobs and are more opposed to management, yet Target workers show greater solidarity. Both groups, however, are largely unhappy with the pay and precariousness of their jobs. Combined with workplace-generated feelings of unity and resistance, these grievances provide promising inroads to organizing that could help take the struggle against inequality beyond symbolic action to real economic power. 606 $aRetail trade$zUnited States$xManagement 606 $aIndustrial relations$zUnited States 615 0$aRetail trade$xManagement. 615 0$aIndustrial relations 676 $a658.8/7 700 $aIkeler$b Peter$01674627 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910820347503321 996 $aHard sell$94039584 997 $aUNINA