The RLA: A Barrier to Railroad Workers' Rights

The Railway Labor Act (RLA) of 1926, enacted to stabilize the rail industry, has inadvertently become a significant barrier to the rights of railroad workers. Unlike most workers in America, who are protected by the National Labor Relations Act (NLRA), railroad workers are governed by the RLA, a law that severely restricts their ability to strike and negotiate fair contracts. This essay will delve into the historical context of the RLA, its impact on labor-management relations, and the strategies employed by the Teamsters Rail Conference to overcome these challenges.

The RLA was enacted during a time when rail was the dominant mode of transportation in the United States. The law was designed to minimize the impact of labor disputes on the movement of goods and people, a critical pillar of the economy. However, the RLA's provisions have made it much harder for railroad workers to legally strike, thereby stacking the deck against unions. For instance, the RLA requires a strenuous federal mediation process that can take years to play out, even if management refuses to bargain in good faith or commits unfair labor practices. This process includes a 60-day “cooling off period” during which the union can’t strike and management can’t do anything that might justify a strike. Only after this period can the parties engage in “self-help” such as strikes or lockouts. Furthermore, the federal government can intervene and impose a contract on workers, as seen in the recent dispute where Congress passed a bill to impose a settlement in a dispute between freight railroads and their workers.

The implications for labor-management relations in the rail industry are significant. The RLA advantages management and disadvantages labor, as it makes it much harder for railroad workers to legally strike. This is evident from the fact that "the RLA stacks the deck against unions" (News Details). The RLA contains a few advantages for labor, such as allowing secondary boycotts, but generally, it helps management control workers. This is evident from the fact that "a shutdown of freight service would cause massive disruptions in the economy" (News Details), and the supply chain would face a deep crisis without trains to haul goods. This shows that the RLA is designed to minimize the impact of disputes on the movement of goods and people, which is a critical pillar of the economy.

In contrast, the NLRA provides stronger legal protections for workers when they take part in unfair labor practice strikes. This is evident from the fact that "workers covered by the NLRA have strong legal protections when they take part in unfair labor practice strikes" (News Details). This shows that the NLRA is more labor-friendly than the RLA, and it provides workers with more bargaining power. The RLA, on the other hand, is designed to make the rail industry more stable by severely restricting the rights of railroaders. This is evident from the fact that "the RLA is meant to make the rail industry more stable" (News Details). However, this stability comes at the cost of the bargaining power of rail unions, as they have to go through a strenuous federal mediation process to legally strike.

The Teamsters Rail Conference, representing over 70,000 workers in the rail industry, has employed several specific strategies to negotiate industry-leading contracts despite the restrictions imposed by the RLA. These strategies have proven effective in securing better terms for their members, as evidenced by recent contract agreements.

1. Focus on Member Input and Bargaining Team Efforts: The Teamsters Rail Conference emphasizes the importance of member input and the hard work of their bargaining teams. For instance, Pat Darcy, the BLET’s General Chairman at Amtrak, highlighted that the successful negotiation of a contract with wage increases of 31.87 percent and other benefits was achieved through the hard work of the bargaining team and the critical input of BLET members. This collaborative approach ensures that the contracts address the unique needs and priorities of Teamsters railroaders.

2. Addressing Unique Needs and Priorities: The Teamsters Rail Conference works hard to address the unique needs and priorities of Teamsters railroaders. This is evident in the contract ratified by nearly 4,200 CSX workers represented by the BMWED, which included raises of 18.77 percent compounded over the life of the contract, a reduction in the time needed to accumulate vacation, improved health and welfare benefits, and significant improvements to local work rules. These specific gains demonstrate the effectiveness of the Teamsters' strategy in securing better terms for their members.

3. Securing Significant Work Rule and Quality of Life Improvements: The Teamsters have been successful in negotiating contracts that include significant work rule and quality of life improvements. For example, the contract secured by Keolis locomotive engineers represented by the BLET included three paid sick days, Juneteenth as a federal holiday, an improved bereavement policy, and strengthened work rules. These improvements show that the Teamsters' strategies are effective in enhancing the overall working conditions and benefits for their members.

4. Maintaining Unity and Solidarity: The Teamsters Rail Conference has emphasized the importance of unity and solidarity among their members. Jason Graham, General Chairman of the BMWED’s Alliance System Federation, stated that "Our members stayed united and are being rewarded for their hard work." This unity has been a key factor in the successful negotiation of contracts that provide significant gains for Teamsters railroaders.

In summary, the Teamsters Rail Conference has employed strategies such as focusing on member input, addressing unique needs and priorities, securing significant work rule and quality of life improvements, and maintaining unity and solidarity. These strategies have been effective in negotiating industry-leading contracts that provide better terms and benefits for their members, as demonstrated by the recent contract agreements with CSX and Keolis.

The RLA's restrictions on railroad workers' rights have been a contentious issue for decades. The law's provisions, designed to stabilize the rail industry, have inadvertently created a system that disadvantages labor and advantages management. The Teamsters Rail Conference's strategies to overcome these challenges demonstrate the resilience and determination of railroad workers in their fight for fair contracts and better working conditions. However, the underlying problem of the RLA itself remains unaddressed. As the rail industry continues to evolve, it is crucial to re-evaluate the RLA and consider reforms that balance the need for stability with the rights of railroad workers. The world must choose: cooperation or collapse.