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商業(yè)周刊:工會(huì)組織力量虛弱, 雇員自發(fā)組織罷工(2)

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Kochan and his colleagues put the question to almost 4,000 workers in 2017.

科尚和同事們?cè)?017年向近4000名員工調(diào)查有關(guān)加入工會(huì)的問題。
The results: Almost 2 out of 3 said they had less of a voice than they felt they deserved,
結(jié)果顯示,近三分之二的人表示自己沒有太多發(fā)言權(quán),
and nearly half said they'd like the opportunity to join a union.
接近半數(shù)的人希望有機(jī)會(huì)加入工會(huì)。
"That doesn't mean they want an actual union in the traditional sense," Kochan says.
科尚說:“這并不意味著他們想要傳統(tǒng)意義上工會(huì)組織,
"It's more of an expression that they're looking for some form of voice, a desire for real influence."
而更像是說他們?cè)趯ふ夷撤N方式發(fā)表意見,渴望自己的言語能產(chǎn)生影響力。”
Historically, only unions could provide the cohesiveness and leverage workers needed to speak as a group.
一直以來,只有工會(huì)才能提供給員工作為一個(gè)群體發(fā)言所需要的凝聚力和影響力。
Now workers have Facebook and Twitter, both to talk among themselves and to make their case to their employers in a potentially embarrassing way.
而現(xiàn)在,員工們可以利用臉書(Facebook)和推特(Twitter)相互交談,還可以用可能令人尷尬的方式從雇主那獲取他們想要的利益。
Technology has given rise to a new set of tools—targeted ads to reach disillusioned workers,
科技已經(jīng)催生出一套新工具,比如可以讓失望的員工看到的定向廣告,
text blasts to engage them, online petitions to make demands clear.
邀請(qǐng)他們參與活動(dòng)的群發(fā)郵件,以及提出明確需求的在線請(qǐng)?jiān)笗?/div>
In 2014 thousands of workers at Market Basket, a New England grocery chain known for decent wages and other employee-friendly policies,
美國新英格蘭地區(qū)的Market Basket連鎖超市一直以工資合理和擁有令員工滿意的其他政策而著稱,
found one another on Facebook and mounted a strike to demand the company's board reinstate the recently fired chief executive officer.
2014年,這家公司的數(shù)千名員工在臉書上聯(lián)合發(fā)起罷工,要求公司董事會(huì)將剛被解雇的首席執(zhí)行官復(fù)職。
That action points to some of the freedoms enjoyed by nonunion protesters.
該行動(dòng)表明,未加入工會(huì)的抗議者享有一定的自由。

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The Market Basket strikers included workers at all levels of the enterprise, managers and workers together.

參與Market Basket公司罷工活動(dòng)的人中包括經(jīng)理和員工在內(nèi)的各級(jí)層人士。
And what they wanted and ultimately got—the return of the CEO—was outside the purview of wages, hours,
他們想讓首席執(zhí)行官復(fù)職這個(gè)目標(biāo),
and benefits covered by a typical collective bargaining agreement.
超出了一般勞資協(xié)定所涵蓋的工資、工時(shí)和福利等的范疇。
Around the same time, a pair of tech-savvy activists with labor roots, Michelle Miller and Jess Kutch, launched Coworker.org,
與此同時(shí),兩位普通員工出身的科技通米歇爾·米勒和杰斯·庫奇推出了Coworker.org網(wǎng)站,
which creates networks of employees and provides them with tools so they can push for pretty much anything they feel would improve their working lives.
創(chuàng)建起員工網(wǎng)絡(luò),并為他們提供各種工具,使他們幾乎能夠?qū)梢愿纳乒ぷ鞯娜魏问虑樘岢鲆蟆?/div>
Tired of finding hypodermic needles in store bathrooms, Starbucks employees used Coworker.org to petition the company for needle disposal containers.
星巴克員工厭倦了在門店洗手間尋找針頭,便利用Coworker.org網(wǎng)站向公司請(qǐng)?jiān)福蠊咎峁┭b針頭的容器。
Publix Super Markets Inc. worker Brandon Wesley gathered more than 20,000 signatures for his "Let us wear beards" petition,
美國大眾超級(jí)市場公司(Publix Super Markets, Inc.)的員工布蘭登·韋斯利提出了“請(qǐng)求續(xù)胡須”的情愿書,收集了超過兩萬多個(gè)簽名,
which asked the supermarket to reconsider its dress code.
要求公司重新考慮其著裝要求。
Instacart Inc. workers waged a campaign against the grocery delivery company's pay practices;
食品雜貨配送公司Instacart的員工發(fā)起反對(duì)薪酬政策的活動(dòng);
on Feb. 6, the company announced changes to its most controversial policies.
2月6日,該公司宣布對(duì)其最具爭議的政策進(jìn)行修訂。
Whether on Coworker, Facebook, or deep in the threads of Reddit, "this is only going to spread," Kutch says.
不管是在Coworker,還是臉書或“掘客”(Reddit)網(wǎng)站,庫奇表示:“這種趨勢(shì)將不斷擴(kuò)沿,
"It's starting in a few parts of the workforce, but in 10 to 20 years it's going to be the norm for independent digital communities to be present in every major company."
開始只是少數(shù)員工參與,但在10到20年間,獨(dú)立的數(shù)字化社區(qū)都將采用這種方式在大公司中發(fā)聲。

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