Homestead

Homestead and its Mills-The Rise and Progress of the Carnegie Firm-How The "Star-Spangled Scotchman" Made His Fortune-He Labors For Years and Then Lapses Into Luxury-H. C. Frick's Career as Coke King and Iron Master-The Fine Art of Crushing Strikes-Carnegie and Frick Join Hands and the Latter Becomes the Master-Spirit-Condition of Organized Labor at Homestead.

IN a bend of the south bank of the Monongahela River, eight miles from Pittsburgh, nestles the thriving town of Homestead, a place of about 12,000 inhabitants, built up by the wealth and enterprise of the Carnegie Steel Company and the thrift of the artisans employed by that great manufacturing corporation.

Without the Carnegie mills there would be no Homestead. Like the mushroom towns that sprang up along the Northern Pacific Railroad while the line was in process of construction and that died out as fast as the base of operations was shifted, so Homestead sprang into being when the site now occupied by the town was picked out by Andrew Carnegie as a producing center, and so, too, if the Carnegie firm were to move its works to-morrow, would Homestead be blotted off the map, or, at best, reduced to the rank of an insignificant village.

The interdependence of the works and the town is absolute.

The mill property covers 600 acres, bordering on the river, and includes thirty-seven acres under roof. The products comprise boiler and armor plates, beams and structural iron of various kinds. The manufacture of armor-plate for the United States Navy is conducted on a scale of unparalleled magnitude. From the huge hydraulic cranes lifting and carrying from place to place a weight of 200 tons, yet operated easily by one man, down to the delicate machinery in the finishing department, the equipment of the armor-plate mill is a marvel of mechanical perfection. The great beam and structural mills, the Bessemer department and the bloom and billet mills are also magnificently equipped and are conducted on a mammoth scale, in comparison with which the operations of other American steel mills are almost insignificant.

Railroad tracks gridiron the yards and nineteen locomotives are required for the transportation of material. The repair shops cut an important figure and an army of blacksmiths, roll-turners, carpenters, tinners and other mechanics is employed to keep every detail of the working equipment in perfect order.

The plant is lighted throughout with electricity.

Within easy reach of the mills are the offices of the mill superintendent and his corps of clerks, draughtsmen and engineers. Eight handsome residences, farther back from the yard, are occupied by the assistant managers. There is also a club house for the use of guests and officers.

The foundation of this immense concern, representing a capital of many millions of dollars, and employing nearly 4,000 men, was laid in 1880, when, according to the census report, Homestead had a population of less than 600. The firm which has made all this possible, which, by virtue of intelligent effort and phenomenal accumulation and utilization of capital has called into being a full-fledged American town, with schools, churches, prosperous mercantile establishments, independent minor industries and a well-organized municipal government, is controlled by two men, whose names have, through the events to be recorded in this volume, been made familiar as household words the world over-Andrew Carnegie and Henry Clay Frick.

Andrew Carnegie is a self-made man, the son of a poor weaver of Dunfermline, Scotland. In 1845, the lad, then 12 years old, emigrated to the United States with his parents and settled in Pittsburgh. He was put to work tending a small stationary engine, and afterwards became a telegraph messenger boy and, in course of time, an operator. The Pennsylvania Railroad Company made him clerk to the superintendent of its Pittsburgh office and manager of its telegraph lines. About this time he met Woodruff, the inventor of the sleeping-car, and took a share in his venture. The enterprise was profitable and yielded what may be considered the nucleus of Mr. Carnegie's wealth. Again the young man was promoted, securing the superintendency of the Pittsburgh division of the Pennsylvania road. His future was now assured if he chose to continue in the railroad business; but his tastes, or rather his keen foresight led him in another direction. In company with his brother Thomas and others he purchased an established rolling mill, and from this grew the most extensive and profitable system of iron and steel industries in the world.

Mr. Carnegie has frequently challenged public notice by acts of philanthropy. He has given free baths and a free library to his native town of Dunfermline, a histological annex, known as the Carnegie laboratory to Bellevue Hospital, New York; a free library and music hall to Allegheny City; a free library and music hall, costing more than $1,000,000, to Pittsburgh; a free library to Edinburgh, Scotland, and similar donations to Braddock and other places where he has business interests. He has a fondness for literature, has written several books, of which "Triumphant Democracy; or Fifty Years' March of the Republic" is the most pretentious, and at one time controlled eighteen English newspapers in the Radical interest. Mr. Carnegie married late in life and has since maintained establishments in New York and at Cluny Castle, Scotland, rarely visiting his mills.

Estimates of Andrew Carnegie's character vary widely. To those associated with him in business he is known as a firm and considerate friend, quick to discern ability and generous in rewarding it. As an employer of labor he bore a high reputation for liberality and sympathetic regard for the well-being of his employees until the occurrence of the trouble at Homestead in 1892. How far he was personally chargeable with responsibility for Mr. Frick's iron-handed policy in that affair has never been positively determined; but it is certain that the relentless spirit shown by Mr. Frick cost Mr. Carnegie much of his popularity.

The connection of Henry Clay Frick with the Carnegie iron and steel industries, did not begin until Andrew Carnegie had reached the zenith of his success. Mr. Frick, however, had already carved his way to wealth along a different line, and was himself a millionaire. His success was gained in coke, and he came to be known as "the Coke King." Coke is indispensable to the manufacture of steel, but for a long time its production remained a separate industry. The Connellsville region, lying about fifty miles south of Pittsburgh, was occupied by a number of small producers, whose cut-throat mode of competition was highly advantageous to the steel men. Starting with small holdings, Mr. Frick gradually increased his territory and the number of his ovens until he obtained a practical monopoly of the Connellsville production and was able to dictate terms to consumers. He further strengthened his grip on the trade by investing heavily in coal lands and thus acquiring an unlimited source of supply for his ovens.

Mr. Carnegie perceived the rich possibilities of a union between the steel and coke industries, and, in 1882, bought a half interest in the Frick Coke Company for $1,500,000. Six years later, on the death of one of his partners, he induced the coke king to enter the Carnegie Company, and the interests thus combined have since been, to all intents and purposes, a unit.

The details of Mr. Frick's early career may be recited in very few words. He is the son of a farmer and was born at West Overton, Pa., in 1850. After gaining the rudiments of an education in the common schools of Fayette County, he began business life as a dry goods clerk in Mount Pleasant. Leaving the dry goods business he became book-keeper in his grandfather's distillery at Bradford. He lived economically and with the money which he saved out of his salary he embarked in the coke business with A. O. Tintsman and Joseph Rist. Although barely 21 years old, he was the senior partner of the firm, which began with an equipment of 300 acres of land and 50 ovens. The opening of the Mt. Pleasant and Broad Ford railroad imparted new life to the coke trade about this period and young Frick took advantage of the boom to add to his firm's plant. The firm also built the Henry Clay works of one hundred ovens on the Youghiogheny River near Broad Ford.

In 1876 Mr. Frick bought out his partners and continued the business on his own account. In the following year a depression of trade placed the lease of the Valley coke works at his disposal. The young operator put Thomas Lynch in charge, and despite the dullness of the market, kept the works going every day in the year.

In the fall of 1877 Mr. Frick took into partnership E. M. Ferguson, the owner of a plant of 70 ovens, and the new firm operated as H. C. Frick & Co. A year later the firm leased the Anchor works and the Mullen works near Mt. Pleasant and admitted Walton Ferguson as a partner.

In 1879 the coke trade revived amazingly, prices advancing from a maximum of $1.15 a ton to $4 and $5 a ton. The Frick Company continued to extend its business until, in 1882, it controlled 3,000 acres of coal land and 1,026 coke ovens. Meanwhile Mr. Frick organized the Morewood Coke Company, limited, and built the Morewood works of 470 ovens, the largest works in the region. Carnegie Bros. & Co., Limited, were admitted into the firm in January, 1882.

The Frick corporation now pushed its operations with such vigor that, in 1890, according to a semi-official statement, it "owned and controlled 35,000 acres of coal land and 43 of the 80 plants in the region, aggregating 10,046 ovens, three water plants with a pumping capacity of 5,000,000 gallons daily, and 35 miles of railroad track and 1,200 railroad cars. 11,000 men were then employed by the company, and for the equipment of its plants it had 23 locomotives, 72 pairs of stationary engines, 172 steam boilers and 816 horses and mules."

Mr. Frick had several serious strikes to contend with. His plan of campaign was always the same-to crush the strikers by main force and make no concessions. The Coal and Iron police, an organization of watchmen maintained under a state law, the drilled and armed watchmen of the Pinkerton detective agency, and the state militia were pressed into service as the occasion demanded, and the shedding of blood and sacrifice of human life resulted on more than one occasion.

Mr. Frick's character need not be analyzed at this point. It will be illustrated clearly enough as our narrative progresses.

The Homestead mill and the Frick coke works, vast as they are, constitute merely a fraction of the Carnegie Company's interests. In addition to these the Company owns the Edgar Thompson furnaces and the Edgar Thompson steel works at Bessemer, eleven miles from Pittsburgh on the Pennsylvania railroad; the Duquesne steel works, on the same side of the Monongahela river as the Homestead works; the Lucy Furnaces, Pittsburgh; the Keystone Bridge Works, Pittsburgh; the Upper and Lower Union Mills, Pittsburgh; the Beaver Falls mills at Beaver Falls, 32 miles from Pittsburgh on the P. & L. E. railroad; the Carnegie Natural Gas Company; the Scotia ore mines in Center County, Pa.; the American Manganese Company, and interests in several large ore companies in the Lake Superior region. About 13,000 persons are employed in the various concerns operated by the firm, and of these about 3,800 are engaged in the works at Homestead.

In June 1892, Andrew Carnegie, while maintaining the controlling financial interest in the firm, transferred the managing authority to H. C. Frick. At that time the firm was reorganized, the separate enterprises which had previously been conducted under the names of Carnegie Bros. and Company, Carnegie, Phipps & Co., and other independent titles, being merged under the control of a single corporation known as the Carnegie Steel Company, Limited. H. C. Frick was made chairman, the other partners being Andrew Carnegie, Henry Phipps, Jr., George Lauder, H. M. Curry, W. L. Abbott, John G. A. Leishman, F. T. F. Lovejoy, Otis H. Childs and sundry minor stockholders whose interests were conferred upon them by Mr. Carnegie by way of promotion.

The power of the firm in the iron and steel industries was now dictatorial. On the fiat of the Carnegie Company depended almost entirely the price of steel in the market. Rivalry was dwarfed and competition nullified. Rarely in the industrial history of the world has a similarly powerful monopoly been built up on no other foundation than the combination of brains and capital, with such indirect aid as the protective tariff system affords.

Against this tremendous power,-a power equal to the control of 13,000 men and more than $25,000,000 of capital, the men of Homestead were destined to pit themselves in a life and death struggle; how destructive and hopeless a struggle will appear from the story told in these pages.

The men of Homestead, on their side, had comparatively limited resources to count upon in a battle against such fearful odds. They reckoned, to begin with, upon that species of esprit de corps which prevails among workingmen, especially those of the more intelligent class, and which is the solid ground under the feet of organized labor.

Not that the 3,800 workmen in the Homestead mills had a complete and comprehensive organization. On the contrary, out of this number, not more than one thousand were enrolled in the eight lodges of the Amalgamated Association of Iron and Steel Workers maintained in the town. These were the workers known as "tonnage men," because the nature of their employment permitted the graduation of their wages on a scale determined by the price of billets per ton. Outside the lodges were the mechanics and laborers, working, for the most part, for daily wages. At the same time, the joint influence of fraternity and of confidence in the force of organization was deemed sufficient to inspire all the Homestead workers, in and out of the lodges, to make common cause in the event of a quarrel between the lodges and the Carnegie firm. Should this emergency arise, it was argued, the firm could not find enough non-union steelworkers in the United States to take the places of its army of employees, and as a consequence, if the men went out on strike, the mills would have to be shut down and the heavy loss resulting would force the firm to come to terms.

With this impression ingrained in their minds, the men smiled confidently at the suggestion of a cut in wages, and tacitly defied the new chairman, Mr. Frick, to do his worst.

That the new chairman was liable to make some disagreeable departure had to be admitted by the most confident. Dubious associations hung around the name of this man H. C. Frick. He had acquired unpleasant notoriety by reducing wages in the coke regions, and by crushing the labor insurrections which followed by the employment of Pinkerton detectives and even by calling in the state militia. There was no dilettantism or liberally-advertised philanthropy of the Carnegie stripe in Frick's composition. Everybody knew that. He was a man of blood and iron like Bismarck, so the workmen said; cared not a penny whether his underlings loved or hated him, and rather preferred an opportunity to crush-crush-crush intractable working folk under his heel than not.

Was this man placed in power by Andrew Carnegie in order to carry out at Homestead what he had carried out in the coke regions; to challenge organized labor by the submission of conditions which it could not accept and, on its refusal, try the old game of crushing the unions under foot? Did Carnegie shrink from the task himself and pick out Frick as a willing and capable instrument? Such were the questions discussed in the lodge-room and in the privacy of the domestic circle at Homestead during the time which intervened between the re-organization of the Carnegie interests and the next annual signing of the wage scale. Whatever conclusions might be reached, there was one thing certain at all events, in the not too penetrating judgment of the unionists: Frick might reduce wages, and Frick might fight, but Frick could not repeat in conflict; with the 3,800 brawny and intelligent artisans at Homestead the comparatively easy victories which he had gained over his poor coke workers. So said they all, and they believed it, too, as firmly as if it were Holy Writ.

The feeling of ownership had a place in the reasoning of these simple people. Many of them had bought and paid for their homes and were pillars of the borough government. Some were still paying for their dwellings-paying off the mortgages held by the Carnegie Company, which had been in the habit of helping those who cared to build, and which even did a regular banking business for the advantage of its employees. It was clearly impossible that men of substance, heads of families, solid citizens of a prosperous municipality could be rooted up, as it were, out of the soil in which they were so firmly planted and beaten to earth by the creature of their labor-for without labor, it was argued, capital would be impotent and valueless.

In this mood, with suspicions as to the mission of Chairman Frick, but with impregnable confidence in themselves, the men prepared to settle the scale of wages, which was to be agreed upon in the spring of 1892 and to go into effect on July 1.

They sought no advance in wages, but it was a foregone conclusion that, if wages were to be depressed, they would offer implacable resistance.

There was calmness in all quarters at this time. No smoldering embers of dissatisfaction; no long nourished grievances were in existence to precipitate a sudden outbreak.

Mr. Potter, the superintendent of the Homestead mill, calmly discharged his daily round of duties.

Mr. Frick sat in his comfortable office in Pittsburgh, and calmly mapped out a plan of some, as yet, unheralded campaign.

Mr. Carnegie calmly continued to hob-nob with European celebrities and to indulge his penchant for the erection of free libraries.

There was not a cloud the size of a man's hand to mar the serenity of the horizon that bounded the little world of the Carnegie interests.

The gathering of the storm had not yet begun.

History and Methods of the Amalgamated Association-Operation of the Sliding Scale at Homestead-Superintendent Potter Makes Amicable Suggestions a la Carnegie-An Ultimatum From Frick-He Threatens Non-Unionism and Fortifies the Mills-Lodges Hold a Sunday Morning Meeting-Burgess McLuckie's Bold Speech-"High Fences, Pinkerton Detectives, Thugs and Militia"-Political Exigencies Give Hope to the Workmen.

THE Amalgamated Association of Iron and Steel Workers is, with the possible exception of the Association of Window Glass Workers, the best generaled and most substantially organized labor organization in the United States. One of the fundamental principles in the doctrine of the association is to avoid and discourage strikes; and so closely has this article of faith been observed that the number of strikes officially ordered in the iron and steel industries has been small in comparison with the record of most other labor unions.

The adjustment of wage scales by the association is largely the affair of the lodges. The equipment and requirements of different iron and steel mills vary considerably, and hence, each mill or kindred group of mills must have a separate scale, adjusted to its needs. It is incumbent on the lodges to report their respective scales to the association at large through the medium of an annual delegate convention. Should there be a dispute in any district, the convention passes upon the merits of the case and decides whether or not it shall be taken up by the association as a whole. If not, the usual mode of procedure is to notify the belligerent lodge or lodges to yield the disputed points. If, on the other hand, the association decides to intervene, the chief executive officers are authorized to act, and it becomes their duty to exhaust all fair means of bringing the recalcitrant mill-owners to terms, before countenancing a strike. An official order to strike commits the association to the payment of weekly benefits to the strikers.

The president of the Amalgamated Association is always chosen with special reference to his capacity for cool, stable, conservative leadership. Mental brilliancy is not so much sought after in the man who is called upon to fill this responsible position, as level-headedness and inflexible nerve. William Weihe, who served as president during the troublous days of 1892, fully met these requirements. A giant in stature, slow and deliberate in speech and action, and never committing himself without being perfectly sure of his ground, Weihe was just the man to preserve the dignity and influence of the association when the spectres of riot and anarchy stalked abroad and organized labor, smarting from a thousand gaping wounds, threatened to break down the bulwarks of law and order and to sacrifice the good-will of its friends. At no time throughout a contest which set men's souls aflame from one end of the land to the other did President Weihe lose his self-possession or his ability to stand between the solid fabric of the association and those of its friends, who, in the rashness of the hour, would fain have involved it in the ruin which engulfed the lodges at Homestead.

The Homestead scale was prepared early in the spring. In January, the superintendent of the mill, Mr. Potter sent for the joint committee of the local lodges and requested that the men prepare a scale. It was not the policy of the Carnegie firm, Mr. Potter said, to leave the way open for a strike. If there were differences of opinion between employer and employees, the proper method of settlement was by arbitration, and it was, therefore, advisable that the scale should be presented early, so as to leave ample time for an amicable adjustment of disputed points.

For three years previous, the men had been working under what was known as a sliding scale, an expedient which at the time of its adoption was regarded as a sure preventive of strikes. This scale established as the basis on which wages were to be determined, the market price of steel billets, in the manufacture of which the Carnegie Company was extensively engaged. When the price of billets went up, wages were to go up correspondingly, and when the price of billets went down, wages were to be correspondingly lowered. $25 a ton was agreed upon as the minimum. If billets were quoted below that figure, there was to be no further depression of wages. In other words, the men and the firm were practically in partnership, increased profits to the latter meaning increased earnings to the former, unless the bottom fell out of the market, in which case it became the duty of the stronger partner to protect the weaker.

The circumstances under which this equitable compact was made are of interest in so far as they exhibit the very different temper of the Carnegie Company towards its men in the past from that which marked its line of conduct after Mr. Frick was placed at the helm. In January, 1889, the men, who had been working under a yearly scale, quarreled with the firm over the terms proposed for the ensuing year and a strike was declared. William L. Abbott, a man of comparatively mild and liberal disposition, was then serving as chairman. Mr. Abbott undertook to break the strike, and when the men resorted to riotous conduct, called upon the sheriff of the county for aid. The sheriff, Dr. Alexander McCandless, an official who enjoyed great popularity, and possessed the courage and tact essential in such an emergency, went promptly to the scene with a force of deputies recruited for the occasion. At the first encounter with the mob, the deputies let their courage ooze out at their fingers' ends and fled from the town.

The sheriff, nowise disheartened by the desertion of his forces, took the best possible means of ending the trouble by constituting himself a mediator between the Carnegie firm and the strikers. Through his efforts a conference was arranged, and peace was restored through the adoption of the famous sliding scale, with the understanding that it would hold good until June 30, 1892. Mr. Carnegie, then absent in Europe, professed to be much pleased with the amicable settlement arrived at and the incidental guarantee of peace for three years to come, and for the time being the names of Sheriff McCandless and William L. Abbott were surrounded with a halo of glory.

When Superintendent Potter, in January, 1892, spoke to the men about a new scale, he gave no hint of the prospect that the firm contemplated sweeping away the beneficial arrangement which had so long governed their earnings. As already noted, Mr. Potter touched upon the subject of possible differences of opinion and of the firm's desire that such differences should be settled in a friendly way.

The shadow of Mr. Frick loomed up gloomily in the background, it is true, but there was really no occasion to think of shadows when the genial Potter presented himself as the very embodiment of sunshine. The ideas put forth by this gentleman bore the special brand of Mr. Carnegie. Mr. Carnegie was on record as being opposed to the use of force in settling disputes between capital and labor. In 1886, he had written for the magazines on this question, and the liberality of his views had elicited general commendation. Thus he said in the Forum:

"Peaceful settlement of differences should be reached through arbitration. I would lay it down as a maxim that there is no excuse for a strike or a lock-out until arbitration of differences has been offered by one party and refused by the other."

Mr. Carnegie declared further, that "The right of the workingmen to combine and to form trades unions is no less sacred than the right of the manufacturer to enter into association and conference with his fellows, and it must sooner or later be conceded." Manufacturers should "meet the men more than halfway" and "To expect that one dependent upon his daily wage for the necessaries of life will stand by peaceably and see a new man employed in his stead is to expect much."

This was the gospel of Carnegie in 1886, and, the shadow of Frick to the contrary, notwithstanding, it was not singular that it should have been the gospel of Potter in January, 1892.

It was, then, with a feeling of reasonable security that the men went to work upon their scale. This, when completed, differed little from that of the previous three years. It was presented to Mr. Potter in February, but, strange to say, did not seem to please that worthy exponent of the Carnegie idea of harmony. The joint committee of the lodges waited frequently upon the superintendent in the hope of reaching some definite conclusion, but the conferences were barren of results.

At length, to the amazement of the men, the Carnegie firm officially promulgated a new sliding scale, based on billets at $26.50 per ton as a standard, but fixing as the minimum basis of wages, $22 per ton, instead of $25 as formerly. As the billet market was now abnormally depressed-a condition which, it was claimed by many, had been designedly brought about in order to give the Carnegie Company a pretext for wage reductions-it was apparent that a serious reduction in many departments of the mill would follow the acceptance of the firm's propositions.

June 24 was fixed as the last day on which the men could accept as members of the Amalgamated Association. After that date, the firm would not consent to treat with them otherwise than as individuals. In short, Mr. Frick wanted it to be understood, definitely and finally, that, if his employees did not yield promptly and with a good grace, he would non-unionize the mill and abolish the right of self-protective organization, to which Mr. Carnegie, six years before, had feelingly referred as "sacred."

There was a flavor of coke region discipline about the Frick ultimatum which was not calculated to promote good feeling at Homestead. Nor did it. The men who drove the sheriff's deputies out of Homestead in 1889 might yield to milder measures, but the crack of the whip was irritating. "Are we to be lashed into Mr. Frick's way of thinking?" men asked one another, and the very thought bred insurrection.

If there was a calm now, it was the calm that preceded a hurricane.

As if to accentuate the sentiment of disaffection among the Homestead people, Mr. Frick accompanied the issuance of his ultimatum with preparations of a warlike character. A large force of men was employed upon the construction of a solid board fence, three miles in extent, surrounding the property of the firm between the Pittsburgh, Virginia & Charleston railroad and the Monongahela river. All the workshops were included within this enclosure. The offices and stables, situated on the other side of the railroad, were similarly enclosed. An elevated wooden bridge connected the two enclosures. The fence was surmounted with strands of barbed wire, and perforated at intervals, as if for the convenience of sharpshooters stationed within, although Mr. Frick, in his testimony before a committee of Congress, averred that the holes were simply for the purpose of observation. High in the air, at the ends of the tall mill buildings, twelve-foot platforms were erected, on which were placed electric search-lights, designed to enable sentinels to keep watch at night over every part of the mill yard.

There was a cold and sanguinary determination about these provisions which boded ill for the workmen. Clearly, the redoubtable tamer of the coke-workers had made up his mind to force a bloody conflict with organized labor, and the wage ultimatum was his defi. One of King John's barons could not equip his feudal castle with more elaborate offensiveness than this nineteenth century ironmaster displayed in fortifying his mill, with the apparent intention of making war-actual war with arms upon the men of Homestead. So it was that the men viewed the preparations at the mill. The supposition that Mr. Frick might regard their disposition as one of invincible stubbornness, sure to lead to deeds of violence, and that his fences, barbed wire, loopholes, platforms and search-lights might be pure measures of self-defense was not entertained for an instant.

The fortification of the mill was a huge threat-a challenge-an insult. With this exhibition of brute force held up before them, the workmen deemed their manhood, as well as the life of their organization to be at stake. Come what might, they must now burn their boats behind them, as the firm had done, and refuse to recede an inch from their demands.

While affairs were taking this ominous turn at Homestead, the annual convention of the Amalgamated Association met at Pittsburgh, the session opening on June 7. Of the stormy conditions under which the delegates came together and which caused their deliberations to be protracted for an unusual period, mention is reserved for another chapter. Suffice it to state here that the delegates from Homestead duly submitted their scale; that it received the indorsement of the association, and that the local lodges were empowered to persist in their demand for the retention of the rate of $25 a ton on billets as the minimum basis of tonnage men's wages. This made it optional with the local lodges to declare a strike, although it followed by implication only, and not of necessity, that the strike, if ordered, would receive the sanction and support of the association.

Excitement in Homestead mounted rapidly to fever heat.

The first concerted public demonstration on the part of the men was on Sunday, June 19, when the lodges held an open meeting in the opera house. Some of the leading officials of the association and many delegates to the Pittsburgh convention from other states were present. The gathering included almost the entire working force of the Homestead mill. William A. Carney, First Vice-President of the association acted as chairman. The speechmakers, for the most part, while exhorting the men to stand firm, counseled moderation and respect for the law.

A young vice-president of the association, Jere Doherty, touched upon the place of the wage-worker in politics and the efficacy of the Homestead struggle as a test of the protection guaranteed to labor by the Republican party.

The crowning address of the day was made by John McLuckie, the burgess of the town, a simple, earnest, straightforward man, whose rugged eloquence told more forcibly with the brawny multitude who heard him than if it had been couched in the language of a Cicero or a Demosthenes. Burgess McLuckie said:

"What brings you here this morning? Is it idle curiosity, or is there a real, tangible reason beyond? The cause of this wage trouble is not generally understood. We were persuaded to vote the Republican ticket four years ago in order that our wages might be maintained. As soon as the election was over a widespread feeling on the part of the manufacturers towards a reduction of wages was exhibited all over the land. As soon as the McKinley bill was passed, the article in the production of which we work was the only article that suffered a reduction. It is Sunday morning, and we ought to be in church, but we are here to-day to see if we are going to live as white men in the future. The constitution of this country guarantees all men the right to live, but in order to live we must keep up a continuous struggle. This is the effect of legislation and nothing else. The McKinley bill reduced the tariff on the four-inch billet, and the reduction of our wages is the result. You men who voted the Republican ticket voted for high tariff and you get high fences, Pinkerton detectives, thugs and militia!"

There was politics in this speech, but almost every member of a labor organization is a politician in a small way, and McLuckie's bill of indictment against the Republican party struck fairly home. It had been freely charged that, when the McKinley tariff bill was being prepared, Andrew Carnegie had waited on the conference committee which put the finishing touches to the measure and secured as a return for his generous contributions to the Republican campaign funds, a reduction in the duty on steel billets, this product being the single standard of wages in his Homestead works. As the Carnegie firm controlled the billet market, there was nothing to hinder a depression of prices, as a seeming consequence of a lower duty, and this was to serve as a cover for the new scale and the Frick ultimatum.

The plausibility of this story, and the bluntness with which McLuckie, himself a poorly paid workman of the Carnegie Company, put the political duplicity involved before his fellow workmen exercised a telling effect. Particularly did the pointed allusion to "high fences, Pinkerton detectives, thugs and militia" carry weight in the estimation of the workingmen present at that Sunday morning meeting. Nor did it stop there, for within the next twenty-four hours this, the first public arraignment of the Republican party and the Carnegie Company jointly was flashed over the telegraph wires to newspapers in all parts of the United States, and the country at large began to realize that there were two ways of looking at the doctrine of "protection to American labor," and that the difference between them was on the eve of receiving an impressive demonstration.

The temper of the people of Homestead after the meeting of the lodges, was, in spite of the scarcely concealed militant resolution harbored in the breasts of the men as individuals, moderate and orderly. There was still time, they reasoned, for Mr. Frick to withdraw his defiant ultimatum. Nearly two weeks remained until the new wage scale would be enforced. In the mean time there would be conferences. Possibly Mr. Carnegie might be heard from over the cable. Perhaps even the great men who were interested in proving that protection protects would use their influence to obviate the astounding object lesson which would be presented to the world if the Carnegie firm, at the noontide of its prosperity, should reduce the wages of its employees. If there was hope in this way of looking at the prospect, it was a forlorn hope, and the most sanguine of the tonnage men, who were the first to be affected by a change in the scale, could not consider it otherwise.

The cloud was plain to be seen, but of the silver lining not a vestige was perceptible.

So the men went to bed on that Sunday night with McLuckie's bold words ringing in their ears, and a strong conviction deep down in their hearts that a crash was coming, that somebody was destined to go under, and that, come what might, the victors of 1889 would not show the white feather.

Frick's Allies-A Plan of General Assault on the Amalgamated Association Falls to the Ground-The Labor Question in Politics-Democrats Make Capital out of Wage Reductions-Frick Confers with a Workmen's Committee and Rejects a Compromise-Mills Shut Down and are Declared Non-Union-"Fort Frick"-Lodges Appoint an Advisory Committee. Guarding the Town.

ABOUT the time of the assembling of the delegates to the convention of the Amalgamated Association, the Pittsburgh Post, a Democratic newspaper, printed an article in which it was alleged that the impending conflict at Homestead was to be precipitated not in the interest of the Carnegie Company alone, but in that of all the iron and steel manufacturers of Western Pennsylvania and Eastern Ohio. Homestead, it was said, was chosen as a battle ground, (1) because of the ease with which the mill property could be equipped for offensive and defensive purposes; (2) because the ruin wrought in that town by a disastrous strike would be more sweeping and complete than could be effected anywhere else, and (3) because the Carnegie Company had the largest interests to serve and should, therefore, be willing to bear the brunt of the battle. If war was declared, and the lodges at Homestead were broken up, the other manufacturers were to follow the lead of the Carnegie Company, defy the Amalgamated Association and reduce the wages of their employees to an extent varying from 20 to 60 per cent.

The Post's story received little credence when it appeared, but later on the course of events gave it a strong coloring of probability. Mr. Frick proceeded to fortify the Homestead mills with every evidence of inviting a desperate conflict. At the same time, the other manufacturers commenced to show their hand, those of the Mahoning and Shenango Valley, a district located about fifty miles from Pittsburgh, taking the initiative by announcing a general reduction of wages ranging from 20 to 60 per cent. The Pittsburgh manufacturers avoided taking a distinctly aggressive stand, but gave out significant statements to the effect that the condition of the iron and steel market rendered it impossible for them to continue paying the rate of wages maintained during the previous year.

These symptoms of depression in one of the most generously protected industries within a short time after the passage of the McKinley tariff bill afforded a prolific subject of commentary to the opponents of the high tariff system. Both political parties made their nominations for the presidency in the month of June, when the labor trouble was waxing warm, and it became only too plainly perceptible that, since the Republican party took its stand mainly on the benefit resulting to American labor from the protective tariff, Republicanism would be held answerable by the working classes for the proposed wage reductions in Pennsylvania. As a matter of fact the efficacy of the tariff as a wage-maintaining agency had been grossly overdrawn by stump orators and over-zealous partisan newspapers. For years it had been dinned into the ears of the workingman that it was his duty to vote for Republican candidates because the Republicans in Congress maintained the high protective tariff and the high protective tariff meant high wages.

But now, at the opening of a presidential contest, the workingman was confronted with what seemed to be proof positive that the high tariff had lost its virtue, and when the Democratic press pointed to the astonishing spectacle of wage reductions ordered by the "pampered iron barons" of Pennsylvania, as illustrating that the protective system was a sham and a fraud, what wonder that organized labor was quick to accept the indictment as a just one!

The Democratic national convention did not lose sight of the opportunity thus offered, and in the platform on which Grover Cleveland was nominated at Chicago perhaps the most telling plank was that which denounced the protective system as fraudulent and referred to the strikes in the iron trade as an immediate attestation of the failure of "McKinleyism."

Meanwhile, newspapers friendly to President Harrison sought to dissuade the iron and steel manufacturers from making the threatened cut in wages and precipitating a general conflict with the operatives. In Pittsburgh, especially, a bitter discussion was carried on, the papers controlled by the manufacturers persistently asserting that the tariff has nothing to do with the making of wage scales and that a general wage reduction and consequent strikes during a presidential campaign could not be construed as reflecting upon the efficacy of the McKinley bill and the Republican party's pledges to American labor; while the Democratic and independent press subjected the manufacturers to merciless criticism.

All this was full of encouragement to the workingmen. They felt that their cause was expanding from the dimensions of a mere local trouble to those of an affair of national importance, affecting the destinies of the dominant political parties. At Homestead, which had previously been a Republican stronghold, the Democratic propaganda found special favor. "If all else should fail us," thought the men, "we can, at least, have revenge at the polls in November."

And they kept their word.

It is not within the province of the writer of this narrative to analyze the peculiar aspect put upon the case of the workingmen by political agitators for campaign purposes. Merely the facts are stated here, leaving it to the reader to make his own deductions as to the justice or injustice of the assaults on the American system of protection to labor provoked by the seeming selfishness of tariff-enriched manufacturers. Suffice it to state that every shot told and that, if the whole truth were known, it would be found that political considerations went a long way to prevent the other manufacturers from joining Mr. Frick in a body and using their combined resources to destroy the Amalgamated Association and strip their employees of all means of self-defense.

It will be seen that the position of the Homestead workers was greatly strengthened by the common danger. Homestead was not to be alone in its fight. The entire Amalgamated Association was threatened, and the spirit of mutual helpfulness was, therefore, powerfully stimulated at all points. The good old unionist principle, "One for all, and all for one," was bound to receive a full and magnificent exemplification.

On June 15, the convention of the Amalgamated Association completed the general wage scale for iron mills and presented it to the manufacturers' committee. The manufacturers responded by producing a scale of their own, embodying extensive reductions. This was the beginning of a dispute, stubborn on both sides, which was kept up long after the final adjournment of the convention, that body assigning the duty of conferring with the manufacturers to a special wage committee.

The consideration of the scales for steel mills, including that prepared by the Homestead lodges, was not completed by the convention until June 23. On that day, a committee, headed by William Roberts, one of the most intelligent of the Homestead mill workers, appeared at the offices of the Carnegie Company, on Fifth Avenue, Pittsburgh, and was escorted to Mr. H. C. Frick's private room. Mr. Frick, General Manager Potter, H. L. Childs and F. T. F. Lovejoy acted for the company in the conference which followed. Mr. Roberts, acting as spokesman for his colleagues, presented the Homestead scale as approved by the convention, and explained that the employees were prepared to concede several points, admitting, however, of no reduction exceeding 15 per cent, in any department. The men were willing even to reduce the minimum selling price of billets on which the rate of wages should be estimated to $24 per ton, but the firm insisted upon the $23 rate, which, as previously explained, signified a serious depression in wages.

The conference, after a discussion lasting several hours, broke up without accomplishing anything.

The following day, June 24, had been fixed by Mr. Frick as the last on which the Carnegie firm would treat with its employees as members of the Amalgamated Association. The day passed without a conference. It was believed, however, that, in view of the concessions which the men had stated their willingness to make, even though they refused to make the complete surrender which Mr. Frick demanded, the firm would consent to fresh conferences with the committee. Yet the fact that the firm, which had sufficient orders on hand to keep the mill busy for many months, was canceling these orders, coupled with the extraordinary preparations for warfare which were being made at the mills, cast a damper on the hopes of the men. There was hardly a ray of sunshine to brighten the gloomy outlook.

HENRY CLAY FRICK.

On June 25, Mr. Lovejoy, secretary of the Carnegie Company, stated through the newspapers that the conferences were at an end, that the firm had decided to make the rate of $23 a ton on billets the basis of wages, and that this rate would be enforced without regard to the opinion of the Amalgamated Association. It was also the intention to change the time of fixing the wage schedule from June to January, so that if a strike or lock-out should occur, the hardships of the winter season would strengthen the company's hand. So, at least, the men interpreted the proposed change.

Mr. Lovejoy's statement, although given out in an informal way, was generally accepted as meaning that the ax was forthwith to be let fall upon the neck of organized labor at Homestead, and that no human power could stay the hand of the executioner.

Still all was quiet at Homestead. June 25 was Saturday and pay-day, but the day was marked by less activity and bustle than usual. The stores were not crowded, and little money was spent. In the face of trouble, the end of which it was impossible to foresee, men carefully put away the contents of their pay envelopes. The wolf might come to the door before long and resources had to be husbanded. Few cared for the little Saturday jollifications common at other times. Wherever a group of mill men came together, the one theme of discussion was the ultimatum of the firm, the prospect of a wholesale discharge of union men on July 1 and the meaning of the warlike equipment of the mill property.

A new and significant name was devised for the Carnegie enclosure, with its ramparts, watch towers, search-lights and other suggestions of war, and flew from mouth to mouth with the rapidity of lightning.

"Fort Frick."

An ill-omened name it was, bristling with offensive associations; but its propriety as a descriptive epithet could not be questioned.

Who was to occupy the "fort?" Whose guns were to be used through those loopholes?

"Pinkerton detectives," said some, and the rumor that an army of "Pinkertons" had been hired and might already be on its way to garrison the works and shed the blood of the men of Homestead found ready credence and deepened the feeling of resentment abroad in the town. Many were disposed to believe that Pinkerton scouts had arrived and were making things ready for the coming of the main guard.

On Tuesday, June 28, the company ordered the armor-plate mill and the open-hearth department shut down, throwing 800 men out of employment.

This was the beginning of the lock-out, for a lock-out it was, and not a strike, as has been very generally represented.

A strike occurs when dissatisfied workingmen cease work of their own accord and refuse to return until the cause of dissatisfaction is removed.

A lock-out originates with the employing individual or corporation, and consists in the refusal to let the employees work until they come to terms with the employer.

As Mr. Frick took the initiative, the trouble at Homestead was distinctively a lock-out, although, if Mr. Frick had chosen, he could have permitted it to take the form of a strike.

It made little difference in the end which of the contestants took the first aggressive step. Once the Frick ultimatum was promulgated, a struggle was inevitable, and if the firm had not thrown down the gauntlet, the men most assuredly would have forced the fighting on their own account.

The night of June 28 witnessed strange scenes in Homestead. The pent-up feelings of the men now found vent unrestrainedly. Effigies of Frick and Potter were hung on telegraph poles. Denunciations of the firm and its policy were heard on every hand. Knots of angry men gathered outside the board fence that hedged the mill enclosure, peered through the loopholes at the watchmen on duty within and talked defiantly of what would happen if the methods that triumphed over the poor, disorganized serfs in the coke regions were to be tried upon four thousand sturdy and intelligent steelworkers. If an apostle of non-unionism had ventured upon the streets of Homestead that night he would have fared badly.

The next morning, at the call of the officers of the local lodges, 3,000 steelworkers met in the opera house. The chairman of the executive committee stated to the meeting that, at a conference of committeemen representing the eight lodges, held on the preceding evening, it had been decided to submit the question of shutting down the mechanical department of the mills to the steelworkers en masse, irrespective of affiliation with the lodges, and that the decision thus arrived at should be binding on all. This report was approved and a motion was made that a committee be appointed to request the mechanics and day laborers to quit work at once. A workman asked if the watchmen were to be included, and another answered: "Three years ago the watchmen wanted to come out and now they must come."

The motion passed amid tremendous cheering.

The chairman of the executive committee, resuming his address, refuted the report spread through the newspapers that six or seven hundred mechanics and day laborers had signed a scale arranged by the firm. A committee of this class of workmen, he said, had waited on General Manager Potter and had been thrust aside pending the settlement of the tonnage men's wages. After this, the mechanics and laborers had resolved to cast their lot with the Amalgamated Association, and had signified their decision to the lodges.

William Roberts, chairman of the conference committee, which had waited on Mr. Frick by authority of the Amalgamated convention, took the platform and detailed the action of his committee. Mr. Roberts told of the committee's offer to concede a basis of $24 and of the firm's demand that the scale terminate on the last day of the year. "We wouldn't agree to this," he said, "and I now ask you had we any right to do so?"

"No! No! No!" shouted 3,000 voices.

The speaker described how, when the committee presented as its last and only demands that a $24 basis be adopted and that the scale expire on the last day of June, Mr. Frick jumped to his feet and exclaimed hotly: "Gentlemen, that ends all conferences between you and this firm." "So you see," Mr. Roberts went on to say, "This is not a strike. The firm put a snag in our road.... We filled our contract. Now the firm has laid the entire mill off one day ahead of time. Has it lived up to its contract?"

Again 3,000 voices shouted "No," and the action of the wage conference committee was ratified without a dissenting voice.

A resolution was offered providing that, in case any man left Homestead during the coming trouble without permission from the lodge officials, the men should refuse to work with him on his return. The chairman asked all who were in favor of the resolution to rise. Instantly every man in the hall sprang to his feet and the resolution was adopted with three cheers and a tiger, followed with hisses for H. C. Frick.

A motion to appoint a press committee, consisting of one member from each of the eight lodges, was carried after a discussion as to unreliable reports. The membership of this committee was kept secret for the time being.

A whirlwind of excitement was roused when a speaker told of a report that 200 non-union workmen were coming to Homestead disguised in the blue uniform of Pinkerton detectives. "Watch the depots," was the unanimous cry that followed this alarmist statement.

When, after a session of two hours, the meeting adjourned, there remained not the least doubt as to the unity of feeling among all classes of workers in the town. Every man was ready to enter upon relentless strife, and if there was a coward or malingerer in any quarter, he wisely held his peace.

After the general meeting, the eight lodges held a secret session, at which an advisory committee was appointed, with full power to direct the workmen's campaign. This body, which played the most important part in the tragic drama soon afterwards enacted, was composed of the following members: David H. Shannon, John McLuckie, David Lynch, Thomas J. Crawford, Hugh O'Donnell, Harry Bayne, Elmer E. Ball, Isaac Byers, Henry Bayard, T. W. Brown, George W. Champene, Isaac Critchlow, Miller Colgan, John Coyle, Jack Clifford, Dennis M. Cush, William McConeghy, Michael Cummings, William Combs, John Durkes, Patrick Fagan, W. S. Gaches, Nathan Harris, Reid Kennedy, John Miller, O. O. Searight, John Murray, M. H. Thompson, Martin Murray, Hugh Ross, William T. Roberts, George Rylands and George W. Sarver.

Special committees were appointed to patrol the river stations and all entrances to the town. The patrols were directed to cover their beats night and day and report to the advisory committee. Arrangements were also made to have the river patrolled in skiffs, and the steamboat "Edna" was secured to aid in this service.

Headquarters were established in a commodious public hall, with accommodations for telegraph operators, the committee being expected to maintain communication with all parts of the country, so as to obtain instant information of any movement of non-union men designed for service at Homestead. The liquor saloons were visited and the proprietors requested to use special precautions against the promotion of drunkenness and disorderly gatherings, under pain of being required to close their establishments.

Eight effigies of Carnegie officials were cut down by the committee, and notice was given that persons outraging decency in this manner in the future would be disciplined.

The burgess of the town, John McLuckie, was informed that he might call upon the Amalgamated Association for whatever number of men he might deem necessary to assist him in preserving the peace.

In short, the government of Homestead had now passed absolutely into the hands of the advisory committee of the Amalgamated lodges, and the committee was determined to use its arbitrary authority for the preservation of order and decency and the protection of life and property as well as the exclusion from Homestead of non-union men, better known to the unionist as "scabs" or "black sheep."

On July 2 the entire force of employees at the Carnegie mills was paid off and served with notices of discharge.

With the exception of a slight altercation between General Manager Potter and some of the men who were guarding one of the gates of the mill there was no disorder.

Secretary Lovejoy now made his final statement on behalf of the firm declaring the mill to be permanently non-unionized. "Hereafter," he said, "the Homestead steel works will be operated as a non-union mill. We shall not recognize the Amalgamated Association of Iron and Steel Workers in our dealings with the men. The mill will be an open one where all men may work regardless of their affiliation with a labor organization. There will be, no doubt, a scale of wages; but we shall deal with the men individually; not with any organization. Such a thing as a union will not be recognized. There will be no further conferences with the Amalgamated Association."

The mammoth steel plant was now deserted, except by a few watchmen and the government steel inspectors, with whom the advisory committee did not interfere.

The locked-out men were perfectly organized and ready to fight against any odds at a moment's notice. A report that strangers were on the way to Homestead along either of the railroads brought a battalion of stalwart fellows to the stations on the outskirts.

Mr. Frick might as well have undertaken to storm Gibraltar as to introduce a force of non-unionists into the town.

Meanwhile the convention of the Amalgamated Association had finished its business, elected new officers, including a successor to President Weihe in the person of Mahlon M. Garland, and left it to a committee to fight it out with the manufacturers. This the committee was doing with considerable success. The ominous turn which affairs were taking at Homestead, together with the endless reproaches heaped upon the graceless beneficiaries of the protective tariff by Mr. Harrison's campaign managers had a most discouraging effect on the manufacturers' committee and it was plain to be seen that the "fight all along the line," inaugurated a month before, was to end in a compromise favorable to the Amalgamated Association.

Mr. Frick was left to do his own fighting, single-handed and alone.