Books about Pittston from Amazon.com

One Saturday morning in February 1972, an impoundment dam owned by the Pittston Coal Company burst, sending a 130 million gallon, 25 foot tidal wave of water, sludge, and debris crashing into southern West Virginia's Buffalo Creek hollow. It was one of the deadliest floods in U.S. history. 125 people were killed instantly, more than 1,000 were injured, and over 4,000 were suddenly homeless. Instead of accepting the small settlements offered by the coal company's insurance offices, a few hundred of the survivors banded together to sue. This is the story of their triumph over incredible odds and corporate irresponsibility, as told by Gerald M. Stern, who as a young lawyer and took on the case and won.


From the Trade Paperback edition..
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From the coal-mining town of Pittston, Pennsylvania, comes Tales from the Barber Shop: 100 Jokes & Stories of Tony Palmeri, Barber & Joy-Giver, written by "his daughter the nun.".
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The miners' strike against Pittston Coal in 1989--1990, which spread throughout southwestern Virginia, southern West Virginia, and eastern Kentucky, was one of the most important strikes in the history of American labor, and, as Richard Brisbin observes, "one of the longest and largest incidents of civil disorder and civil disobedience in the United States in the second half of the twentieth century." The company aggressively sought to break the strike, and workers and their families used a variety of tactics -- lawful and unlawful -- to resist Pittston's efforts as the situation quickly turned ugly.

In A Strike like No Other Strike: Law and Resistance during the Pittston Coal Strike of 1989--1990, Richard Brisbin offers a compelling study of the exercise of political power. In considering the legal significance of the strike, Brisbin asks the larger question of whether even extreme transgression or resistance can fracture the "imagined coherence of the law." He shows how each party in the strike invoked the law to justify its actions while attacking those of the other side as unlawful. In the end, both sides lost; although the U.S. Supreme Court ultimately ruled in favor of the union, most of the strikers faced elimination of their jobs and an ongoing struggle for pensions and health benefits.

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Are the combined human resources at PITTSTON MINERALS GROUP productive? There is no absolute answer to this question This report considers the extent to which the company's labor deployment indicators differ from global benchmarks. In this report we consider forecasts of differences between labor ratios and the resulting return on this human investment compared to global benchmarks; the estimation of such differences is commonly called a "gap analysis." What is the ratio of short-term and long-term assets to employee? What are typical capital-labor ratios? How different are these ratios to companies serving the same link in the value chain? What are the average sales and net profits per employee compared to global benchmarks? These and over 50 other indicators of labor productivity are considered in this report. The report does so by going beyond traditional analyses by considering companies competing in the same or similar industrial classification at a global level. The goal of this report, therefore, is to assist consultants, human resource managers, strategic planners, and corporate officers in gauging estimates of a company's human resource indicators compared to firms competing or participating in the same economic sector, at the global level. This report is not about whether a particular company or industry has performed well or poorly in the past or will do so in the future. With the globalization of markets, greater foreign competition, and the reduction of entry barriers, it becomes all the more important to benchmark a company's human resource indicators against other firms on a worldwide basis. Doing so, however, is not an obvious task. First, one needs to find firms competing in the same sector, but not necessarily competing directly with the company in local markets. These firms should not be perceived, therefore, to be direct competitors to the company in question, but simply those that have been classified by various sources (e.g. EDGAR or similar foreign filings), as competing to serve customers in the same link of the value chain, or broad industrial classification, as identified by SIC, NAICS or similar codes. Second, given the international nature of the task, one needs to control for exchange rate volatility. Finally, one needs use comparable financial standards. This report overcomes these issues and gives full human resources benchmarks vis-a-vis worldwide competitors who are present in the same narrow industrial classification. Benchmarks cover labor-asset ratios, labor-liability ratios, and labor-income ratios. Since our reports are printed on demand, the statistics reported are for the latest quarter and are the most up to date available (4 updates are produced each year). Each report provides over 100 statistics and 40 graphs to the reader. This reports is on PITTSTON MINERALS GROUP, GLEN ALLEN, USA..
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