Major American corporations deployed company-sponsored unions, benefits programs, and internal grievance systems as sophisticated anti-union strategies during the peak of 1920s welfare capitalism. Rather than negotiating with outside union representatives, companies like Goodyear Tire and U.S. Steel established in-house labor organizations with limited power, offering paid leave, medical care, and recreational programs to discourage independent union membership. Goodyear based its "industrial assembly" on the U.S. Congress structure but retained management control over wages and working conditions. Employers promoted these company-controlled benefits as alternatives to collective bargaining, coupled with surveillance and yellow-dog contracts. The strategy divided workforces, isolated union activists, and reduced independent union influence. AFL President Samuel Gompers condemned company unions as "a pretense admirably calculated to deceive." The Leeds and Northrup Cooperative Association instituted one of the nation's first unemployment insurance plans in 1922 as part of this corporate-controlled approach. Whatever ethical claims employers made, managers sought to retain control over workplaces and co-opt any desire to unionize independently. This sophisticated union avoidance strategy proved effective until the Wagner Act banned company unions in 1935.