1. George Cattell, The Times (3 July 1969)
2. K. Jones and J. Golding, Productivity Bargaining, Fabian Research Series, 257 (London: Fabian Society, 1966) 49–50, also observe this tendency.
3. Hawkins also presents an example of the same calculating orientation in his Case Z. See K. Hawkins, ‘Productivity Bargaining; A Reassessment’, Industrial Relations Journal, Spring 1971, pp. 10–34.
4. One of the clearest statements of this is quoted by E. O. Smith, in Productivity Bargaining (London: Pan, 1971). In the view of one junior manager at the Steel Company of Wales, the Green Book productivity proposals were superfluous: ‘The existing labour force could have remained if only management could have organised itself in a more efficient manner. Involving junior management, but at the same time maintaining the necessary amount of authority, seems to be a growing problem in industry’ (p. 414).
5. A. Fox, ‘Managerial Ideology and Labour Relations’, British Journal of Industrial Relations, Vol. IV (November 1966) 366–78; and Industrial Sociology and Industrial Relations, Royal Commission Research Paper No. 3 (London: H.M.S.O., 1966).