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THE LYNN PLAN 
 0/ REPRESENTATION 
 
 / 
 
 'T^HESIS submitted in partial fulfillment of the require- 
 J- ments for the degree of Master in Business Admin- 
 istration at the Harvard School of Business Adminis- 
 tration. 
 
 ELLTS H. MORROW. 
 May 1. 1921. •'» 
 
 Printed for General Electric Co., Lynn, Mass. 
 Y1637 
 
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 l\s\s%^^ 
 
 O- ""/'^ 
 
 
HP 
 U52 
 
 PREFACE 
 
 Our industrial machinery is facing, as the result of the war, a threat of 
 almost complete paralysis. While this threat is largely due to fundamental 
 economic conditions, America is confronted with a tense situation in the cen- 
 tury old tug-of-war between the Trade Union and Capitalist. The latter, after 
 three years of helplessness in the face of the demands of Organized Labor, 
 supported by a liberal administration, has at last rallied his forces and, with 
 the assistance of a period of depression, is rapidly recovering lost ground. 
 The situation, however, presents nothing more than a reaction to a reaction; 
 and it will be only a matter of time until the pendulum swings once more in 
 the other direction. Manifestly, the present drive for the Open Shop is but 
 additional proof of the fact that present methods of maintaining industrial 
 relations between Employer and Employee fall short of producing permanent 
 good results. 
 
 The "Employee Representation" system is the outgrowth of the exist- 
 ing unsatisfactory situation in the industrial world. It is designed to afford a 
 means of co-partnership between Employee and Employer that will have as 
 its fundamental "mutual dealing" on a basis of fact rather than "collective 
 bargaining" on a basis of "get as much and give as little as possible." Many 
 prominent business men, therefore, consider that the Representation Plan offers 
 the hope of solution of the wasteful impasse that has been reached in the 
 struggle between Capital and Labor. Innumerable plans of various kinds have 
 been established by different companies throughout the United States. The 
 War Labor Board adopted the idea and made the formation of an Employee 
 Representation Plan a part of many of its awards.* The Lynn Plan of Repre- 
 sentation was one of those established by the War Labor' Board. 
 
 The success that has attended the experiment at the Lynn Works of 
 the General Electric Company justifies a careful analysis of the operation and 
 results of the Plan used in that plant. I have endeavored to perform this 
 task, but limitations of time have prevented me from making the investigation 
 as thorough as the importance of the subject would warrant. None the less, 
 I hope to be able to present fully those phases of the Plan that, in view of the 
 early developmental stage of the movement, will be of greatest value. 
 
 I felt that my work would have been incomplete had the point of view 
 of the Management only been obtained. Hence, the conclusions arrived at 
 embody the results of an investigation that has included Employer, Employee 
 and Union Officials. 
 
 In consequence I am indebted to the courtesy of many people, several 
 of whom I did not even know by name, but whose kindness I wish heire to 
 
 *The Shop Committee by William Leavitt Stoddard, Administrator for 
 the National War Labor Board. 
 
PREFACE 
 
 acknowledge. It was inevitable that the burden of the investigation should 
 largely fall upon the executives of the Company and I appreciate the treat- 
 ment received and the great freedom that was allowed me in my 
 work. Mr. R. H. Rice, the General Manager, gave me much of 
 his valuable time, as did also Mr. Cox, Manager of the Federal 
 Street Plant, whose suggestions and explanations were of great 
 help. I have to thank Messrs. Morrison and Gillon and other Representatives 
 for many of the criticisms and suggestions I have been able to make. Mr. 
 Watt devoted time and hospitality in his efforts to help me. For the official 
 viewpoint of the Unions, I am indebted to the Messrs. Connolly and to Mr. 
 Mansfield. Particularly do I wish to express my gratitude to Mr. K. M. 
 Bradley, Manager's Industrial Representative, whose constant help and inter- 
 ested sympathy were a welcome encouragement at times when the task upon 
 which I was engaged seemed peculiarily arduous. 
 
 E. H. MORROW, 
 Queen's University, Canada. 
 
 Note: — Since this thesis was written, a slight revision has been made, 
 so as to bring a few of the technical details up to date. No changes have 
 been made in the body of the text. 
 
 E. H. M., October, 1921. 
 
TABLE OF CONTENTS 
 
 Chapter 1. 
 
 Page 
 
 The Introduction of the Plan 5 
 
 Chapter 2. 
 The Plan 7 
 
 Chapter 3. 
 The Working of the Plan 18 
 
 Chapter 4. 
 
 The Working of the Plan (Continued) 21 
 
 Elections; Representatives; Shop Committees. 
 
 Chapter 5. 
 
 The Working of the Plan (Continued) 27 
 
 General Joint Committee on Adjustment; General Joint 
 Committee on Rules, Procedure and Elections; Industrial 
 Representative. 
 
 Chapter 6. 
 
 Other Joint Committees 32 
 
 On Safety; On the Rehabilitation of Soldiers and Sailors; 
 On Public Meetings Within the Plant; On the Works Paper; 
 On Fuel and Other Economies; On Sports, Athletics and 
 Amusements. 
 
 Chapter 7. 
 The Suffgestion Plan and the Joint Conferences 34 
 
 Chapter 8. 
 Conclusion 37 
 
 3 
 
TABLE OF CONTENTS 
 
 APPENDICES. 
 
 A 
 
 Rules and Procedure Governine Committees and Elections 39 
 
 r 
 
 B 
 
 Chart No. 3, Analysis of Shop Committee Cases by Shops and by 
 Periods 
 
 Chart No. 4, Analysis of Shop Committee Cases by Shops for Periods. 
 Chart No. 5, Analysis of Shop Committee Cases by Periods for Shops. 
 
CHAPTER I. 
 
 THE INTRODUCTION OF THE PLAN. 
 
 The Lynn (Massachusetts) Works of the General Electric Company is 
 one of the largest of a group of several factories operated by the Company in 
 different parts of the United States. At this plant there is manufactured a 
 great variety of electrical apparatus, the making of vifhich gives employment, 
 in normal times, to about thirteen thousand employees, about three thousand 
 of whom! are women. The trades represented in an industrial unit of this 
 magnitude are of course numerous and cover most of the regular trades such 
 as pattern making, moulding, machining, carpentry, etc. There is also a large 
 number of laborers on the payroll. Because of the high skill required in the 
 manufacture of electrical apparatus, the work force at the General Electric 
 Plant has but a small proportion of Southern European immigrants in its make- 
 up. While exact figures were unobtainable, the employment department esti- 
 mated that, of the total number of employees, at least fifty per cent would be 
 of American birth. The other fifty per cent was composed of Irish, English, 
 Scotch and Canadians, with a sprinkling of Swedes, Poles, Italians and Lith- 
 uanians. 
 
 The Plant itself is a large one and comprises a large number of build- 
 ings, aggregating over three million square feet of floor space. The buildings 
 are grouped into two separate plant units, separated from each other by about 
 three quarters of a mile, and known respectively as the River Works Plant and 
 the Federal Street Plant. 
 
 In common with other Plants of its kind, the General Electric Plant at 
 Lynn was engaged in August, 1918, upon war contracts for the United States 
 Government. It was during this month that a strike was precipitated without 
 any warning, a strike so complete that it resulted in an entire walkout and in 
 practically 100% of the workers joining the various craft unions. The sud- 
 denness of the situation can be gauged from the statement made on good 
 authority that seven days prior to the strike not ten per cent of the employees 
 in the Works were members of the unions, and that the large majority did not 
 formally become afiiliated with any craft organization until after the Plant 
 had been "pulled." 
 
 Intense bitterness of feeling developed between the strike leaders and 
 the executives of the Company, and the efforts of the State Board of Concili- 
 ation to effect a reconciliation met with no success. As a result the National 
 War Labor Board, acting for the Federal Government, took control of the 
 situation. After an investigation lasting several months, this Board issued its 
 award, which broadly ordered the establishment of a Shop Committee System 
 
PLAN OF REPRESENTATION 
 
 in the Lynn Works and also Ordered that the Shop Committees formed should 
 revise the wage scale so as to make the wages paid at Lynn comparable to those 
 paid in the main plant of the General Electric Company at Schenectady. 
 
 In the meanwhile the employees had returned to work after an absence 
 of three weeks. Their return was made the condition upon which the War 
 Labor Board consented to take the case under advisement. 
 
 To make the award was one thing; to execute it was another, in view 
 of the intense animosity and distrust that had developed between the con- 
 tending parties. The situation was further complicated by the fact that the 
 strain and worry of the strike had undermined the health of the General 
 Manager, who was forced to resign. 
 
 The new Manager had his mind made up to give the proposed Shop 
 Committee system a fair trial. Moveover, he was well known to the strike 
 leaders, who had previously been directly under his supervision and who had 
 learned to accept his statements at their face value. Thus the first meetings 
 held between the Management and the employee leaders had in them the gerni 
 of confidence, even if. as report has it, cordiality was conspicuously lacking. It 
 was at least something upon which the administrator of the War Labor Board 
 could build. Another helpful feature was the fact that the strike leaders were 
 all workers in the Plant of the General Electric Company. Their primary 
 interest was that of the men within the Company Works and' for that reason 
 tfiey were able to conduct the negotiations with a view to the actual conditions 
 of the locality. The broad political exigencies of a National organization did 
 not enter into the situation. 
 
 Gradually mutual respect was established and the foundation of suc- 
 cess was laid in the cooperation that grew up between the Management and the 
 Employees in a determination to build a plan that would really work. 
 
 Plans of all kinds were examined with care^ and frequent visits were 
 paid to establishments where shop committees were in operation. ^ After long 
 consideration the Lynn Plan of Representation was evolved and submitted to 
 the mass of the workers with the endorsement of the War Labor Board, under 
 whose auspices the first elections were held in December, 1918. The three 
 strike leaders who had helped in formulating the Plan stood for election and 
 were returned to serve on the General Joint Committee on Adjustment. It had 
 been decided to refer the revision of wage schedules to this committee. 
 
 Before proceeding to discuss the constitution, it should be stated that 
 the essence of the new industrial relationship had been firmly established in 
 the deliberations of the preliminary board of negotiation. The Plan drawn up 
 contains no element of bargaining. Every provision was mutually agreed on 
 as being the best that circumstances suggested. The insertion or elimination 
 of provisions designed to give one or other side the advantage was never urged, 
 except in one instance where a provision advantageous to the employees waS 
 inserted on the insistence of the Manager. 
 
 Both employees and employer believed in the Plan they had evolved, 
 and therein lay its best promise of success. 
 
CHAPTER 2. 
 
 THE PLAN 
 
 PLAN OF REPRESENTATION 
 GENERAL ELECTRIC COMPANY. LYNN WORKS. 
 
 This Plan of Representation was prepared during the World War by a 
 committee of three employees, representing all the Employees of the Lynn 
 Works and three representatives of the Management, sitting in joint session. 
 Each paragraph was thoroughly discussed and each unanimously adopted. 
 
 Inaugurated November 26, 1918. Revised by the General Joint Committee on Routine, Procedure 
 and Elections, April 4, 1919, and December 13, 1920. 
 
 GENERAL ELECTRIC COMPANY. LYNN WORKS. 
 
 DIVISIONS INTO SECTIONS AND SHOPS. 
 Sections: 
 
 The Works shall be divided into Sections, each containing, as nearly as 
 may be found practicable, two hundred employees. Location shall be the de- 
 termining factor in this division. 
 
 Shops: 
 
 The Sections shall be grouped into Shops, preferably of three or more 
 Sections, and including a total of not materially more than six hundred em- 
 ployees. 
 
 Re-Districting : 
 
 Not less than thirty days before the second and each subsequent general 
 election, the General Joint Committee on Routine, Procedure and Elections 
 shall review the division of the Works into Sections and Shops, and make such 
 changes as it may deem necessary to carry out the principles laid down in this 
 plan. 
 
 QUALIFICATION OF VOTERS. 
 
 Every Employee in the Lynn Works except Foremen, Assistant Foremen 
 and Leading Hands shall be entitled to vote in any election held in his Section, 
 
PLAN OF REPRESENTATION 
 
 provided he shall have been continuously on the Lynn Works payroll for the 
 period of three months immediately preceding the election. 
 
 ELECTIONS. 
 
 Elections shall be conducted according to a method to be determined by 
 the General Joint Committee on Routine, Procedure and Elections. This com- 
 mittee shall consider and prescribe any necessary change in such method at 
 least sixty days before each general election. 
 
 General Elections shall be held semi-annually, on the second Tuesday 
 in June and December. • 
 
 REPRESENTATIVES. 
 
 Number of Representatives: 
 
 The Employees of each Section shall be entitled to elect by secret ballot 
 from among their number two Employee Representatives. 
 
 Term of Office: 
 
 The term of office of a Representative shall be one year; provided, 
 however, that in the case of the Representatives chosen at the first election, 
 one Representative of each Section shall be retired by lot at the time of the 
 next ensuing election. 
 
 Re-Election: 
 
 Retiring Representatives, and Representatives whose term of office have 
 expired, shall be eligible for re-election. 
 
 Recall: 
 
 Any Representative may be recalled by written request of not less than 
 two-thirds of the Employees qualified to vote in the Section from which he 
 was elected. 
 
 Office Vacated: 
 
 A Representative shall be deemed to have vacated his office 
 
 (a) When he has ceased to be an Employee of the Company; 
 
 (b) When he shall have been transferred to employment outside the 
 Section in which he was elected; 
 
 (c) When he shall have been appointed Foreman, Assistant Foreman 
 or Leading Hand. 
 
 Vacancies : 
 
 Vacancies in the office of Representative occuring from any cause shall 
 be filled, for the unexpired term, by a special election to be conducted forth- 
 with in the Section where the vacancy exists, and in a manner similar to that 
 of the General Elections. 
 
 Incapacity: 
 
 In case a Representative is incapacitated, a temporary Representative, 
 to replace him only during the period of such incapacity, may, be elected on 
 the written request of not less than two-thirds of the Employees qualified to 
 
 8 
 
PLAN OF REPRESENTATION 
 
 vote in the Section in which he holds office. In such case, a special election 
 shall be conducted in this Section and in a manner similar to that of thte 
 General Elections. 
 
 Eligibility: 
 
 In order that an Employee may be considered qualified to hold the 
 office of Representative, the Employee shall 
 
 (a) Have been continuously on the Lynn Works payroll for a period 
 of one year immediately preceding the election; 
 and (b) Be an American citizen; or shall have taken out his first papers, 
 
 and not unnecessarily delayed application for final papers; 
 and (c) Be able to read and write the English language; 
 and (d) Be at least twenty-one years of age, unless he is an apprentice, in 
 
 which case he must be at least eighteen years of age; 
 and (e) Shall not hold the office of Foreman, Assistant Foreman or Lead- 
 ing Hand. 
 
 JOINT SHOP COMMITTEES. 
 
 As soon a^ may be possible after the announcement of the result of 
 the elections of General Joint Committees, the Representatives elected in each 
 Shop shall meet and elect from among their number three members to serve 
 on the Joint Shop Committee for that Shop. 
 
 The result of these elections shall be reported to the Management, the 
 report being signed by all the Representatives taking part in the elections. 
 
 The Management shall appoint three members of each Shop Committee. 
 Such appointees shall have the same requirements for eligibility as Employee 
 members except that they may be Foremen, Assistant Foremen or* Leading 
 Hands, but shall not be selected from among those eligible to vote for Em- 
 ployee Representative. 
 
 A Shop Committeeman who may have vacated his office as Repre- 
 sentative shall have thereby vacated his office as Shop Committeeman. 
 
 GENERAL JOINT COMMITTEES. 
 
 plan: 
 
 The following General Joint Committees are constituted under this 
 
 1. General Joint Committee on Routine, Procedure and Elections: — 
 
 Consisting of three Employee members and three members appoint- 
 ed by the Management. Two of the Employee members shall be 
 Representatives of River Works Sections, and one shall be a Rep- 
 resentative of a Federal Street Section. 
 
 This committee shall have charge of all matters relating to the 
 dates and hours of meetings of all Joint Committees; the regulation 
 of their methods of procedure (but not of the action taken by 
 them) ; of the routine of procedure in matters, requiring adjust- 
 ment, and of all matters relating to elections, including all contro- 
 versies concerning the fairness of an election. 
 
 2. General Joint Committee on Adjustment: — Consisting of four 
 employee members and four members appointed by the Manage- 
 
 9 
 
PLAN OF REPRESENTATION 
 
 ment. Three of the Employee members shall be Employees lo- 
 cated at the River Works, and one shall be an Employee located at 
 the Federal Street Works. Members of this committee may be 
 elected from among the employees at large or from duly elected 
 Representatives of Sections. If the Employee elected is not a 
 Representative, he must, nevertheless, possess all the qualifications 
 for eligibility as a Representative in order to sit on this committee. 
 If an elected Representative be chosen to serve on this committee 
 his office as Representative shall be declared vacant and a new 
 election shall be held in his Section to choose his successor. 
 
 3. General Joint Committee on Rehabilitation of Disabled Soldiers or 
 Sailors: — Consisting of three Employee members and three mem- 
 bers appointed by the Management. Two of the Employee members 
 shall be Representatives of River Works Sections, and one shall be 
 a Representative of a Federal Street Section. 
 
 4. General Joint Committee on Public Meetings Within the Plant: — 
 Consisting of three Employee members and three members appoint- 
 ed by the Management. Two of the Employee members shall be 
 Representatives of River Works Sections and one shall be a Repre- 
 sentative of a Federal Street Section. 
 
 5. General Joint Advisory Committee on Works Paper: — Consisting 
 of three Employee members and three members appointed by the 
 Management. Two of the Employee members shall be Represen- 
 tatives of River Works Sections and one shall be a Representative 
 of a Federal Street Section. 
 
 6. General Joint Committee on Fuel and Other Economies: — Consist- 
 ing of three Employee members and three members appointed by 
 the Management. Two of the Employee members shall be Repre- 
 sentatives of River Works Sections and one shall be a Represen- 
 tative of a Federal Street Section. 
 
 7. General Joint Committee on Safety: — Consisting of five Employee 
 members and five members appointed by the Manageme»t. Three 
 of the Employee members shall be located at the River Works and 
 two at the Federal Street Works. Members of this committee may 
 be elected from among the Employees at large or from duly elected 
 Representatives of Sections. If the Employee elected is not a 
 Representative, he must nevertheless possess all the qualifications 
 for eligibility as a Representative in order to sit on this committee. 
 Should a duly elected Representative be elected to this committee 
 he may continue in office as Representative. 
 
 8. General Joint Committee on Snorts. Athletics and Amusements: — 
 Consisting of five Employee members and five members appointed 
 by the Management. Three of the Employee members shall be 
 located at the River Works and two at the Federal Street Works. 
 Members of this committee may be elected from among the Em- 
 ployees at large or from duly elected Representatives of Sections. 
 If the Employee elected is not a Representative, he must neverthe- 
 
 10 
 
PLAN OP REPRESENTATION 
 
 less possess all the qualifications for eligibility as a Representative 
 in order to sit on this committee. Should a duly elected Represen- 
 tative be elected to this committee, he may continue in office as 
 Representative. 
 
 Three days after a General Election, all the Representatives elected 
 from the River Works shall meet, select a presiding officer and a secretary, 
 and proceed to elect members of the General Joint Committee provided for in 
 this Plan, to represent the River Works. In a similar manner. Representatives 
 elected from the Federal Street Works shall meet and elect members of the 
 General Joint Committees provided for in this Plan, to represent the Federal 
 Street Works. 
 
 The results of these elections shall be reported to the Management, the 
 reports being signed by the presiding officer and secretary. 
 
 Representatives may serve on one General Joint Committee only and no 
 Shop Committeeman shall sit on a General Committee. 
 
 PROCEDURE OF EMPLOYEES IN MATTERS REQUIRING ADJUSTMENT. 
 
 1. Committee on Fair Dealing: 
 
 The Employee Representatives of each Section shall constitute a Com- 
 mittee on Fair Dealing to co-operate with the Management in fostering just 
 and harmonious relations between the Management and Employees in their 
 Section. 
 
 2. Reference to Foreman: 
 
 Any matter which an Employee may consider requires adjustment, shall 
 be taken up with the Leading Hand or Foreman of the work on which the 
 Employee is engaged, before being presented to a Shop Committee. The 
 Employee must be present during the discussion; but, if he so desires, may 
 be accompanied by one or both of the Representatives of his Section. 
 
 3. Reference to Shop Committee: 
 
 If the Employee originating the matter is not satisfied with his fore- 
 man's decision, he may refer the issue to his Shop Committee. In; so doing, 
 the specific cause of his dissatisfaction shall be set forth in written form, 
 signed by him, and delivered to the secretary of his Shop Committee. 
 
 4. Reference to Manufacturing Engineer or Deoartment Head: 
 
 If the Employee originating the matter is not satisfied with the ruling 
 of his Shop Committee, he may, unless the decision was unanimous, have the 
 matter referred to the Manufacturing Engineer or Department Head. In so 
 doing he shall file with the secretary of the Shop Committee a written request 
 to this effect, and this request must be filed not later than ten days after his 
 notification of the findings of that committee. 
 
 5. Reference to General Joint Committee: 
 
 If the Employee originating the matter is not satisfied with the decision 
 of the Manufacturing Engineer or Department Head, or the subsequent de- 
 cision of the Shop Committee, if any there be, he may have the matter referred 
 
 11 
 
PLAN OF REPRESENTATION 
 
 to the General Joint Committee on Adjustment. In so doing he shall file with 
 the secretary of the Shop Committee a written request to this effect and this 
 request must be filed not later than ten days after his notification of the find- 
 ings of the Manufacturing Engineer or Department Head. 
 
 6. Reference to the Manager: 
 
 If the Employee originating the matter is not satisfied with the iJecision 
 of the General Joint Committee on Adjustment, he may, unless the decision 
 of the committee was unanimous, have the matter referred to the Manager. 
 In so doing, he shall file with the secretary of the General Joint Committee on 
 Adjustment a written request to this effect and this request must be filed not 
 later than ten days after his notification of the findings of the committee. 
 
 COMMITTEE DECISIONS. 
 
 A Majority Decision: — Is a decision of a majority of the committee 
 members present and entitled to vote. 
 
 A Unanimous Decision: — Is a decision of all committee members pre- 
 sent and entitled to vote. 
 
 Disagreement: — Results when the recorded opinions of all the com- 
 mittee members present and entitled to vote are equally divided for and 
 against the issue. 
 
 RIGHT OF APPEAL. 
 
 Right of appeal rests exclusively with the Employee originating the 
 inatter. He may appeal as hereinbefore provided for from a majority de- 
 cision, or in case of a disagreement, but may not appeal from a unanimous 
 decision. In case of a unanimous decision, or if he does not appeal, the matter 
 shall be considered terminated. 
 
 PROCEDURE OF COMMITTEES IN MATTERS REQUIRING ADJUSTMENT. 
 
 When a Shop Committee or the General Joint Committee on Adjust- 
 ment arrives at a decision, or a disagreement, the Employee originating the 
 matter shall be notified in writing, by the secretary of that committee, of it^ 
 action, and in case a decision is reached — whether it was a majority or a unani- 
 mous decision. Upon receipt of an appeal by the Employee originating the 
 matter, as hereinbefore provided for, the secretary of a Shop Committee shall 
 forward to the Manufacturing Engineer or Department Head, or the secretary 
 of the General Joint Committee on Adjustment shall forward to the Manager, 
 all papers and recommendations pertaining to the matter for his action. 
 
 These papers with his findings shall be returned by the Manufacturing 
 Engineer or Department Head to the Shop Committee for further consider- 
 ation, and the Shop Committee may at its discretion modify its former ruling. 
 
 A Shop Committee and the General Joint Committee on Adjustment 
 shall endeavor finally to dispose of each matter coming before them, and are 
 at liberty to adopt such means as are necessary, including the calling of ade- 
 quate witnesses by each side, to ascertain the facts and render a fair decision. 
 
 RECORDS OF COMMITTEE MEETINGS. 
 
 Every Joint Committee shall keep accurate records of its proceedings. 
 
 12 
 
PLAN OP REPRESENTATION 
 
 MANAGER'S REPRESENTATIVE. 
 
 The Manager may appoint an Industrial Representative to facilitate 
 close relationship between the Management and the Representatives, and at 
 any stage in the program of procedings the Manager's Representative may be 
 called in to exercise his good offices. He may attend any meeting but he shall 
 have no vote. 
 
 DISCRIMINATION. 
 
 There shall be no discrimination, either on the part of the Employees 
 or the Management, in respect to race, creed, society, fraternity or union. 
 
 ACCOMMODATION. 
 
 The Management shall provide a suitable place for meetings and defray 
 such expenses as are necessarily incidental to the activities herein provided for. 
 
 AMENDMENTS. 
 
 Any course of procedure herein provided for may be amended by unan- 
 imous vote of the General Joint Committee on Routine, Procedure and Elec- 
 tions. 
 
 PROTECTION OF REPRESENTATIVES 
 
 The Management and the Employees expect that each Representative 
 will discharge his duties in an independent manner without fear that his indi- 
 vidual relations with the Management may be affected in the least degree by 
 any actions taken by him in good faith, in his representative capacity. To 
 insure each Representative of his right to such independent action, he may 
 take the question of whether his relations with the Management have been 
 affected, on account of his acts in his representative capacity, direct to the 
 General Joint Committee on Adjustment or to the Manager of the Works. 
 
 The text of the Plan, as here given, is the result of two revisions by the 
 General Joint Committee on Rules, Procedure and Elections. A study of the 
 two texts that preceded the one now in use shows that no important changes 
 have been made since the first draft was issued.* Such changes as have been 
 made are largely in the arrangement of the various sections for the purpose 
 of improving the form of the constitution. 
 
 A few minor alterations have been made as a result of experience. For 
 instance, the original draft, in clause No. 2 of the section entitled "Procedure 
 in Matters Requiring Adjustment," provides that an employee "may in the 
 first instance" refer a problem to his foreman. In the revised copy this pro- 
 vision has been recast so that a matter requiring adjustment shall always be 
 
 *A Copy of the first draft will be found on page 48 of Mr. W. L. Stod- 
 dard's book, "The Shop Committee." 
 
 13 
 
PLAN OF REPRESENTATION 
 
 taken up with a foreman before being sent to a Shop Committee. The change 
 was made because it was found that many of the employees went direct to 
 their committees with problems that could easily have been adjusted with 
 the foreman. It has also been found that in cases requiring adjustment by a 
 committee, the work of the committee is greatly simplified if the facts involved 
 are first clarified by a discussion between the foreman and the representatives. 
 Statistical evidence of the benefit of the change can be found in the fact that 
 the withdrawals of cases presented to the Shop Committees for consideration 
 dropped from twelve in the first period to none in the last period.* 
 
 Since the Plan was originated the following General Joint Committees 
 have been added: 
 
 General Joint Committee on the Rehabilitation of Soldiers and Sailors. 
 
 General Joint Committee on Public Meetings within the Plant. 
 
 General Joint Advisory Committee on Works Paper. 
 
 General Joint Committee on Fuel and Other Economies. 
 
 General Joint Committee on Safety. 
 
 General Joint Committee on Sports, Athletics, and Amusements. 
 
 The award feature, prominent in the early contexts of the Plan, has 
 disappeared, and the new wording is illustrative of the spirit of mutual co- 
 operation that prevails in the application of the system. A slight alteration 
 in the preamble gives concrete point to a subtle change in atmosphere that is 
 noticeable throughout.! 
 
 An examination of several different Plans in use throughout the United 
 States discovered the fact that the Shop Committee system used at Lynn differs 
 from all the others examined J in respect to three fundamentals. They are: 
 
 1. The unit value of each vote cast in committee. 
 
 2. The final character of a decision reached by a committee. 
 
 3. The absence of any arbitration feature. 
 
 While some of the Plans of Representation examined have one or other 
 of these fundamentals in their make-up, only the General Electric Company 
 at Lynn and one other corporation had. all three features included in the one 
 constitution. 
 
 The first two of these fundamentals are largely interdependent and, 
 together, mark the high degree of responsibility that is placed upon the mem- 
 bers of the committees. The scope of the questions upon which each committee 
 is competent to pass is extremely broad; so, while committee deliberations 
 deal with facts and not with policies, decisions attained have far reaching 
 effects due to the finality attached to an unanimous or a majority vote. 
 
 *See Chart No. 3, Appendix B. 
 
 tThe preamble in the original draft reads as follows: "A committee 
 of employees of the Lynn Works and a committee of the Management, meeting 
 under the auspices of the Examiner in charge of the award, have drawn up the 
 following plan of Shop Committees." 
 
 JThe writer examined over twenty different plans of which he had 
 obtained copies. A tabulated analysis of the provisions contained in them 
 was made in order to determine accurately points of difference. 
 
 14 
 
PLAN OP REPRESENTATION 
 
 As a result, the position of committeeman is important, whether from 
 the point of view of employee or executive. It is a position that carries dignity, 
 and which is sought after by those who feel themselves capable of discharging, 
 to the best interests of the organization as a whole, the duties involved. 
 
 Most of the Plans referred to above carry arbitration provisions, but 
 their value is vitiated by the fact that in each case arbitration is optional to 
 the parties concerned. The Lynn Plan makes no mention of arbitration, a 
 fact which appears to be a weakness. In reality the omission of any reference 
 to arbitration is an element of strength. The very life of the Plan depends 
 upon co-operation and has for its soul the spirit of agreement, whether this 
 agreement is attained in committee or depends upon the decision of the 
 Manager. There is no room for a concept that is based on conflict, and which, 
 in the expectation of disagreement, provides beforehand for the interference 
 of a disinterested party. At Lynn disagreement is not contemplated and is, 
 therefore, not provided for. 
 
 It is not intended that the Plan should in any degree lessen the author- 
 ity of the management in matters of policy or of company practice. As before 
 stated, it is the province of a committee to decide upon the facts of a sit- 
 uation, so that the established practices of the company may be applied justly. 
 It was inevitable that, at the first, much confusion should exist on matters of 
 jurisdiction and procedure. In some instances committees passed upon 
 questions that were not within their field. In other cases the committeemen 
 themselves drew distinctive lines between cases, by the formulation of rulings 
 which laid down general principles of government. As a result of the ex- 
 perience gained through the functioning of the Plan, the General Joint 
 Committee on Rules, Procedure and Elections gradually drew up a set of rules 
 for the guidance of the other committees and for the general conduct of the 
 Plan. It is a fact worthy of notice that in no instance was any attempt made 
 by the Management to reverse a decision arrived at by one of the lower 
 committees, although several of the early findings patently transgressed the 
 bounds of committee jurisdiction. The experience was always accepted with 
 good grace and the matter was brought before the Committee on Rules, Pro- 
 cedure and Elections for the formulating of rules designed to eliminate the 
 recurrence of the diflBculty. 
 
 The question of incorporating these rules into the text of the Plan has 
 at times been mooted. It has always been decided, however, that the rules 
 of procedure did not belong in the constitution. They are formulated merely 
 as circumstances dictate and are intended to last only as long as conditions 
 make them applicable. The code of rules is open to constant amendment and 
 change and is not intended to have any rigid permanence. In harmony with 
 this idea, the writer has refrained from including the text of the Rules of 
 Procedure in the body of the thesis. They can be found in appendix A 
 in the form in which they exist at the time of writing. It will be noted that, 
 contrary to usual custom, these rules give no codification of the offences 
 involving the penalty of discharge. The omission is typical of the spirit that 
 governs the Committee in its attitude towards rules. It is argued that, were 
 grounds for discharge defined in the Plan, a separation would result whenever 
 an offense fell within the code. The foreman would not feel free to exercise 
 
 15 
 
PLAN OF REPRESENTATION 
 
 his prerogative of leniency, if mitigating circumstances so advised. Under 
 the present system a foreman is free to discharge a man when warranted in 
 so doing, but he has to defend his action if the man feels that he was treated 
 unjustly. 
 
 While it is the underlying spirit and not the form that is the essence 
 of any system of industrial co-operation, universal interest always attaches 
 to the special procedure for adjusting the problems encountered by individual 
 employees. The machinery for the adjustment of problems in the Lynn 
 Plan provides for three courts of appeal, and for this reason appears un- 
 necessarily complex. In practice, however, the system works easily and to 
 good advantage, as will be shown in the next chapter. Really, the place for 
 settling any point at issue is in the department where the difficulty occurs. 
 It is intended that the foreman and the employees should settle their own 
 differences with the assistance of the representatives, whose duty it is to act 
 as disinterested advisors rather than as counsel for the plaintiff. Only when 
 such a settlement cannot be arrived at does a matter in dispute pass to the Shop 
 Committee for adjudication. It is a significant commentary on the effective- 
 ness of the system that, in the first year of operation, out of 1200 cases 
 handled only 180 reached the Shop Committees. 
 
 Two provisions of the "Procedure in Matters Requiring Adjustment" 
 deserve attention. Sub-section No. 4 provides that in the event of an employee 
 being dissatisfied with the finding of his Shop Committee, the matter may be 
 referred to the Manufacturing Engineer or Department Head for his con- 
 sideration. His finding is returned to the Committee that made the decision 
 appealed from; and, acting on this, the Committee either modifies or reaffims its 
 first decision. The object of this provision is to give the Departmental Heads 
 an opportunity for effecting a settlement before a dispute is appealed to the 
 General Joint Committee on Adjustment and is taken under advisement by 
 the Higher Executives and the Employees who sit with them. The other 
 feature of note is the provision that makes it possible for an employee |to 
 appeal a majority decision adverse to himself, whereas the Management has 
 no appeal from a majority decision however unjust it may consider the finding. 
 This is the advantage previously referred to as having been granted to the 
 employee upon the special request of the Manager. 
 
 Chart No. 1, on the next page, shows in diagramatic form the path fol- 
 lowed by a case in the very rare instances upon which a problem reaches the 
 Manager's office before settlement is achieved. 
 
 16 
 
PLAN OF REPRESENTATION 
 
 17 
 
CHAPTER 3. 
 
 THE WORKING OF THE PLAN. 
 
 The most pertinent question that can be asked about any Plan of 
 Representation is: "Does it work?" When this question is specifically applied 
 to the Lynn Plan, the answer is most emphatically, "Yes!" 
 
 To arrive at this conclusion the writer adopted two different methods 
 of ascertaining the facts. In the first place a series of interviews were ob- 
 tained with people who represented the several different viewpoints; ex- 
 ecutives were asked how the Plan worked from the Company's side; employee 
 Representatives told how it looked from the standpoint of the man who has to 
 deal with the executives upon the committees; finally, many of the workers 
 themselves were approached and their opinions of the Plan asked for. In the 
 opinion of the writer, the statements of greatest value were those expressed 
 by the men who,, in the last analysis, feel the real working of the sy*stem. 
 That these statements should be free and untrammeled expressions of opinion 
 no attempt was made to accost any worker while he was on th^ property of 
 the Company; they were gathered in conversations started on the streets, in 
 the restaurants or in the pool room. In no instance did the writer know the 
 identity of the man with whom he was talking. 
 
 In the second place, an effort was made to find statistical evidence 
 that would either corroborate or refute the views gathered from the personnel 
 of the organization. The Plan has been too short a time in operation for 
 valuable comparative statistics to have been compiled on the elections of 
 the Representatives. An exhaustive analysis of the minutes and proceedings 
 of the various committees, however, does afford statistical proof of the working 
 of the Plan. 
 
 The constant repetition, on all sides, of two phrases was an outstand- 
 ing feature of the investigation. Executive and Employee took particular 
 pains to impress upon the observer the fact that under the operation of the 
 Plan "the square deal" alone holds sway and that "only facts count" in decid- 
 ing as to what is a square deal. It is but natural that individual faults should 
 be many upon both sides and the writer encountered frequent complaints. 
 He found, however, that on the whole, these complaints were specific rathei? 
 than general in their application. While it cannot be doubted that there is still 
 much room for improvement in the working of the Plan, a general atmosphrere 
 of satisfaction with the operation of the system is evident throughout the 
 General Electric organization. 
 
 Turning particularly to the Management's point of view, one finds 
 that there is a universal consensus of opinion amongst the executives to the 
 effect that the Plan has worked to the advantage of the company. It is as- 
 
 18 
 
PLAN OP REPRESENTATION 
 
 , serted by a competent authority that production has increased as a result of 
 the improved industrial relationship. By and large, the executives are 
 satisfied that the members of the various committees adopt a fair attitude 
 in their work and try to base their findings on evidence rather than on senti- 
 ment. While in some instances members of the executive force have failed 
 to realize the broadened scope of their responsibilities in having to prove 
 their case instead, as formerly, of having merely to dictate their desires, the 
 new approach to personnel problems is found to be a vast improvement. The 
 confidence placed in the Plan by the Management is based on experience; 
 for, on more than one occasion, the new spirit of co-operation and fair play 
 has worked to smooth out situations that, under old methods would have 
 resulted in serious trouble. On a basis of fine distinctions there may 
 be ground for saying that a redistribution of certain responsibilities has taken 
 place amongst the executives but the authority of the managing body has 
 been in no whit curtailed. To quote the words of a prominent official of the 
 company : 
 
 "An executive never had the authority to do an injustice" 
 "to an employee. But, whereas under the old system he might" 
 "make a mistake and get away with it, he now has to be sure" 
 "that he is right before he decides. Instances of injustice or" 
 "poor judgment are quickly brought to light and the blame can" 
 "be placed where it properly belongs." 
 
 Amongst other positive benefits that the Company officials claim to have 
 received from the introduction of the plan can be listed: 
 
 A better knowledge of actual conditions in the shops. 
 A better understanding of the point of view of the employees. 
 The help of the employees in solving many of the problems encountered 
 in the operation of the factory. 
 
 Helpful • suggestions offered by some of the Representatives in the 
 solution of many of the major problems to be dealt with. 
 
 A general educational benefit in the handling of personnel questions. 
 Amongst the employees one found less uniformity of opinion than 
 amongst the executives. A large section of the workers still retain membership 
 in the unions, whose official attitude is antagonistic to the Shop Committee 
 system. Hence it is natural that this view should be reflected in the state- 
 ments of ultra strong unionists. With this exception, there was a surprising 
 unanimity of expression amongst the employees. 
 
 Satisfaction with the Plan is general. The assurance of always being 
 able to get a square deal is prominent in the minds of the workers; and' the 
 necessity of having to prove a case on the facts involved is not only realized 
 but appreciated. Above all, the employee values his right to have his case, 
 in the last analysis, reviewed by the General Manager, the justice of whose 
 decisions commands universal confidence. In view of this fact, it is a re- 
 markable tribute to the work of the committees that, during a period of over 
 two years, only three cases have been appealed to the Manager. 
 
 Criticism of various features in the operation of the Plan was plenti- 
 ful. While some of the criticisms undoubtedly have general application, the 
 writer feels that most of them are based upon individual experiences and are 
 intensely personal in their scope. 
 
 19 
 
PLAN OP REPRESENTATION 
 
 The Representatives interviewed were, without exception, enthusiastic . 
 and pointedly critical. They spoke with appreciation of the benefits that the 
 Plan had brought to the employees and of the improved conditions throughout 
 the plant. General confidence in the intention of the Management to give 
 absolute justice was expressed by all, and it was the consensus of opinion 
 that the decisions of the committees were in almost every instance strictly 
 fair and impartial. Some of the executives had told the writer that the em- 
 ployees frequently prepared their cases more thoroughly than did the Manage- 
 ment. This was corroborated by the employee members of the committees, 
 who frankly admitted that on several occasions decisions favorable to the 
 employee had been rendered because the Management had failed to fully 
 present their case. But as one committeeman succinctly put it: 
 
 "What we thought we knew didn't count. There were" 
 "the facts before us and we had to decide on them. If somebody" 
 "neglected to bring us all the evidence, what could we do?" 
 The Representatives were a unit in expressing the opinion that the 
 Plan has resulted in educational advancement for both employee and execu- 
 tive. They stated that they had learnt much about the problems of Manage- 
 ment that they had previously never dreamt of; at the same time they felt 
 that they had taught the Management a great deal in regard to the problems 
 of the worker. They are proud of their position and alive to their responsi- 
 bilities. Well they might be, for the new relationship has given to the worker 
 an opportunity for constructive leadership that has hitherto been denied him 
 outside of his union. 
 
 Criticisms, while pointed, were invariably constructive and showed that 
 the Representatives not only value the Plan for its present advantages, but 
 seek to establish it so firmly as a part of the industrial machinery that ita 
 usefulness can never be called into question. 
 
 The statistical evidence adduced in support of the views expressed above 
 will appear in the next chapter, in which the work of each committee will 
 be discussed separately. 
 
 20 
 
CHAPTER 4. 
 
 THE WORKING OP THE PLAN (Continued) 
 
 The Elections: 
 
 The Representatives are elected by their various sections by secret 
 ballot. The precedure adopted at the elections is now standardized, and is 
 handled by a sub-committee of the General Joint Committee on Rules, Pro- 
 cedure and Elections. 
 
 The method usually adopted is for two Representatives to carry a 
 sealed ballot box through each section. The employees mark their ballots 
 and deposit them in the box, which is handed to specially appointed tellers to 
 count and record the ballots. Nominations for Representatives have to be in 
 writing and require the signatures of ten employees. Elections by stickers 
 are allowed, which means that if a candidate for election has not been put 
 in nomination his election is recognized if suflScient ballots to give him a 
 majority carry his name. 
 
 The rules for posting nominations, election returns, etc., are simple to 
 a degree. 
 
 At the first election, held under the auspices of the War Labor Board, 
 a central voting booth was established. It was found that this method resulted 
 in many of the employees not voting.l as they would not bother to go to the 
 poll to mark their ballots. The new system whereby the ballot box is taken 
 to the voter, overcomes this difficulty and a high percentage of the eligible 
 vote is always polled, generally about 95 per cent. In some cases a voter will 
 refuse to mark his ballot, but these instances are comparatively very few. 
 The Representatives: 
 
 As provided for in the Plan, two Representatives are elected for each 
 section to serve for one year. The term for one-half the number of Repre- 
 sentatives expires in June and for the other half in December of each year. 
 Their duties are: 
 
 To assist the foremen in their relations with the employees. 
 
 To initiate suggestions for the general good of their department. 
 
 To advise and assist their constituents on matters of individual 
 interest. 
 
 To promote co-operation and mutual understanding between the 
 Management and the worker. 
 
 Work of this nature is of an intensely personal kind, and the meed of 
 success that attends it is beyond accurate measurement. The character of 
 the foreman is as great a factor as the personality of the Representative in 
 determining the results of their relationship with one another. In departments 
 where complete harmony does not prevail, one or the other, or both of the 
 parties, may be at fault. 
 
 Statistical evidence of the trend of success would be afforded by a com- 
 
 21 
 
PLAN OF REPRESENTATION 
 
 parison, for different periods, between the number of problems handled in a 
 department and the number sent to the committees for adjustment. Unfort- 
 unately these figures are not available except for the first two periods com- 
 bined. The report of the Industrial Representative shows that from De- 
 cember, 1918, to December, 1919, a total of 1200 cases were handled, of which 
 1020 were settled by the Representatives and foremen. The remaining 180 
 were sent to the Shop Committees for settlement. The report further states 
 that the proportion of cases settled to cases handled during the second period 
 was greater than during the first six months. Subsequent reports, while 
 giving no figures, show that the proportion of settled cases has continued to 
 increase. Only 94 cases reached the Shop Committees during the second year. 
 
 The improvement is due to the fact that both the Representatives and 
 the foremen gained experience with time. With few exceptions, the work of 
 the Representatives is highly commended by the officials of the Company and 
 it is felt that in many instances the settlement of a problem is forestalled by 
 the Representative pointing out to the worker that the facts of the situation 
 do not support his contention. 
 
 Definite conclusions as to the tendencies that govern the employees in 
 their choice of Representatives cannot be made. The Plan is as yet too young 
 for sufficient comparative statistics to have been collected. An analysis 
 covering two periods is, however, given more with a view of showing the type 
 of analysis that can be made than for the purpose of drawing generalizations. 
 
 COMPARATIVE STATISTICS ON EMPLOYEE REPRESENTATION. 
 
 Percentages 
 
 June, 1920 December, 1920 
 
 Total Elected 127 137 
 
 Birth Place Native born 69.8 ~ 59^ 
 
 Foreign bom 40.2 40.1 
 
 Aie 18 to 20 yrs. old H O 
 
 21 to 25 3^s. old 7.9 11.8 
 
 26 to 30 yrs. old 15.7 13.1 
 
 31 to 40 yrs. old 37.8 38.7 
 
 41 to 50 yrs. old 28.3 26.3 
 
 51 to 60 yrs. old 8.7 7.3 
 
 Over 60 yrs. old .8 1.5 
 
 Length of service 1 to 2 yrs. 12.4 16.7 
 
 2 to 5 yrs. 33.1 30.6 
 
 5 to 10 yrs. 25.9 24.1 
 
 10 to 15 yrs. 18.9 17.5 
 
 15 to 20 yrs. 6.3 8.0 
 
 Over 20 yrs. 5.5 3.6 
 
 Nationality American 30.7 27.0 
 
 Irish 23.6 25.5 
 
 English 18.1 17.8 
 
 Scotch 7.1 9.6 
 
 Canadian 14.2 13.6 
 
 Swedish 3.2 3.6 
 
 22 
 
PLAN OF REPRESENTATION 
 
 The Shop Committees: 
 
 In its original form the Plan provided for twenty Shop Committees. 
 It was afterwards found advisable to combine some of the smaller units, so 
 Numbers, 2, 12, 13 and 16 were eliminated, leaving a total of sixteen in opera- 
 tion. The three employee members of each committee are elected by the 
 Representatives from amongst their own number every six months and three 
 members are appointed by the Management to sit with them. Meetings are held 
 weekly if there are problems to be considered, otherwise they are held 
 bi-weekly for the purpose of discussing questions of general interest and of 
 making recommendations thereon to the Management.* 
 
 The Shop Committee has power to consider all problems submitted to 
 it from the shop for settlement and is free to request the presence of any 
 employee or executive to attend for the purpose of giving evidence. De- 
 cisions are based upon the evidence that is submitted and a majority vote 
 usually settles the case. No appeal lies from a decision reached unanimously. 
 
 When reading through the records of the cases one is struck by the 
 thoroughness with which every problem is thrashed out. It is a criticism 
 made in some quarters that the employee representatives are afraid to express 
 their true views at these meetings. The dockets of the cases refute this 
 criticism and lend color to the statement ' that the deliberations of the com- 
 mitees are at times extremely acrimonious. The statistics of the decisions 
 arrived at give further support to this view. 
 
 The findings of a committee may be either final or advisory according 
 to the nature of the problem being considered. In cases where an injustice 
 is alleged the decision is final and may order that the proper steps be taken 
 to rectify a proven wrong. As an instance of this one might cite the case of 
 a lay-off where the employee was able to show that he had been discriminated 
 against. His reinstatement was ordered together with compensation for time 
 lost. In the case of a discharge, however, the finding of a committee is 
 limited as to whether or not the employee is guilty of the offense charged. If 
 found not guilty the discharge becomes a matter of injustice or of discrimi- 
 nation and can be ordered rectified. If the charge is sustained, but it js 
 decided that mitigating circumstances rendered the penalty of discharge too 
 severe, a vote may be passed advisory in character and recommending some 
 other form of punishment for the offense committed. The variety of different 
 circumstances that arise make it almost impossible to draw a distinction 
 between what is within the jurisdiction of a committee and what is within 
 the prerogative of the Management. To attempt to define the limits of a 
 committee's jurisdiction would impair the elasticity of its functions and 
 doubtful cases are wisely left for the General Joint Committee on Routine, 
 Procedure and Elections to pass on according to their merits. So far, the 
 finding of a committee has never been questioned by the Management and as 
 experience is teaching the committeemen the scope of their powers, it is un- 
 likely that the higher conmiittee's powers of revision will often be called on. 
 Hitherto the greatest confusion has existed on matters relating to wages and 
 
 *The scope of these discussions is outlined in section 25 of the Rules 
 and Procedure in appendix A. 
 
 23 
 
PLAN OF REPRESENTATION 
 
 committees have been prone to go beyond their powers of deciding only on 
 issues of discrimination. On a few occasions there has been a tendency to 
 usurp the functions of the General Joint Committee on Adjustment, which 
 alone has the power to pass on questions involving basic rates and grouping. 
 Analysis shows, however, that these mistakes are becoming fewer and it is 
 probable that time and experience will entirely eliminate them. 
 
 Any classification of the shop committee activities gives them a rigid 
 appearance that does not belong, and only a perusal of the various records 
 themselves can imbue one with a proper impression of their scope and variety. 
 But it is possible to get an idea of the working of the plan from the foUovring 
 facts and figures.* 
 
 Total caSes handled during two years 274 
 
 They were divided according to periods as follows: 
 
 Handled during the first six months 124 
 
 Handled during the second six months 56 
 
 Handled during the third six months 59 
 
 Handled during the fourth six months 35 
 
 Out of these cases, 201 were voted upon, the votes resulting in 169 
 unanimous decisions, 17 majority decisions and 15 tie votes. Reference to 
 Chart No. Ill in Appendix B will show that the tendency in the later periods 
 was for the proportion of unanimous votes to increase. There is a marked 
 falling oflf of the number of majority and tie votes. The last period is par- 
 ticularly remarkable in that no tie votes occurred. This, taken in conjunction 
 with the fact that during the same period the unanimous decisions in favor 
 of the employee outnumbered, for the first time, those in favor of the Manage- 
 ment tends to illustrate the fact that the Representatives were exercising 
 greater discretion in bringing cases up before the- Shop Committee for ad- 
 judication. A contemporary lessening in the number of cases withdrawn by 
 complainants, after they had been presented for consideration, helps to 
 emphasize the correctness of this deduction. 
 
 During the two years, seventy-two unanimous findings were given in 
 favor of the employees and eighty-six in favor of the Management; -j-four 
 majority decisions were rendered to the workers as against thirteen for the 
 Management, thus making a total of seventy-six pro-employee findings and 
 ninety-nine pro-management. Twenty-one cases were withdrawn by the com- 
 plainants after being submitted to the committees. As it is presumable that 
 they were not withdrawn unless the employee had felt that he had already 
 received justice at the hands of the foreman one may infer that the. twenty-one 
 withdrawals represent cases where the employee was satisfied with the first 
 decisions, and expected no reversal of the findings by the committees. Out of 
 seventeen majority votes in favor of the Management only four were appealed 
 by the employees affected, which leaves the impression that the decisions 
 
 *For those that are interested in a finer analysis of the Committee 
 activities the charts compiled by the writer in making his classification and in 
 arriving at his conclusions will be found in appendix B; Charts No. Ill, IV 
 and V are those dealing specifically with Shop Committee cases. 
 
 tThe 169 unanimous decisions are made up as follows: 72 pro- 
 employee; 86 pro-management; 7 compromises; 4 unclassified. 
 
 24 
 
PLAN OP REPEESKNTATION 
 
 arrived at on the other nine were considered satisfactory. Furthermore, 
 because a unanimous decision went against an employee is no criterion that 
 he "was dissatisfied with the result. It is the opinion of the writer that the 
 fact of having his Representatives participate in the adjudication of his 
 problems gives the worker a confidence in the justice of a decision that largely 
 mitigates the disappointment due to an adverse result. 
 
 Further points of interest brought out by Chart No. 3 are contained 
 in the nature of the rulings made from time to time by the committees. The 
 confusion on matters of jurisdiction existing at the first is shown by the 
 number and variety of the rulings made during the first period. A comparison 
 between the third and eighth column brings out the uncertainty that existed, 
 and in part still exists, in regard to the question of group rates. Of general 
 interest are the. rulings that lay down the following principles: 
 
 An employee shall not expect to be paid for spoiled work. 
 
 A fair day's work shall be given for a fair day's wage. 
 
 While these rulings are in the nature of dicta laid down by a com- 
 mittee for its own guidance, it is probable that they will crystalize into prece- 
 dent, later, perhaps, to go toward building up a body of labor law which, 
 through time and practice, may follow an evolution similar to that of the Law 
 Merchant. 
 
 Charts No. 4 and No. 5 show an analysis of Shop Committee proceed- 
 ings by shops for periods and for periods by shops. They will have specific 
 interest only for those intimately connected with the Lynn Plan, but have 
 been included in appendix B for two reasons. In the first place, they show 
 in their "tout ensemble" the extent to which the Plan permeates the life of 
 the factory; they also bring out the fact that the progress noted in Chalrt 
 No. 3 as applying to the organization as a whole also applies to most of the 
 shops throughout the different periods. In the second place the charts illus- 
 trate a suggestion as to how a classification and tabulation of copimittee 
 activities may be made for the purpose of securing useful information. It 
 is not recommended, however, that as complete an analysis as that shown here 
 be made in everyday practice; a broader classification would sufiice for all 
 ordinary purposes. 
 
 It will also be noted from these charts that the cases handled cover 
 a wide range of subjects, viz., discipline, discharge, shop conditions, transfers, 
 layoffs, classifications of workers, wages and a variety of different issues classed 
 as personal complaints or miscellaneous. 
 
 An analysis of election returns shows that re-elections have been 
 fairly frequent amongst committeemen, which leads to the conclusion that 
 the services of the committeemen are being appreciated and that, on the 
 whole, the best men, from the employee's point of view, are finding their way 
 to the committees. An examination of the records of the Representatives 
 resulted in the following figures : 
 
 Forty have been elected as committeemen twice. 
 
 Three have been elected as committeemen three times. 
 
 One has been elected as committeeman four times. 
 
 Five have been elected as committeemen five times. 
 
PLAN OF REPRESENTATION 
 
 To summarize the deductions that can be made from the statistical 
 evidence submitted we find that: 
 
 1. There has been a decrease in the number of cases submitted, show- 
 ing that the Representatives are becoming more efficient in settling cases 
 with the foremen. 
 
 2. There has been an increase in the proportion of unanimous 
 decisions, and a marked decrease in the number of tie votes,, which illustrates 
 the fact that the committees are doing their work in a spirit of impartial co- 
 operation. 
 
 3. The few appeals give evidence that the employees appear to be 
 satisfied with the findings. 
 
 4. The working of the Plan extends more or less evenly throughout 
 the entire organization. 
 
 5. The general progress noted is symptomatic of the trend of events 
 in the various shops. 
 
 6. Committeemen are re-elected with sufficient frequency to show 
 that there is general satisfaction with their work. 
 
 It is thus seen that the conclusions arrived at on the basis of a 
 statistical analysis corroborate the view expressed in the last chapter. 
 
 26 
 
CHAPTER 5. 
 
 THE WORKING OP THE PLAN (Continued) 
 
 The General Joint Committee on Adjustment: 
 
 The General Joint Committee on Adjustment is the most important 
 body within the scope of the Plan, and is evidently so considered by the 
 employees and by the Management. It is composed of eight members, four 
 of whom represent the Management and four the Employees. 
 
 The latter are elected every six months by the body of Representatives 
 from amongst the workers at large. Strictly speaking, they are not Repre- 
 sentatives, but are men chosen by the workers to assist the Management in 
 arriving at decisions of joint interest. They are not subject to the recall 
 before the expiration of their terms of office; and, if Representatives at the 
 time of election, they automatically vacate that position and change their 
 status. The distinction is subtle, but is important, for it emphasizes the 
 essence of the idea upon which the Lynn Plan of Representation is based; 
 namely, that the co-operation intended is one of mutual deliberation and not 
 of collective bargaining. The decisions oi the committee are so far reaching 
 and have so great a bearing upon the success of the Plan that they must be 
 based only on the facts of a situation, and must not be colored by the 
 popular sentiments of those not familiar with the facts. Hence the members 
 represent neither the opinions of the employees nor the view of the stock- 
 holders; they consider every question on its merits and reach conclusions 
 that are based on the actual conditions, insofar as they are ascertainable. 
 Therefore, it is the tendency of the Representatives to choose the ablest 
 men to sit on the Adjustment Committee; with the result that the changes 
 in its personnel, since the introduction of the Plan, have been few. 
 
 The importance attached by the Management to the work of this 
 committee can be gauged from the fact that only the higher executives are 
 appointed. The Assistant to the General Manager, the Production Manager, 
 the Manufacturing Engineer and the Manager of the Laboratory and Statis- 
 tical Department sit with the employee members. 
 
 The activities of the committee can broadly be classified so as to cover 
 three general types of subjects, which are: 
 
 1. Basic piece rate schedules and grouping of workers according 
 to skill. 
 
 2. General conditions in the shops. 
 
 3. Hearing of individual problems on appeal from the Shop Com- 
 mittees. ;' ; i \' \\\0i<!^ 
 
 Between December 13, 1918, and January 18, 1921, inclusive, 140 
 meetings were held; wage problems were discussed at 106 of these meetings, 
 
 27 
 
PLAN OF REPRESENTATION 
 
 and cases on appeal at 47. The number of meetings were distributed according 
 to periods as follows: 
 
 December, 1918, to June, 1919 72 meetings 
 
 June, 1919, to December, 1919 24 
 
 December, 1919, to June, 1920 23 
 
 June, 1920, to December, 1920 19 
 
 December, 1920, to January 18, 1921 2 
 
 The preponderance of meetings during the first period is due to the 
 fact that the task of revising wage schedules, after the strike, was assigned to 
 the Adjustment Committee. Wage matters, therefore, occupied almost the 
 entire attention of the members for several months, and, while not so con- 
 spicuous during the later periods, they always are responsible for a great 
 share of the discussions. 
 
 Basic rates and general conditions are matters that do not permit of 
 disagreement between the members of the committee. They are alwiays 
 thrashed out to a unanimous conclusion. The decisions arrived at, though 
 final in their character, are invariably referred to the Manager for his 
 approval. y 
 
 Appeals on individual problems, on the other hand, leave scope for 
 disagreement as to the comparative value of the evidence submitted. Chart 
 No. 2 shows an analysis of the twenty-five cases appealed from the Shop 
 Committees. It will be noted that, after the first period, majority decisions 
 were eliminated and that all the findings were unanimous, except in three 
 cases, upon which there was an entire disagreement and an appeal to the 
 Manager. All three cases involved questions of discharge. 
 
 That only twenty-five cases, of which three were withdrawn, should 
 have been referred to the Adjustment Committee, out of 274 handled by the 
 Shop' Committees, is a striking evidence of the effectiveness of the Plan in 
 settling problems at issue between an employee and the Company, further 
 
 CHART NO. 2. 
 Analysis o{ Joint Committee on Adjustment Cases. 
 
 Periods. 
 
 
 
 s 
 
 
 O 
 0) ■ 
 
 g 
 
 s 
 
 1 
 
 1 
 o 
 
 "S 
 
 B 
 
 "OD 
 
 en 
 
 s 
 
 o 
 
 
 o 
 
 
 1 
 a 
 
 a 
 
 •g 
 n 
 
 a 
 
 "a 
 en 
 
 
 s 
 
 CO 
 
 a 
 a 
 
 
 d 
 
 d 
 
 
 •tj 
 5 
 
 •a 
 
 
 H 
 
 Q 
 
 o 
 
 ^ 
 
 S 
 
 § 
 
 lU 
 
 Oh 
 
 6 
 1 
 
 2 
 
 U 
 
 Dec, 1918, to June, 1919 
 
 3 
 
 2 
 
 
 4 
 
 
 2 
 
 5 
 
 4 
 
 2 
 
 
 June, 1919, to Dec, 1919 ... 
 
 5 
 
 
 
 2 
 
 
 5 
 
 1 
 
 2 
 
 1 
 
 3 
 
 1 
 
 
 Dec, 1919, to June, 1920 
 
 
 1 
 
 2 
 
 1 
 
 2 
 
 4 
 
 
 
 3 
 
 
 • ■ 
 
 2 
 
 June, 1920, to Dec. 3920 
 
 
 2 
 
 
 
 1 
 
 2 
 
 
 
 2 
 
 • • 
 
 ■ • 
 
 1 
 
 Total 
 
 8 
 
 5 
 
 2 
 
 7 
 
 3 
 
 13 
 
 6 
 
 6 
 
 8 
 
 4 
 
 3 
 
 3 
 
 28 
 
PLAN OF REPRESENTATION 
 
 emphasized by the fact that only three of twenty-five reached the Manager's 
 office before a settlement could be effected. There was a steady reduction, 
 throughout the periods, in the cases appealed, as follows: 
 
 1st period 9 cases 
 
 2d period 7 cases 
 
 3d period 6 cases 
 
 4th period 3 cases 
 
 The discussions frequently develop a warmth of argument that is 
 surprising, and the statements of those who participate in these battles are 
 fully corroborated by a perusal of the dockets. The employee members are 
 by no means backward in urging their views and interpretation of facts. 
 The unanimity of the conclusions reached is due to the thoroughness of the 
 debate and to the fact that the Management does all in its power to place 
 accurate information at the disposal of the committee. As one employee 
 ex-member of the committee expressed it to the writer: '"It is always a case 
 of cards down, face up. Nothing is hidden, and we all know what the other 
 fellow knows." 
 
 The bulk of the work of investigation carried on by the committee is 
 done by sub-committees of two members, usually one employee and one 
 executive. The report of the sub-committees constitute the basis for many of 
 the decisions. The confidence and good feeling that prevails amongst the 
 members is illustrated by the fact that frequently an Employee member of a 
 sub-committee vrill move the adoption of a report adverse to the workers and 
 vice versa. The following extract from one of the records is further illus- 
 trative of the reliability that the one side places in the fairness of the other: 
 
 "Docket No. was a request for an increase in basic" 
 
 "rates for groups of buildings . After considerable" 
 
 "discussion, the papers were turned over to the employee mem-" 
 "bers of the committee, in order that they might make a more" 
 "detailed investigation of the conditions." 
 
 The general rulings laid down by the Adjustment Committee are im- 
 portant, as they will undoubtedly tend to form precedents for guidance in 
 future cases, both in the Adjustment Committee itself and in the Shop Com- 
 mittees. Only a few such rulings have so far been made, but they are 
 deemed of sufficient interest to be quoted in their entirety: 
 
 "Employees must accept the decision of a foreman pend-" 
 "ing a decision in their cases. 
 
 "In any case, aside from the testimony presented, when" 
 "such action is found to be of benefit to the department, a de-" 
 "cision may be given based on what seems for the best interest" 
 "of the IVEanagement and the Employees." 
 
 "Differences of skill required to operate different machines" 
 "justify different rates." 
 
 "AH requests for a change in rates, based on the prevail-" 
 "ing district rates, are the function of the Management, and" 
 "should only be discussed in this committee when it is so re-" 
 "quested by the Manager." 
 
 "This committee does not consider that it is its function to" 
 "lay down any procedure as to the method employed in making" 
 "time studies, as this is the function of the Management." 
 
 29 
 
PLAN OF REPRESENTATION 
 
 "If prices as set are not found to be just, after trial, re-" 
 "course can be had to the Shop Committee." 
 
 "The committee has no jurisdiction to rule for or against" 
 "a man's claim for continuity of service, as this matter is cov-" 
 "ered by rules made by the Company in connection with various" 
 "privileges that come under continuity of service." 
 
 "If a case is brought to the committee involving con-" 
 "tinuity of service on the claim that injustice has been done, we" 
 "consider it proper for the committee to consider the evidence" 
 "brought lorward to suport the claim of injustice and to pass the" 
 "case to the Manager tor his consideration." ' 
 
 The General Joint Committee on Rules, Procedure and Elections: 
 
 The General Joint Committee on Rules, Procedure and Elections is the 
 governing body of the Plan, for with it lies the responsibility of revising and 
 amending the constitution and of formulating the rules that control the de- 
 liberations of the other committees. While this committee has the power to 
 revise the work done by the Adjustment and Shop Committees, it is limited 
 in this power to matters of jurisdiction and procedure. It is not a court of 
 appeal in any sense and has no right to review evidence or to overrule, th;e 
 findings made by the subordinate bodies. It may, however, order a case to 
 be retried if rules of procedure have been violated; it has also been known 
 to make a change in "venue", for the trial of a problem, where circumstances 
 niade it inadvisable to bring the case before the regular Shop Committee. 
 Moreover, the committee would be within its rights in setting aside a decision 
 reached by another committee, on a matter that was "Ultra Vires." So far 
 this right has never been exercised. Reference to the Appendix A will give 
 the reader a comprehensive idea of the field covered by the activities of the 
 Committee on Rules, Procedure and Elections. 
 
 Three Representatives, elected every six months by the body of 
 Representatives, sit with the General Manager, the Manager of the Federal 
 Street Plant and the General Superintendent. 
 
 The nature of the subjects handled gives ample room for difference 
 of opinion on questions that affect the policies and established practices of 
 the Company. An examination of the minutes shows that sometimes there 
 are as many points of view on a particular matter as there are members on 
 the committee. In spite of this there is little, if any, element of "bargaining" 
 in the decisions arrived at. Everything is threshed out until all are agreed 
 as to the best course to be adopted, and,- insofar as is possible, accumulated 
 facts rather than logic are made the basis for conclusions. An analysis of 
 the records shows that 48 meetings were held up to January 10, 1921; and 
 that, while at first there were a few majority votes recorded, since early in 
 1920 practically every decision was secured by unanimous accord. The em- 
 ployee members appear to be quite active, and frequently initiate measures 
 and suggestions. 
 
 The Industrial Representative: 
 
 The work of an Industrial Relations system of this kind must be more 
 or less departmentalized under an executive who will keep the necessary 
 records and correlate the activities of the various bodies. At Lynn this has 
 
 sa 
 
PLAN OP REPRESENTATION 
 
 been provided for by the appointment of an executive who is called the 
 Manager's Industrial Representative. His functions are important and his ad- 
 vice and guidance is being continually sought by committeemen and 
 Representatives. Much of the success of the Plan depends upon the confi- 
 dence that this official can instill in the minds of the workers. It is a position 
 that calls for a knowledge of human nature, sound judgment, tact and wide 
 sympathies. 
 
 31 
 
CHAPTER 6. 
 
 OTHER JOINT COMMITTEES. 
 
 Since the introduction of the Plan the Committee on Rules. Procedure 
 and Elections has added six morej to the number of General Joint Committees. 
 
 The employee members are in each case elected by the Representatives 
 from among themselves and sit with Department Heads and General Foremen 
 appointed by the Management. The matters handled by these committees are 
 not of a controversial character and the burden of the committee work con- 
 sists in securing co-operation between the employees and the Management. 
 
 The General Joint Committee on Safety: 
 
 This committee is composed of five Representatives and five executives 
 with a permanent secretary whose entire time is occupied with matters coming 
 under the jurisdiction of the committee. As the name will indicate, the duties 
 of this body is to provide ways and means of reducing the number of acci- 
 dents in the factory and to apportion the blame when accidents do occur. 
 
 It is an extremely active committee and, through the secretary, is con- 
 tinually doing all within its power to educate the employees and shop exec- 
 utives to the idea of '"safety first." The thoroughness of the manner in 
 which the work is done and the results attained deserve special investigation 
 in themselves, but are without the scope of this thesis. Of interest to the 
 working of the Plan, however, is the fact that the General Joint Committee 
 on Safety acts as a court of appeal in place of the Adjustment Committee on 
 cases involving safety measures. The procedure is peculiar. The General 
 Joint Committee appoints sub-committees in each department to assist in its 
 work. The sub-committees have joint representation and their size depends 
 upon the size of the department. When an operative vdshes some step to be 
 taken that he thinks will make his work safer he refers his case to the sub- 
 committee who passes upon it and, if it approves, makes the necessary re- 
 ommendations. If the sub-committee disapproves of the employee's stand, 
 he can appeal his case to his Shop Committee and if he fails of satisfaction 
 there, can again appeal to the General Joint Committee on Safety. A final 
 appeal, of course, lays to the Manager, but has so far never been takeil 
 advantage of. 
 
 The personnel of the General Joint Committee is materially changed 
 every six months in order that as many as possible may get into touch with 
 matters affecting the safety of the workers and thereby become enthusiastic 
 workers for safety propaganda. All ex-members retain their affiliation with 
 the Committee. 
 
 32 
 
PLAN OF REPRESENTATION 
 
 The General Joint Committee on the Rehahllitation of Soldiers and Sailors: 
 
 This committee is composed of six members and its duty is to look 
 after the interests and well-being of the men who served their country during 
 the war. 
 
 The General Joint Committee on Public Meetings Within the Plant: 
 
 There are six members on this committee which came into existence 
 during the war for the purpose of organizing the plant in the interests of the 
 Red Cross and for the purpose of aiding the Liberty Loan drives. 
 
 The General Joint Advisory Committee on Works Paper: 
 
 This committee which also consists of six members acts in an advisory 
 capacity to the editors of the Lynn Works News, a factory publication of 
 extraordinary excellence. 
 
 The General Joint Committee on Fuel and other Economies: 
 
 The General Joint Committee on Sports, Athletics, and Amusements: 
 
 Both of the above committees are of comparatively recent formation 
 and, therefore, have not yet started to function properly. They are composed 
 of six and ten members respectively. 
 
 33 
 
CHAPTER 7. 
 
 THE SUGGESTION PLAN AND THE JOINT CONFERENCES. 
 
 A description of the Lynn Plan of Representation would not be com- 
 plete without reference to two phases of the Company's activities that 
 are closely allied with the Plan. They are the Suggestion Box system and the 
 Joint Conferences. 
 
 The Suggestion Plan: 
 
 The suggestion plan is the outcome of a proposal made during the 
 early days by two employee members of the Adjustment Committee. Under 
 the arrangements for carrying out this proposal, boxes are posted throughout 
 the factory and any employee who feels that he can make a suggestion likely 
 to improve conditions, to expedite production or to be of any benefit to the 
 organization, writes down his ideas and places them in the boxes for col- 
 lection. When experts have passed upon the merit of a suggestion, their 
 findings are sent to the Shop Committee for advice, after which they 
 are returned to a Suggestion Committee, composed of officials of the Com- 
 pany, and an award commensurate with the value of the suggestion is made. 
 
 While the monetary award cannot compare with the satisfaction that 
 an employee feels at seeing his suggestion acted upon, the worker feels that 
 he is getting fair consideration when his Representatives help in passing upon 
 the merit of an idea. 
 
 The Joint Conferences: 
 
 At the start, the men chosen to act upon the committees were, with 
 the exception of a few of the higher oflScials, unfamiliar with committee work 
 and procedure; nor were they practiced in subordinating their opinions and 
 beliefs to an impartial weighing of fact. It was realized, moreover, that con- 
 structive effort on the part of the Company would be needed to break down 
 the mutual feeling of distrust inherited by employee and executive from pre- 
 plan days. 
 
 In order to meet the problem and, if possible, to solve it, joint confer- 
 ences, conducted under expert guidance, were resorted to. The arrangements 
 provided that two shop committees should meet together for a "round-the-table" 
 discussion every working day except Saturday, over a period of three weeks, 
 — a total series of fifteen meetings of about one hour each. The results were 
 so worth while that the principle was extended to the General Joint Com- 
 mittees, including the Committee upon which the General Manager and his 
 immediate assistants had their seats. Everyone attended the conferences. 
 
 The methods by which the expert in charge of all conferences ap- 
 proached his problem of starting the ball to roll are a perfect example of 
 
 34 
 
PLAN OP REPRESENTATION 
 
 inductive teaching. The result was a complete change of attitude on the part 
 of the men, not only towards one another but also towards the problems they 
 were asked to solve. To adequately describe these methods is diflBcult and 
 the task can be best accomplished by giving concrete examples. 
 
 On one occasion the first step taken was to place before each man a 
 synopsis of two reports rendered by a federal commission and to ask the 
 men to read these reports carefully and to comment upon them. The com- 
 mission in question had been composed of five Democrats and five Republcans. 
 The former rendered a report enthusiastically supporting a . democratic ad- 
 ministration, while the five Republicans as emphatically condemned the same 
 administration. Both reports were based on the same evidence and data. 
 
 The employees and executives sat silently around the table, each 
 reading his synopsis of the reports, while an atmosphere of mutual suspicion 
 and distrust prevailed. At length, the feeling of one employee overcame 
 him and he vigorously expressed his opinion of so absurd a lack of co-ordina- 
 tion. The ice was broken, and a flood of contumely was poured upon the 
 heads of a group of politicians who could not reach a common conclusion with 
 identical data to go on. Employee and executive agreed on the facts presented 
 to them. 
 
 At the next meeting the following facts culled from the columns of 
 a newspaper were laid on the table for examination and comment: 
 
 "On a dark night a young man was driving his automobile" 
 "at an excessive speed along a country road. Suddenly some-" 
 "one with a lantern stepped out from behind some bushes and" 
 "ordered the driver to stop. In reply, the man in the car in-" 
 "creased his speed with a view to escaping, whereupon his rear" 
 "tire was blown off by a charge of buck shot directed by an indi-" 
 "vidual who turned out to be a village selectman acting in the" 
 "capacity of constable." 
 
 After the men around the table had digested the facts placed before 
 them they began to react somewhat as follows: 
 
 "How did he know the fellow was speeding; he can't prove it!" 
 "What's the odds? That guy in the car should have stopped." 
 "You don't have to stop because very fool with a lantern tells" 
 
 "you to!" 
 "What if he was speeding? The selectman had no right to shoot" 
 
 "him up. No policeman can do that." 
 "Etc." 
 "Well, we ain't getting anywhere, all talking at once ; what" 
 
 "have we got to decide on?" 
 "Was the fellow speeding?" 
 "Did he have to stop?" 
 
 "Did the police guy have any right to shoot him up?" 
 "Let's take up one point at a time and decide on that." 
 
 Each point was discussed and was definitely settled so that finally a 
 unanimous conclusion on the merits of the case was reached. When informed 
 that the conclusion so reached coincided with that of the Judge who tried the 
 case, there was an immediate slump in the stock of the American judiciary. 
 The general opinion was neatly summarized by one man, in the expression: — 
 
 "Why — ^there ain't anything to that; just knowing what's what 
 "and using a bit of horse-sense." 
 
 36 
 
PLAN OF REPRESENTATION 
 
 In this way the work was carried on so that the Representatives and 
 the foremen learned of themselves how to analyze the problems and how to 
 organize the facts so as to reach definite conclusions. As confidence increased 
 the men, themselves, brought up old problems of the shop which were 
 dealt with fairly and impartially. Finally one man and another would suggest 
 current shop problems for discussion; with the result that many of them were 
 solved, while conditions were brought to the attention of the Management 
 that had never before been thought to exist. By the time the last conference 
 was over the porker and the executive had learned to understand and to 
 appreciate each other and a foundation for the harmonious solution of shop 
 difficulties had been well laid. 
 
 After the shop committees had held their series of conferences, the 
 system was extended to include all the Representatives and foremen. 
 
 The conferences are considered to be a decided success by the Man- 
 agement, they are also highly valued by the Representatives. Apart from the 
 appreciation expressed to the writer in conversation, he has seen letters and 
 other testimonials written by the employees in which they refer to the con- 
 ferences in laudatory terms. At the request of some of the representatives, 
 a new series of conferences is now being arranged for the purpose of con- 
 sidering in greater detail the methods of taking and weighing evidence. 
 
 The Joint Conferences are not technically a part of the Plan, but to 
 the writer they seem an almost indispensable part of a successful Shop 
 Committee System. Employee Representation bespeaks co-operation and one 
 of the first fundamentals of co-operation is the knowledge of what it means 
 and how it can be practiced. Some form of informal joint discussion will help 
 to impart this knowledge if the discussions are under competent and sym- 
 pathetic guidance. 
 
 36 
 
CHAPTER 8. 
 
 CONCLUSION 
 
 The operation of a Shop Committee System must inevitably entail 
 many instances of individual fault. The writer frequently was told of oc- 
 casions when executives refused to show co-operation, or failed to live up 
 to their new responsibilities; when Representatives, with exaggerated ideas, 
 tried to usurp powers that were not theirs to exercise; when committeemen, 
 subject to hostile influences, deliberately ignored facts in an effort to play 
 politics, or purposefully broke a unanimous vote against an employee so that 
 the employee would be left with the right to appeal to the Manager. All 
 these instances, however, are but the growing pains of a new experiment in 
 Industrial Relations; and they are steadily decreasing in number as the spirit 
 of the Plan strengthens its grip on the General Electric organization. Con- 
 sequently, the writer has neglected them as of slight importance in compari- 
 son to the broad fundamentals upon which the Plan is built; and he has at- 
 tempted only to give the reader a conception of what the Plan is, of how it 
 works and of how it has succeeded. The purpose of this chapter is to sum- 
 marize the conclusions to be drawn from the facts contained in the preceding 
 pages. 
 
 What, then, is the Lynn Plan of Representation? It is simply an in- 
 dustrial relationship suflRciently elastic to suit the psychology of the people 
 concerned and adaptable to whatever conditions may arise. It is a square 
 deal to all under all circumstances. 
 
 How does the Plan work? References to the constitution and to the 
 discussion in earlier pages shows that the Lynn Plan is based upon certain 
 definite principles, and one is safe to conclude that any plan that includes 
 these fundamentals will work as well, be the form and details what they may. 
 The principles are: — 
 
 1. The Plan is the outcome of cpmbined effort on the part of the 
 
 Management and the Employees. 
 
 2. The "square deal" spirit is behind both the Management and the 
 
 Employees. 
 
 3. An elastic mechanism is set up embodying the following funda- 
 
 mentals : 
 
 (a) There is no discrimination as to creed or political afSliation. 
 
 (b) There is adequate representation according to numbers. 
 
 (c) Elections are by secret ballot. 
 
 (d) Committees have equal membership from the Employees and 
 
 the Management. 
 
 37 
 
PLAN OF REPRESENTATION 
 
 (e) There is every facility for the appeal of unsatisfactory ad- 
 
 justments. 
 
 (f) The committees are small. 
 
 4. The Management's authority in matters of company policy and 
 
 practice is in no way lessened. 
 
 5. Committee votes are cast individually. 
 
 6. JVIajority decisions are recognized. 
 
 7. Committees, within their jurisdiction, have the power to give 
 
 final decisions. 
 
 8. Committee jurisdiction is well defined. 
 
 9. The controlling body is a joint committee (General Joint Committee 
 
 on Routine, Procedure and Election). 
 
 10. The Management assumes the responsibility for training com- 
 
 mitteemen. 
 
 11. No arbitration features provide a means for settling disagreements. 
 
 Agreement must be reached if harmonious relations are to be 
 maintained. 
 
 12. All decisions are based on facts and not on beliefs or sentiments. 
 Has the Plan succeeded? As support for an affirmative reply to this 
 
 question the statements made by Executives, Representatives and Employees 
 can be pointed to. The statistics collected also lead to the conclusion that 
 the Plan has been a success so far; they at least show that a mass of every- 
 day problems are being settled with a minimum of friction. Finally one can 
 say that the Plan has effected the following good results 
 
 1. It has provided easy channels of intercommunication between the 
 worker and the Management. 
 
 2. It has trained the worker along economic lines. 
 
 3. It has trained the Representative and the Executive to base their 
 judgments on fact. 
 
 4. It has acquainted the Management with the actual conditions in 
 the Plant. 
 
 6. It has educated the Management to the point of view of the workei'". 
 
 6. It has educated the worker to the point of view of the Management. 
 
 7. It has given the Employee Representative responsibility, with its 
 opportunity for constructive leadership. 
 
 8. It has satisfied those who use it. 
 
 9. It has increased production. 
 
 In conclusion it were well to again emphasize the fact that the 
 essence of the Lynn Plan of Representation lies in the spirit that opei'ates 
 it. In its form, the Plan is adapted to the general conditions of the General 
 Electric Works, and will not act as a panacea for the ills of other companies 
 that would adopt it. Prom the standpoint of one who wishes to place his 
 industrial relations on a similar footing, the principle upon which the Plan 
 is based are the all important features. Establish these and the mechanism 
 for their application will grow of itself; it calls for little thought and less 
 worry. If the employer cannot devise a Plan suited to his needs, some of 
 his employees will be able to come to his rescue. 
 
 38 
 
PLAN OP REPRESENTATION 
 
 APPENDIX A 
 
 PLAN OP REPRESENTATION 
 
 General Electric Co., Lynn Works 
 
 RULES AND PROCEDURE 
 
 Adopted and Corrected to June 11, 1921, by the General Joint Committee 
 on Routine, Procedure and Elections 
 
 39 
 
PLAN OF REPRESENTATION 
 
 RULES AND PROCEDURE 
 
 Time of Meetings. 
 Rule 1 
 
 All meetings of shop committees shall be held at the close of th^ 
 working day, unless otherwise authorized by the General Joint Committee 
 on Routine, Procedure and Elections. 
 
 Postponed Meeting. 
 Rule 2 
 
 A shop committee meeting, due to be held on a holiday, shall be held 
 at the close of the working day (except Saturday) next following. This is 
 not considered a special meeting and does not require authorization by the 
 General Joint Committee on Routine, Procedure and Elections. 
 
 Interval Between Meetings. 
 Rule 3 
 
 Shop committee meetings shall be held weekly, as scheduled. 
 
 Day and Place of Shop Committee Meetings. 
 
 Rule 4 
 
 A definite meeting place and day (of the week) shall be established 
 by each shop committee, subject to approval of the General Joint Committee 
 on Routine, Procedure and Elections, and this place and day shall not be 
 changed except with the approval of the Routine, Procedure and Elections 
 Committee, by one Employee member and one Management member. 
 
 Special Meetings. 
 Rule 5 
 
 Special meetings of the shop committees may be called at the request 
 in wWting, of one member, made to two members of the Genelral Joint 
 Committee on Routine, Procedure and Elections, an Employee member and 
 a Management member, who shall decide on the request as speedily as 
 possible. Such request shall give the reason why the matter may not well 
 wait foe the regular meeting. 
 
 Chairman. 
 
 Rule 6 
 
 The members of each shop committee shall serve as Chairman in alpha- 
 betical rotation, a different Chairman for each meeting. The Chairman 
 may participate in the discussion and may vote as a member of the committee. 
 
 40 
 
PLAN OF REPRESENTATION 
 
 Secretary. 
 Rule 7 
 
 Each shop committee shall choose a Secretary, whose term of office 
 shall be at the discretion of that committee, and he shall keep recordlp as* 
 herein established. The Secretary shall serve as Chairman in his regular 
 turn, and for that meeting he may. if he deems it advisable, appoint another 
 member of the committee Secretary pro tern. 
 
 Stenographer. 
 Rule 8 
 
 A stenographer shall be provided in any joint committee at the request 
 of any member of such committee to its Secretary. 
 
 Chart of Reference. 
 Rule 9 
 
 A chart of reference or routine shall be posted in each section of 
 the Works, when approved by the General Joint Committee on Routine, 
 Procedure and Elections. Such charts shall give the names of the Shop 
 Committeemen and Department Heads or Manufacturing Engineers who will 
 act upon cases arising in that section. , 
 
 Jurisdiction — Protest Against Transfer. 
 Rule 10 
 
 The case of an Employee protesting transfer shall be tried by the shop 
 committee covering the department from which Employee was transferred, 
 providing no delay exceeding one month has occurred in filing protest. 
 
 Records of Meetings. 
 Rule 11 
 
 The Secretary of each shop committee shall keep the minutes of each 
 meeting, including a record of action on each case coming before that com- 
 mittee. Each member of the committee shall be entitled to a copy of such 
 papers and two copies shall be filed, one in the Manager's office, at the 
 iliver Works, and one in the Manager's office, at Federal Street. These 
 files shall be open to the inspection of any Employee. 
 
 Secretaries' Record Books. 
 Rule 12 
 
 Record books shall be furnished the Secretary of each shop committee 
 for the original records, in ink, of all transactions of such committee. 
 
 Docketing, Reporting and Posting Cases. 
 Rule 13 
 
 All cases submitted to a shop committee shall be docketed by the 
 Secretary in the order received, and they shall be tried in this order as far 
 as practicable. The report of every decision shall bear this docket number 
 and the number and date of the shop committee meeting at which it -^aa 
 heard. It shall also include: 
 
 41 
 
PLAN OF EEPRESENTATION 
 
 1. A statement of the issue. 
 
 2. Findings as to facts. 
 
 3. Decision. 
 
 4. Reasons for making the decision. 
 
 This report shall be immediately referred to the General Joint Com- 
 mittee on Routine, Procedure and Elections, to determine that it complies 
 with the plans and rules of procedure, and when approved a copy shall be 
 filed with the Secretary, one with the Manufacturing Engineer, or Depart- 
 ment Head, one each in the Manager's oiflce, at the River Works and 
 Federal Street, one copy sent to the Employee bringing the issue, and 
 one posted ini department affected, unless such is ruled against by the Gen- 
 eral Joint Committee on Routine, Procedure and Elections. 
 
 The General Joint Committee on Routine, Procedure and Elections 
 will proceed to consider each decision of a shop committee within one 
 wrorking day of the receipt of such decision by its Secretary. 
 
 Recording Votes. 
 Rule 14 
 
 Immediately after a vote is taken, the Secretary of a shop com- 
 mittee shall write a memorandum of such vote as it will appear in the 
 minutes, and there shall be no further proceedings until such memorandum 
 shall have been agreed to by committee members present and entitled to vote. 
 Similar proceedings shall be undertaken with essential statements of witnesses. 
 
 Member Absent. 
 Rule 15 
 
 If one member of the committee is absent, thereby causing unequal 
 representation, there shall be no proceedings by the committee in connection 
 with a docketed case until equal representation has been established by the 
 retirement of one member from the room. This member shall be selected 
 by lot. In case the member selected is the Secretary, he may, by unanimous 
 vote of the other members of the committee, remain in the room for the pur- 
 pose of making records of the meeting, but he shall have no voice or vote in 
 the proceedings. He may not question witnesses. If any case before the 
 committee on this occasion is continued to further meeting, or meetings, 
 these absent members may not be in the room while the case is being tried. 
 
 Member Involved. 
 Rule 16 
 
 In case one member of a shop committee is directly involved in the 
 issue, he may remain in the room and take part in the discussion, but shall 
 not vote on that case. Equal representation shall be restored by depriving 
 another member, to be chosen by lot, of his vote, but he also may remain in 
 the room and take part in the discussion. The term "directly involved" is 
 considered to include an Executive who may have heard the case and an 
 Employee committeeman, who, acting in his capacity as section Represen- 
 tative, may have taken part in the case before it was submitted to the shop 
 committee. 
 
 42 
 
PLAN OP REPRESENTATION 
 
 Quorum. 
 Rule 17 
 
 No meeting of a shop committee may be held unless two elected 
 and two appointed members are present. 
 
 Attendance at Hearings. 
 Rule 18 
 
 The Secretary of a shop committee shall notify the plaintiff, de- 
 fendant, Employee's Representative and such witnesses as may be desig- 
 nated for a given case, of the time and place of a meeting at which avidkt 
 case is to be heard. 
 
 If such witnesses fail to attend the meetings, the shop committee 
 shall postpone the case, after hearing witnesses present, if the party calling 
 the absent witness or any member of the shop committee considers this 
 testimony essential to establishing the justice of his cause, but such post- 
 ponement shall not extend beyond the next meeting for this reason, without 
 the approval of a Management and an Employee member of the General 
 Joint Committee on Routine, Procedure and Elections. 
 
 Witnesses — Heard Singly. 
 Rule 19 
 
 Witnesses must be heard singly, with no other witnesses present, and, 
 after giving his testimony, no witness and no shop committeeman shall 
 be allowed to mingle with witnesses still to testify. In case group plaintiffs 
 are to appear as witnesses. Rules 22 and 23 will apply. 
 
 Minority Report. 
 Rule 20 
 
 In case of a majority vote in a shop committee, the member or 
 members dissenting may submit a minority report and such report shall be 
 considered a part of the report of the committee. 
 
 Disagreement — Notifying Employees. 
 Rule 21 
 
 When the shop committee comes to a disagreement on a case before 
 it, the Secretary of that committee shall immediately notify in writing the 
 employee originating the matter. 
 
 ' , Plaintiff and Defendant. 
 
 Rule 22 
 
 During trial of a case, defendant, plaintiff and Employee's Represen- 
 tative are entitled to be present, but must ask questions through the chair. 
 In case of an appeal by an employee from the decision of a foreman, th^ 
 Employee is the plaintiff in the case, and the Representative of the Man- 
 agement from whom he receives th decision complained of is the defend- 
 ant, and these, with the Representative who handles the employee's case, 
 are the parties covered by this rule. The right of the plaintiff and defend- 
 ant to remain in the room during hearing should not be interfered with by 
 any interpretation of Rule 19. 
 
 43 
 
PLAN OF REPRESENTATION 
 
 Individual and Group Trials. 
 Rule 23 
 
 When there is more than one plaintiff in case of transfer, lay-off 
 or discharge the cases must be tried separately. 
 
 In a case presented to a joint committee, signed by a group, but 
 requiring separate consideration of each individual's case, only the individ- 
 ual whose case is being heard shall be considered the plaintiff under this 
 rule. If the case may properly be considered as a group, then all signers 
 of the complaint may be considered as plaintiffs, but anyone of these d(e)- 
 siring to' testify may not remain in the room until he has given his testi-j 
 mony. 
 
 Questions Asked Through Chair. 
 Rule 24 
 
 All questions to witness must be put through the chair, and no 
 altercation will be permitted in any shop committee meeting. 
 
 Schedule and Routine for Shop Committees. 
 Rule' 25 
 
 'When no case is before the shop committee, or after cases are disri 
 posed of, meeting should be continued and suggestions for improvements 
 should be brought up and discussed in accordance with the following sched- 
 ule: 
 
 The regular form for minutes should be used, but such minutes 
 should be headed "Factory Conditions" to distinguish them from minutes 
 dealing with cases. 
 
 Subjects on the schedule should be taken up in order at each meet- 
 ing, so far as the time allows, and those subjects not taken up at one 
 meeting should be considered "unfinished business" for the next meeting. 
 
 As each subject is brought up, any proposal which after discussion 
 is considered to have merit should be recorded in the minutes and it 
 should be stated definitely with whom the responsibility lies for the next 
 ni,ov|e'. 
 
 Sub-committees of one or more may be appointed by the shop com- 
 mittee to investigate and report on a suggestion to the whole committee. 
 
 Schedule of Subjects for Shop Committee Meetings. 
 
 1. Completion of unfinished business on the docket of previo'u/s 
 meeting. 
 
 2. Output. 
 
 3. Quality. 
 
 4. 'Waste labor and scrap. 
 
 5. Equipment — machine tools, small tools. 
 
 6. Safety. 
 
 7. Sanitation, 
 
 8. 'Working conditions. 
 
 9. Expense. 
 
 10, Discipline. 
 
 11. Suggestions for improvements not coming under items 2 to 10. 
 
 44 
 
PLAN OF REPRESENTATION 
 
 Night Representatives. 
 Rule 26 
 
 Night Representatives should take up questions in their re3pective 
 sections with night foreman in charge of work in that section, and should 
 have the same powers to settle any problems as at present rests in the hands 
 of the day force. Further, night Representatives shall have the privilege of 
 calling on day Representatives of their respective sections for such assist- 
 ance in furnishing data as may be required, and in the event that night 
 problem cannot be settled, it shall be referred to regular process prescribed 
 in the printed Plan of Representation. 
 
 Appeal — Not a Stay -to Transfer, Lay-Off or Discharge. 
 Rule 27 
 
 An appeal to a shop committee does not act as a stay to the transfer, 
 lay-off or discharge of an Employee from a department. 
 
 Finding — Contrary to Established Company Practice. 
 Rule 28 
 
 A finding of any shop committee which is not consistent with the 
 established practices of the Company shall be interpreted only as a recom- 
 mendation to the Management, and is not binding unless approved by tibe 
 Management. In case of doubt, the General Joint Committee on Routine. 
 Procedure and Elections shall define the established practice on that issue. 
 
 Loss of Employee's Personal Belongings 
 Rule 29 
 
 Loss of Employee's personal belongings while on the property of the 
 Company is not a subject for investigation by a shop committee. 
 
 Status of Instructors. 
 Rule 30 
 
 Instructors are not considered representatives of the Management as 
 far as eligibility to vote or hold office under the Plan of Representation is 
 concerned. 
 
 Routine in Submitting Case to Shop Committee. 
 Rule 31 
 
 No case shall be considered by a shop committee unless the issue has 
 been clearly stated in writing, the statement signed by the party to tflie 
 question at issue and delivered to Secretary of shop committee at least 24 
 hours before meeting. 
 
 Case to Be in Writing. 
 Rule 32 
 
 A Representative may, if he thinks advisable, require an Employee to 
 put his cause of dissatisfaction in writing before he takes any action on it. 
 
 46 
 
PLAN OF REPRESENTATION 
 
 Shortage of Work. 
 Rule 33 
 
 When there is not sufficient work in any department to keep the 
 entire force for the full working week, it is a function of the Management 
 to determine whether the hours or the force should be reduced or whether 
 the work should be rotated. 
 
 In case of reduction in force, Employees have the right to appeal to 
 shop committee against transfer, lay-off or discharge, in accordance with R. 
 H. Rice's Notice of July 8, 1919. 
 
 Day Workers' Rate. 
 Rule 34 
 
 A day worker's rate within his group is a function of the Manage- 
 ment. The right of an employee to discuss his rate with his foreman, and 
 to be assisted by his Representative in the presentation of his case, is affirmed. 
 A day worker claiming that his rate is unjust may refer the matter to hi^ 
 shop committee. In such case, however, he is obliged to show that the judg- 
 ment of the foreman was influenced by other considerations than the Em- 
 ployee's value to the Company, and the shop committee shall in no case estab- 
 lish the Employee's rate. 
 
 Piece Workers' Basic Rate. 
 Rule 35 
 
 Piece workers' basic rates and the question of regrouping and the 
 addition of new or abolition of existing groups shall be referred directly 
 to the General Joint Committee on Adjustment, which committee shall con- 
 sider the matter and make its own recommendations to the Manager. This 
 reference to the General Joint Committee on Adjustment should include, 
 wherever possible, a recommendation of the Representative and of the fore- 
 man of the work. 
 
 ELECTIONS. 
 
 Filing Nominations. 
 
 Rule 36 
 
 Nomination papers for the office of Representative may be filed with 
 the General Joint Committee on Routine, Procedure and Elections in con- 
 nection with the election in any section. Such papers must be signed by not 
 less than ten voters in the section in which the candidate is located. 
 
 Tellers. 
 Rule 37 
 
 The appointment of tellers for an election and the method of count- 
 ing ballots shall be left to the sub-committee on elections appointed by the 
 General Joint Committee on Routine, Procedure and Elections. 
 
 Method of Balloting. 
 Rule 38 
 
 The election shall be by secret ballot, the box being carried through 
 
 46 
 
PLAN OP REPRESENTATION 
 
 the section by two tellers, one, at least, a voter under the Plan. These tellers 
 will be provided by the Pay Office with a list of Employees entitled to vote 
 in that section, and no others will be allowed to deposit ballots. An Em- 
 ployee claiming the right to vote, but whose name does not appear on this 
 list, may seal his ballot and the tellers will accept it subject to investigation. 
 Counting the ballots and announcing the result will be done by the election 
 committee. 
 
 / Postjins Voting Lists. 
 
 Rule 39 
 
 Two working days before the election a list of voters shall be posted 
 in each section. 
 
 Use of Stickers. 
 Rule 40 
 
 The election of Representatives or General Committeemen by stick- 
 ers is declared legal. 
 
 Publishing Election Returns. 
 Rule 41 
 
 When publishing election returns the election committee will give 
 the total number of votes cast and the number of votes in favor of the 
 successful candidate. A defeated candidate shall, upon request to any mem- 
 ber of the election committee, be given the record of the vote cast for him, 
 but not the standing of any other candidate. 
 
 Recount. 
 
 Rule 42 
 
 Ballots and tally sheets of each election shall be destroyed two weeks 
 after such election. All contests must be filed with the General Jotet 
 Committee on Routine. Procedure and Elections within two weeks after the 
 date of the election affected thereby. 
 
 Voting — Location. 
 
 Rule 43 
 
 Employees entitled to vote shall cast their ballots in the sections in 
 which they are enrolled on the day of the election. 
 
 Special Elections. 
 
 Rule 44 
 
 Special elections shall be conducted under guidance of the General 
 Joint Committee on Routine, Procedure and Elections in a manner similar 
 to the general elections. 
 
 One Shop Committeeman from a Section. 
 Rule 45 
 
 Not more than one shop committeeman may be elected from a single 
 section of a shop. 
 
 47 
 
PLAN OF REPRESENTATION 
 
 Election of Joint Committees, 
 
 Rule 46 
 
 Three days after each general election the Representatives shall meet 
 and elect a presiding officer and Secretary by voice vote. There shall be 
 chosen by nomination, from the floor, two Representatives to act with a 
 Representative of the General Joint Committee on Routine, Procedure and 
 Elections, as tellers of election for this occasion only. These tellers will 
 first receive, in a suitable ballot box, ballots for nomination for the General 
 Joint Committee on Routine, Procedure and Elections, and the successful 
 contestants to the number of twice the offices to be filled shall be declared 
 nominated. The tellers will immediately proceed to conduct an election 
 for members of this committee, also by secret ballot, and declare the result 
 of the election. In the same manner they shall then conduct the nomina- 
 tion and election of members of the General Joint Committee on Adjust- 
 ment. The Representatives present shall then divide into groups according 
 to their respective shops and proceed to elect their shop committees. After 
 this, members of all other general committees shall be nominated and 
 elected, the nomination and election to be by secret ballot, but to conserve 
 time, all of these committees will be acted upon at the same dime. Any 
 Representative elected to any of the above-mentioned committees shall not 
 be eligible to membershij on these committees. 
 
 48 
 
CHART NO. in 
 ANALYS/S OF SHOP CQMMJTTEE CASES BY 5 H O PS AND BY PER/OOS 
 
 
 SHOP 
 
 NUMBER 
 
 Ok 
 
 SUBJECT OF THE CASE 
 
 VOTE ON DECISION 
 
 DISPOSITION OF CASE BY COMM/TTEE 
 
 0/5. BY EMPLOYEE. 
 
 A/A TORE OF DEC IS /Of/ OR RUL l/YG MA DE 
 
 
 
 
 
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 3 
 
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 7 
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 1 
 
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 6 
 
 7 
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 16 
 
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 9 
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 3 
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 3 
 
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 14 
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 13 
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 15 
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 7 
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 4 
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 3 
 
 6 
 
 7 
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 2 
 
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 17 
 IS 
 IS 
 ZO 
 
 43 
 
 30 
 
 Z 
 
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 6 
 
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 8 
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 13 
 
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 6 
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 26 
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 2 
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 2 
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 9 
 
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 TOTALS 
 
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 s 
 
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 13 
 
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 17 
 
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 42 
 
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 TOTAL VOTES 
 
 TA HEN 201 
 
 
 
 
 
 PERIODS 
 
 114 
 ■S6 
 59 
 35 
 
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 2 
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 7 
 2 
 6 
 5 
 
 10 
 2 
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 3 
 
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 13 
 
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 41 
 18 
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 7 
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 4 
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 3 
 1 
 6 
 
 /9 
 12 
 
 7 
 
 4 
 
 / 
 / 
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 3 
 
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 7 
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 7 
 
 / 
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 3 
 
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 5 
 
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 3 
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 2 
 
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 36 
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 9 
 
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 8 
 
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 DEC. 1916 TO JUNE 1919 
 JUNB.I9I9TO DEC. 1919 
 DEC. 1919 TO JUNE 19 ZO 
 JUNEI9Z0T0 DEC. 19 ZO 
 
 TOTAL POP TWO Y£Af?S 
 
 274 
 
 S 
 
 ZO 
 
 18 
 
 29 
 
 32 
 
 13 
 
 6 
 
 96 
 
 26 
 
 )Z 
 
 /8 
 
 169 
 
 /7 
 
 IS 
 
 72 
 
 4 
 
 86 
 
 /3 
 
 lO 
 
 4Z 
 
 7 
 
 27 
 
 /■4 
 
 9 
 
 4 
 
 4 
 
 lO 
 
 2 
 
 IS 
 
 / 
 
 2 
 
 6 
 
 81 
 
 7 
 
 66 
 
 2 
 
 ZO 
 
 y 
 
 2 
 
 A 
 
 3 
 
CHART N'aiJV 
 
 
 
 
 
 
 
 
 
 
 ANALYSIS OF SHOP COMMITTEE 
 
 Cf ES BY SHOPS FOR 
 
 PE 
 
 RIC 
 
 Wi 
 
 ) 
 
 
 
 
 
 
 
 
 
 
 
 
 PERIODS 
 
 SHOP 
 
 NUMBER 
 
 
 SUBJECT OF THE CASE 
 
 VOTE ON DEC7S707V 
 
 DISPOSITION OF CASE _ COMMITTEE 
 
 O/S.BY EMPIOYEE 
 
 NATURE OF DECISION OR RUL 1 NQ MADE 
 
 
 
 
 v. 
 
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 6 
 
 
 7 
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 3 
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 7 
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 1 
 
 3 
 
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 JUNE 191970 DEC.I9I9 
 
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CHAR I NO. V. 
 ANALV5/S OF SHOP COMMITTEE CASES BY PER/ODS FOR SHOPS 
 
 5 HOP 
 NUMBER 
 
 PERIODS 
 
 6, 
 
 SUBJECT 0/= TH£ CASE 
 
 lOTE on DECISION 
 
 ZV5W5/ 77W 0/^c:43/f B y COM Ml TTEE 
 
 0IS.8Y EMPLOYEE 
 
 A/ AT U RE OF DECISION. OR RULING MADE 
 
 
 
 
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 JUNE 1919 -DEC. 1919 
 DEC.I9I9-JUU£ I9Z0 
 JOfJE I9Z0-OEC. /920 
 
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 TOTALS I9I8-I9ZO 
 
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 TOTALS 
 
 43 
 
 
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 26 
 
 2 
 
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 7 
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 1 
 
 3 
 
 
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 6 
 2 
 5- 
 
 
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 3 
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 3 
 
 
 
 3 
 
 
 
 
 2 
 
 
 2 
 3 
 
 
 
 
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 3 
 
 / 
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 2 
 
 
 
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 TOTALS 
 
 30 
 
 
 Z 
 
 
 S 
 
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 6 
 
 
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 3 
 
 4 
 
 
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 2 
 
 6 
 
 
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 2 
 
 7 
 
 
 
 3 
 
 
 
 
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 19 
 
 FIRS T 
 SECOND " 
 THIRD II 
 FOURTH II 
 
 O 
 
 1 
 1 
 
 
 
 
 1 
 
 
 
 
 
 1 
 
 
 
 
 / 
 1 
 
 
 
 
 
 1 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
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 TOTALS - 
 
 2 
 
 
 
 1 
 
 
 
 
 
 1 
 
 
 
 
 Z 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
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 20 
 
 FIRS T " 
 SECOND " 
 THIRD " 
 FOURTH " 
 
 1 
 
 O 
 
 
 1 
 
 
 
 
 
 1 
 
 
 
 1 
 
 
 
 
 1 
 1 
 
 
 
 
 
 1 
 
 1 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
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 / 
 
 
 
 
 
 
 
 TOTALS 1 2 
 
 
 
 
 
 / 
 
 
 
 1 
 
 
 
 
 z 
 
 
 
 
 
 1 
 
 
 
 / 
 
 
 
 1 
 
 
 
 
 
 
 
 
 1 
 
 
 / 
 
 
 
 
 
 
 

 DATE DUE 
 
 
 
 
 
 
 FEB 9 
 
 1997 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 GAYLORD 
 
 
 
 PRINTED IHU.S.A. 
 

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