Abstract
The previous chapter indicated that a key factor in the recent spread of the closed shop was a reduction in managerial hostility towards the practice. How far has management experience of its operation justified this reappraisal? Here we examine the available evidence.
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Notes and References
B. Weekes et al., Industrial Relations and the Limits of the Law, Blackwell, Oxford, 1975.
See, for example, W. Brown, Piecework Bargaining, Heinemann, London, 1973
D. Miller and W. Form, Industrial Sociology, Harper & Row, New York, 1964
S. B. Mathewson, Restruction of Output among Unorganised Workers, Viking Press, New York, 1931
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© 1984 Stephen Dunn and John Gennard
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Dunn, S., Gennard, J. (1984). The Operation of the Post-entry Closed Shop: Impact on Management and Industrial Relations. In: The Closed Shop in British Industry. Palgrave, London. https://doi.org/10.1007/978-1-349-17532-1_6
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DOI: https://doi.org/10.1007/978-1-349-17532-1_6
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-26203-0
Online ISBN: 978-1-349-17532-1
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