ABSTRACT
Having explored some of the pressures and expectations which led to the managerial decision to consider the introduction of a profit-sharing scheme in the Company, the central issue now is to analyse why this particular scheme, with, as will be shown, its very unusual constitutive elements, was introduced at this particular time. In other words, to attempt to establish more clearly the relationship between the managerial objectives for the scheme and how they became reflected in its structure and details. In addition to the explanatory qualities of the details of the scheme itself, one can extract further evidence of this relationship from the actual statements made by management to employees about the scheme: for example, their explanations as to why the scheme was to operate in certain ways and the assumptions underlying this. Moreover, the labour response to such managerial definitions is also of considerable significance in that it offers insight into the labour attitudes towards the scheme, their aspirations and worries, which were to influence not only the likely success of managerial policy, but also the way that the mechanics of the scheme and managerial expectations were to be subsequently made susceptible to gradual reformulation as a response to these pressures.
