lating at one time, in its fight with the shop crafts and the clerks, a pamphlet bearing the title, "An Employee's View of How the Plan of Employee Representation Actually Works." The author is one H. E. Core, General Chairman, Brotherhood of Locomotive Firemen and Enginemen. The introductory blurb runs:
"Mr. Core is recognized as the spokesman of the Engine and Train Service Employees of the Pennsylvania Railroad. He describes the amicable settlement of disputes by the methods in effect on this railroad as an 'amazing record'. The address from which these extracts are reprinted was recently delivered before the New York Railroad Club." Mr. Core certainly delivers the goods for the company. He says:
"It is not an Atterbury plan. It is not an employee representation plan. It is a Pennsylvania plan; it is a cooperative plan."
He goes further and tells us something about the origin of the plan, which corresponds with the story as given in the other plan-boosting pamphlets or the P. R. R.:
"This plan was formulated at a meeting between the general chairman of the four transportation organizations and the several general managers of the system, at the initiative of Vice-President (he has since become President—R. W. D.) Atterbury in December, 1920, becoming effective January 1, 1921."
Other Big Four officials have helped Atterbury sell his plan to the workers and to the public. Several of them have appeared on the same platform with company agents extolling the virtues of "industrial representation."
The future of the Pennsylvania Plan cannot be foretold, but it can at least be predicted that the present leaders of the four service brotherhoods now chiefly concerned with insurance, labor banking, investments and business stability, will do nothing to wipe out this plan which has greatly weak-
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