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To analyse two important effects of the level of social concern in the firm. First, the effect on the labour force composition, i.e. do particular types of concerns attract certain kinds of employees? Second, the effect on the wage level within the firm, i.e. do firm‐provided social concerns substitute for money wages, or are they provided as an additional compensation?

Empirical analysis using a survey on more than 2,000 firms, linked to administrative data for each employee in the firms. Estimates wage equations using the IV approach to deal with endogeneity of the level of social concerns. Two competing theories aiming to explain the use of social concerns toward employees, the compensating wage differential theory and corporate social responsibility, are compared.

Finds indications in favour of the compensating wage differential theory when looking at wage effects at the firm level, whereas looking at the target group level finds that white‐collar workers might experience higher levels of social concerns without having lower wages, which contrast the theory of compensating wage differentials.

The paper compare two well‐established theories within two different disciplines – the compensating wage differential theory from economics, and CSR from management. This is done using solid empirical analysis.

This paper is the first to present empirical evidence consistent with models of signaling through unemployment and to uncover a new stylized fact using the 1988–2006 Displaced Worker Supplement (DWS) of the Current Population Survey (CPS), namely that, among white-collar workers, post-displacement earnings fall less rapidly with unemployment spells for layoffs than for plant closings. Because high-productivity workers are more likely to be recalled than low-productivity ones, they may choose to signal their productivity though unemployment, in which case the duration of unemployment may be positively related to post-displacement wages. Identification is done using workers whose plant closed as they cannot be recalled, and no incentives to signal arise.

The purpose of this paper is to compare the importance currently placed on meaningful work (MFW), and determine the frequency by which it is experienced in blue-, pink-, and white-collar occupations.

Using the comprehensive meaningful work scale (Lips-Wiersma and Wright, 2012) with 1,683 workers across two studies, ANOVAs were conducted to examine differences in dimensions of MFW.

While unity with others and developing the inner self were regarded as equally important for white-, blue-, and pink-collar workers, the authors data suggest that white-collar workers placed more importance on expressing full potential and serving others than blue-collar workers. The frequency of experiencing MFW differed across the three groups with white-collar workers experiencing higher levels of unity with others, expressing full potential, and serving others; however no mean differences were found for developing the inner self.

This study is the first to empirically investigate an oft-discussed but previously untested question: does the experience of MFW differ across white-, blue-, and pink-collar jobs?

The purpose of this paper is to consider how far different unions representing white‐collar workers fulfil the expectations of their memberships. In order to focus upon this problem we intend to concentrate on the area of white‐collar membership of predominantly manual workers' unions: in particular we shall take as examples the cases of the steel and mining industries. At a time when major trade unions representing the white‐collar labour force are competing for membership on an unprecedented scale and when proposals for union amalgamations are currently being voiced, the appropriateness of union policies for this category of employees and their approval by the rank and file are of obvious relevance.

White‐collar productivity measurement can be improved, according to results from group sessions conducted with 39 executives, managers and academics which elicited a list of eleven useful areas for measurement. There are three types of ways in which the measurements can be used: self‐improvement; performance appraisal, salary and promotion; and feedback, communication and work direction. Highly interactive jobs should be measured at group level, with individual performance judged on the basis of group results. Peer group ratings can also measure white collar productivity, with existing MBO systems providing information; and time management techniques are also appropriate.

Existing research concerning the impact of unions on relative wages provides evidence for the existence of significant union/non‐union wage differentials. However, union practices are deemed to have a more pervasive effect on the overall distribution of wages, reducing wage differentials across and within establishments. Attempts to explore union effects on wage dispersion in the context of the Italian labour market. Several indicators of wage dispersion are computed, using both industry and establishment level data, in the attempt to ascertain the different routes through which union presence affects the structure of wages. The empirical evidence shows that Italian trade unions have pursued “egalitarian” objectives and have succeeded in shaping pay policies which, through central and local negotiations, raise low wages and reduce wage differentials both among skill categories and across establishments.

This study sought to examine the attitudes of blue-collar workers toward job automation. The study examined the relations between job automation, fear of job loss and self-actualization.

Using mixed methods (qualitative and quantitative analysis) with 539 participants overall, we examined employees' attitudes toward job automation through two separate studies conducted in a large public organization that employs blue-, white- and pink-collar employees. The blue-collar workers who participated consisted of waste collectors, gardeners and parking supervisors whose work is at risk of job automation.

We found that 74% of the blue-collar employees described technology as a “replacer” that simplifies and reduces human work activities, while only 3% perceived it as an “enabler” that could enrich their jobs and expand human potential. Fifty-three percent of the employees in the white-collar professions described technology as a “replacer,” and 36% perceived it as an “enabler.” Among pink-collar workers, 51% perceived technology as an “enabler,” while only 14% perceived it as a “replacer.” A positive relationship between job automation and self-actualization was evident for pink- and white-collar workers, but not for blue-collar workers.

This study sheds light on how employees in different types of jobs perceive technological advancements at work. A classification of the perception of technology as an “enabler” vs a “replacer” is presented. The relationships between job automation and self-actualization in different job types are explored.

A recent research project on white collar quality circles in manufacturing industry was carried out because previous research at UMIST indicated that white collar circles were more difficult to set up and sustain. The study involved interviews in eleven companies which had or had had white collar circles, and questionnaire surveys of manufacturing companies and quality circle consultants. The findings indicate that white collar circles are no more difficult to initiate than blue collar circles but they can be harder to sustain. There was little evidence that companies were aware of the benefits of increasing white collar productivity or the part that circles can play in this and white collar workers are often sceptical about the relevance of circles to them. It was also found that white collar circles can face difficulties such as problem choice, over‐complex projects, organising meetings and a tendency to form multi‐disciplinary groups. Companies intending to start white collar circles need to be aware of the pitfalls but these should not deter them from setting them up.

A study carried out at UMIST of the operation of white‐collar circles in manufacturing firms is reported. Despite the problems associated with initiating and sustaining white‐collar circles, it is not suggested that they should be avoided.