Employee Involvement - White-Collar Work Force

1993 ◽  
Author(s):  
Rodney A. Robinson
Keyword(s):  
Employee Involvement ◽  
Work Force ◽  
White Collar

Pre-1900 Industrial White Collar Employees at the Krupp Steel Casting Works: A New Occupational Category in Germany

1984 ◽  
Vol 58 (3) ◽  
pp. 384-408 ◽  
Author(s):  
Toni Pierenkemper
Keyword(s):  
Nineteenth Century ◽  
Labor Market ◽  
Work Environment ◽  
Steel Casting ◽  
Work Force ◽  
White Collar ◽  
Late Nineteenth Century ◽  
Occupational Category ◽  
White Collar Employee ◽  
Late Nineteenth

In this article, Dr. Pierenkemper investigates a new occupational category—the industrial white collar employee—in the late-nineteenth century Krupp Steel Casting Works in Essen, Germany. In contrast to previous historians, Pierenkemper demonstrates that white collar employees were far from homogeneous: differing among themselves, they were also largely isolated from the labor market as a whole. He concludes that widespread intrafirm occupational mobility underlay this distinctive work environment, and suggests that management may have consciously encouraged such moving about to segment its work force.

The Growth of the White-Collar Work Force

1954 ◽  
Vol 27 (4) ◽  
pp. 268
Author(s):  
Benjamin Solomon
Keyword(s):  
Work Force ◽  
White Collar

Participatory Ergonomics in an Aerospace Organization: A Case Study

1986 ◽  
Vol 30 (11) ◽  
pp. 1110-1110
Author(s):  
Ogden Brown
Keyword(s):  
Older Workers ◽  
Employee Involvement ◽  
Work Force ◽  
Steering Committee ◽  
Work Life ◽  
Quality Of Work Life ◽  
Quality Of Work ◽  
Desirable Outcome

A variety of strong external environmental forces are encouraging many organizations to address the issues affecting productivity and quality of work life (QWL). High growth markets, success in competing against foreign organizations, and international market conditions are a few such issues. One must also take into account societal and technological change and the need to successfully manage them. Further, the composition of the work force is far different than in years past. There are more working women and more older workers. There are the “baby boomers” who are better educated, less likelt to accept traditional authority, and who want growth, fulfillment and a voice in the decisions which affect them. Add to these forces the changes in economic and legal environments and the sum would appear to be an increasingly dissatisfied work force. The disparity between what people want at work and what is available is increasing. Organizations of today must learn how to go about improving jobs and the ways people are managed. Traditional approaches to managing organizations just won't work any longer. QWL is no longer just a desirable outcome, it seems to have become a necessary one. Even though quality of work life and productivity are independent outcomes, they are two principal objectives of most organizations. They can (and should) go hand in hand. A growing number of new beliefs, policies and practices have emerged, and today there are many “styles” of QWL. This case study examines one such style. Martin Marietta Denver Aerospace (MMDA) is a large and extremely effective organization. Their comprehensive policy concerning “Commitment to Excellence” is a top-level statement which calls for performance of all activities “with dedication to excellence manifested in integrity of operations, reliable performance to commitments, and exemplary leadership in quality and productivity”. Among the stated objectives of this policy is to “provide a superior work environment for all employees”. In addition to providing the philosophical basis for the Commitment to Excellence (CTE) program, the policy also provides a structure for administering the program. Basically, the overall program is under the direct leadership of the President and his staff which function as the CTE Steering Committee to provide “guidance, direction, and support”. Program/Product Area Vice Presidents and Directors are charged with formulating and conducting an annual program of performance and QWL improvement and reporting to the CTE Steering Committee their activities and accomplishments in execution of the central program. A top-level “CTE Plan” provides general guidance and is comprised of six elements, among which are formal projects (“CTE Projects”) to solve specific problems, and employee involvement programs. The principal interest of this case study is in these two areas. The CTE Projects number seven at present, and a total of twelve are planned for 1986. One of them involves a major reorganization within the company. They are conducted using many of the management and quality control methods developed by W.E. Deming and J.M. Juran. The employee involvement programs include suggestion and recognition approaches as well as quality circles (QCs). This study presents the general QWL methods employed within the context of the CTE program, results to date, future plans and lessons learned. MMDA appears committed to a long term program which includes participatory methods. Organization wide change is involved, and the program appears to be managed by those who understand and accept the strategies and values of such methods. There is a climate of trust, mutual respect, and a commitment on the part of Martin Marietta Denver Aerospace from the Chief Executive on down to employ participatory approaches (in addition to others) to improve productivity, product quality, and quality of work life.

Regulatory Ambiguity

2021 ◽  
pp. 132-148
Author(s):  
Laura Pinto Hansen
Keyword(s):  
Mergers And Acquisitions ◽  
Insider Trading ◽  
Hedge Funds ◽  
Employee Involvement ◽  
White Collar Crime ◽  
White Collar ◽  
The Political ◽  
Senior Executives ◽  
Employee Stock Ownership ◽  
Financial Investments

Ordinarily “black money” is considered a part of illegal transactions involving cash payments. However, in the case of illegal insider trading, illegal profits are often hidden in the purchase of luxury items and financial investments through offshore accounts. Aiding in this particular white-collar crime is the ambiguity of regulation, often dependent on the political whims of whatever party is in office at the time. Adding to the confusion is the fact that in some cases, “insider traders” are acting legitimately, as in the case of senior executives with stock buying options within their compensation or with lower-level employees participating in employee stock ownership programs (ESOPs). Though there are exhaustive ways by which illegal trading information is passed around, there are certain industries, including finance, that lend themselves to greater risk for employee involvement in illegal insider trading. This chapter includes discussions of mergers and acquisitions frenzies, as well as hedge funds and their contributions to illegal insider trading.

Der Differences in Attitudes toward Unions

ILR Review ◽  
1992 ◽  
Vol 46 (1) ◽  
pp. 89-102 ◽  
Author(s):  
Lisa A. Schur ◽  
Douglas L. Kruse
Keyword(s):  
Gender Differences ◽  
Private Sector ◽  
National Survey ◽  
Work Force ◽  
White Collar ◽  
Family Responsibilities ◽  
Female Workers ◽  
The U.S

In the U.S. private sector, women are less likely than men to be union members. This study analyzes a unique national survey (conducted in 1984) to determine if women are less interested than men in unionizing or if, instead, they are equally interested but face higher barriers to unionization. The results support the latter interpretation. In particular, nonunion women in private sector white-collar jobs (representing over half of the female nonunion work force) expressed more interest than comparable men in joining unions. This finding appears to reflect more optimism among the women in this group than among the men about what unions can accomplish; it is not explained by gender differences in attitudes toward jobs or employers. The authors discount theories that family responsibilities, or concerns of female workers that set them apart from men, present special barriers to unionization.

White-Collar Crime and Criminal Careers

2001 ◽  
Author(s):  
David Weisburd ◽  
Elin Waring ◽  
Ellen F. Chayet
Keyword(s):  
White Collar Crime ◽  
White Collar ◽  
Criminal Careers
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