Previous research on employee-owned organizations has been limited in time frame and in the outcomes examined, which have been primarily attitudinal measures. This study examined the effects of an employee ownership program on employee attitudes and actual turnover behavior over an extended time period.
There are a number of ways to have workers’ remuneration linked more readily with firms’ commercial performance. One is to link wages to profits by using cash-based profit sharing (where workers are made cash payments which vary with employer’s profitability). A second is to have workers paid partly in their firms’ own shares. A third, and more extreme alternative, is producer co-operatives where workers participate in profits, ownership and decision-making. In this article we examine both the theoretical and empirical evidence in support of such schemes.
A model is developed that explicates one process through which employee ownership operates, leading to a set of social-psychological and behavioral effects.
This book gives a valuable insight into the history and formation of this unique undertaking as well as a wonderful portrait of the far-sighted Basque priest who master-minded the original project.
Provides information on the basic mechanisms of employee ownership, how employee ownership can be a means to community economic development, and the growth of stock ownership plans abroad.
Find a complete archive of the Owners At Work newsletter from the Ohio Center for Employee Ownership at Kent State University (1989-2019).
This study examines the correlates of individual employee satisfaction with stock ownership in a sample of 37 employee stock ownership plan (ESOP) companies.
With ESOPs performing so well more American managers should consider adopting this approach.
Results of a test of three alternative models of the conditions necessary for employee ownership to positively influence employee attitudes are reported.
This paper explores employee ownership as a financial investment rather than a mechanism of control. Viewed from such a perspective, relations among employee ownership, satisfaction, and desired influence are more complex than supposed.
Relationships of employee equity in the company with work attitudes, information, and desired influence were examined in a prosperous firm converted to employee ownership by its management.
This case covers the strategy and management practices of the world’s largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management.
Used R. M. Steers and S. R. Rhodes’s (see record 1979-09970-001) model as a framework for examining patterns of absenteeism and their predictors among 112 workers (mean age 44 yrs) in an employee-owned organization. The focus of the study was the effect of job satisfaction on voluntary absenteeism, which is traditionally thought to be either negative or canceled out by pressures to attend work.
Workers’ and managers’ views of their roles as employee owners, financial partners, and co-decision makers were examined in a furniture factory bought by its employees through a corporate divestiture.
This paper assesses the apparent effects on job attitudes and organizational performance of recent conversions to employee ownership at three firms.
The article discusses patterns of and desires for employee participation in management and decision making after an organization has converted to employee ownership. The author notes a number of reasons why an increased level of employee participation in decision making is significant.
Noting a paucity of research on the subject, this article attempts to explore the effects of employee ownership, concentrating on possible relationships between ownership and such variables as organizational identification, employee job attitudes, and organizational performance, and on identifying variables which may moderate these relationships.
Studies on the effects of employee share ownership or employee participation in decisions (or control) have tended to focus on one or the other of the two variables or have assumed that they covary. Using data from an employee-owned company, this study attempts to empirically separate and assess the relative effects of each of these on a set of dependent variables (job attitudes) which they are both thought to affect.
Mr. William Cooper Procter’s successful plan under which hundreds of employees that make less than $1500 a year in wages have acquired stock that is worth thousands of dollars.