‘Making employee ownership work’ is a new guide from the Employee Ownership Association and co-ownership advisers the Baxi Partnership, based on a survey of 25 EOA member companies including John Lewis, Unipart, Arup and Mott MacDonald.
This paper reviews the main strands of research on employee share ownership over the last forty years.
First, the authors developed a scale for psychological ownership with four components — self-efficacy, accountability, sense of belongingness, and self-identity. Second, they correlated it with transformational leadership, organizational citizenship behavior, organizational commitment, workplace deviance, intentions to stay, and job satisfaction. All the correlations were in the predicted direction. The authors concluded that integrating psychological ownership … Read More
The report, on which EOA advised, concludes that employee ownership of the kind pioneered by Central Surrey Health has a valuable role to play but needs support from policy makers.
I have had dozens of conversations with business owners who want to share equity with some or all employees over the past several years.
This is a collection of cases about the following companies: John Lewis Partnership, IsBank, Banca Popolare Milano, Handelsbanken, Dexia, Total, Aerlingus, Kardemir, Tullis Russell, Saf Tehnika, Eircom, and Enel.
As business has become more global, there seems also to have developed a concurrent and growing trend toward the globalization of various kinds of employee ownership plans among multinational or transnational corporations.
The John Lewis Partnership (JLP) is one of the UK’s most profitable retailers – sales grew by 6.3% and pre-tax profit by 18.7% in the year to 27 January 2008. Its success owes much to the co-ownership principles of its founder, John Spedan Lewis, who handed over control and ownership in two trust settlements in the last century.
What is an ESOP? Employee Stock Ownership Plans, or ESOPs, were designed as a way to put ownership into the hands of American workers.
This intensive summer course is an opportunity for participants to be exposed first-hand to a unique organizational model of participatory leadership, management, ownership and decision making by attending lecture and visiting sites at the Mondragon Corporacion Cooperative (MCC) in Mondragon, Spain.
Written by internationally acclaimed business writer Charlie Leadbeater, Innovation Included makes the case for more public services to be provided by co-owned companies.
In March, 2007, Michael Foley, Chief Executive Officer of Reflexite Corporation, had to decide whether to proceed with a change in the company’s employee stock ownership plan. Foley, still in his first year as CEO, pondered the situation: the employees had spoken, but when the man who had built the company strongly objected, shouldn’t one listen?
I view corporate governance as a process of designing and implementing various implicit and explicit contracts among capital providers, corporate managers, workers, and other important stakeholders. In my talk today, I will expand the scope of the typical shareholder value focus to consider the design and implementation of contracts with other stakeholders, particularly employees and organized labor.
The project subjects the existing regulatory regime for employee share ownership plans in Australia – in tax, corporate and labour law – to technical and empirical scrutiny. This report considers the objectives and current practice in this area and notes that employee ownership levels tend to be lower for unlisted entities than for listed entities. It also examines the regulatory obstacles to such ownership and makes recommendations for reform to facilitate employee ownership in this area.
Thoroughly revised with an expanded focus on employee ownership and workplace democracy, Companies We Keep celebrates the idea that when employees share in the rewards as well as the responsibility for the decisions they make, better decisions result.
Should Wachovia Bank and Trust lend the ESOP of Starrett the money to purchase shares? The required tasks involve a standard credit analysis and the valuation of Starrett’s shares.
Sharing company ownership with employees – whether it’s intended to motivate, to retain or simply to share the wealth – can significantly impact a company’s success. Studies have shown that employee-owned companies boast faster growth, are more resilient in economic downturns and enjoy a competitive advantage over conventional rivals.
Samuel Zell’s acquisition of the Tribune Company in December 2007 using an S corporation employee stock ownership plan (S ESOP) brought S ESOPs to national attention.
This paper summarizes new evidence from the “Shared Capitalism” Project on the extent to which workers’ earnings depend on the performance of their firm or work group in the US and advanced European countries and on the impact of sharing arrangements on economic behavior.
Presented in this case is the Carris Companies’ movement towards 100% employee shared ownership and governance with an emphasis on and investment in education; focus on ‘quality of life’; economic, educational and social accessibility provided by the company for its employees, many of whom are unskilled at the time of initial employment; encouragement of employee wellness; employee involvement in corporate decision-making and philanthropy; companies’ increased efforts to reduce waste and energy use and the overall positive effects on the companies’ profitability…
This paper uses data from NBER surveys of over 40,000 employees in hundreds of facilities in 14 firms and from employees on the 2002 and 2006 General Social Surveys to explore how shared compensation affects turnover, absenteeism, loyalty, worker effort, and other outcomes affecting workplace performance.
This article spells out five proven practices to help you keep your most talented employees.
While there have been many studies on whether such ownership improves firm outcomes, this one attempts a larger-scale replication, looking also at effects of worker participation in management-type decisions.
Employee Financial Participation: An International Survey provides an overview of key international trends in employee ownership, pension reform, equity compensation, privatization, and employee financial participation in over 30 countries.
Until the industrial revolution, work was performed in the U.S. (outside of the slave economy) by individuals who had direct and obvious motivation to maximize the quantity and quality of their production.