Using a sample of production workers from union, nonunion, producer cooperative, and employee stock ownership plan (ESOP) wood products mills in the Northwest, we test the general proposition that work alienation, defined as low job autonomy, low use of capacities, and lack of participation in decision-making in the workplace, is associated with heavy drinking and negative consequences from drinking.
This book that has, since 1992, become the primer for open-book management, a new method based on the concept of democracy, the spirit of sports, and the reality of numbers.
William Apfelbaum, president and CEO of Transportation Displays, Inc., must restructure both the company’s method of doing business and its liabilities to keep it from bankruptcy. The value he hopes to receive from the reorganized company will be an important issue in the restructuring negotiations with creditors.
Transportation Displays, Inc. has gone through a series of restructurings. This case describes the last few stages, which substantially reduced debt and increased the ownership of management.
Research on employee-owned organizations to date has utilized alternative theoretical perspectives and has examined varying attitudinal outcomes. This study reviews previous research and attempts to integrate the findings into a causal model that combines the results of prior studies. The resulting causal model was tested empirically with a sample (N = 181) of employees from a firm that adopted an employee ownership programme.
Using data for various years, including new data for 1973 through 1984, the scope, nature, determinants, and effects of employee stock ownership plans (ESOP) in Japan are examined.
This paper investigates whether employee participation in ownership or profit-sharing in publicly held firms through an ESOP or profit-sharing plan was positively associated with productivity measures. The sample consists of firms that adopted such plans during 1982 through 1987.
In global competition, where investment increasingly determines a company’s capacity to upgrade and innovate, the U.S. system does not measure up.
Based on a sample of three employee-owned and seven conventional companies, this study empirically tests the theoretical claim that employee ownership and management reduces inequality at the firm level. Inequality is broadly defined as the unequal distribution of income, wealth, power, prestige, and privileges, as well as the existence of social boundaries between classes.
Assessing the applicability of employee stock ownership plans for a family firm requires a basic understanding of their characteristics, followed by a careful analysis of the costs and benefits in the specific case. This note provides general information and offers guides for the critical, specific questions an adviser or owner should ask.
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.
This note provides background information on leveraged Employee Stock Ownership Trusts (ESOTs) and Employee Stock Ownership Plans (ESOPs).
A model is developed that explicates one process through which employee ownership operates, leading to a set of social-psychological and behavioral effects.
This Video Collection presented by the Foundation for Enterprise Development with the Employee Ownership Foundation and Aspen Institute contains videos from well-respected professors, students and business owners who speak about ways to use employee ownership as a resourceful business tool. They discuss the culture, participation and practices of employee ownership, as well as the facts and statistics of ESOP companies in the world today.
Find a complete archive of the Owners At Work newsletter from the Ohio Center for Employee Ownership at Kent State University (1989-2019).
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.
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.
Presents findings of a survey of corporations in the United States which show that employee ownership may be associated with better attitudes and higher productivity and profits.
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.
What leads to successful workplace democracy — over the long-term? To answer that question, the author examined over 50 cases, in 15 different countries, covering a century of experience. The companies ranged from completely worker-owned and -controlled firms on the one hand, to partial but significant participation by employees in the management of privately-owned, community-owned, … Read More