Employee Ownership, Work Attitudes, and Power Relationships
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.
Lincoln Electric Co.
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.
Employee Ownership: Implications for the Organizational Distribution of Power
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.
Job Attitudes and Organizational Performance Under Employee Ownership
This paper assesses the apparent effects on job attitudes and organizational performance of recent conversions to employee ownership at three firms.
Desires for and Patterns of Worker Participation in Decision Making After Conversion to Employee Ownership
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.
The Effects of Employee Ownership on Organizational Identification, Employee Job Attitudes, and Organizational Performance: A Tentative Framework and Empirical Findings
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.
Employee-Owned Companies: Is the Difference Measurable?
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.
The Relative Effects of Share Ownership vs. Control on Job Attitudes in an Employee-Owned Company
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.
Workplace Democratization: Its Internal Dynamics
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