This study examines data on French producer cooperatives for the years 1970-79 to test the widely accepted theoretical prediction that employee-owned firms either will fail as commercial undertakings or degenerate into capitalist firms as the proportion of hired workers who are not members of the cooperative firm increases.
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.
The aim of this article is to investigate the recent emergence of worker cooperatives or “people’s factories” in South Africa. The development of South African worker co-ops is situated in terms of key aspects of the restructuring of the economy and society during the 1980s. New production forms such as producer cooperatives are linked to … Read More
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.
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.
This paper assesses the apparent effects on job attitudes and organizational performance of recent conversions to employee ownership at three firms.
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.
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.
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.