This paper addresses the issue of how gainsharing programs work by proposing a model of gainsharing as an organizational learning system.
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 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.