Question: How satisfied are employees with their pay in ESOP firms, and what are the possible solutions to employees’ low pay satisfaction? Answer: In this group of nine ESOP firms, some employees report that they are paid an above-average wage, but some report they are paid a below-average wage. Those with a below-average wage are … Read More
In 2015, PayPal and new CEO Dan Schulman embarked on a new mission: using technology to democratize financial services. But when they assessed the financial wellness of their entry-level and frontline employees, they found that their own employees were struggling financially; 65% of respondents to a survey reported that they ran out of money between paychecks. … Read More
Job quality has received increased attention from academics and policy makers across industrialized countries. Yet, there has been limited assessment of how job quality is impacted by different organizational forms, including cooperatives and employee-owned businesses (EOBs). Although there has been growing interest in how cooperatives/EOBs impact on employee outcomes, comprehensive assessments of the range and … Read More
This note discusses the complex topic of motivation, including the issue of contingent compensation…
This study, which consists of two essays, examines the performance effects of a deferred equity plan on both individual employee and business unit outcomes. The first essay investigates the effects of deferred compensation plan characteristics on voluntary turnover decisions, using detailed data on store-level employees of a large retail firm. Overall, I find that employees … Read More
Cecil Ursprung, the former CEO of Reflexite Corporation, once described his ideal organizational culture as being a permanent ‘state of mild dissatisfaction.’ You may not agree with the word ‘dissatisfaction,’ but I expect you would agree that innovation flourishes when employee owners are constantly seeking ways to improve the company and that happens when employees are not satisfied with the status quo. Creative energy flows when people refuse to walk away from situations that are ‘good enough.”
n-Link Founder Sandra Green explains that in the early days she wasn’t exactly certain what employee ownership entailed but knew intrinsically that it was a good thing for the company and the employees.
What do veteran ESOP companies have much to teach us about what it takes to sustain employee ownership over the long term?
Increasing numbers of businesses view their employees not as a mere cost but as invaluable contributors for business success. These firms are implementing strategies to fully engage employees at all levels. The Employees Matter report identifies sixteen fast growing entrepreneurial firms that employ employee ownership and engagement strategies which they perceive as directly linked with improved business performance. Eight other notable companies with key lessons to share are included as sidebar profiles.
The Toronto-based advertising and communications agency recently implemented an employee share ownership plan (ESOP), that has allotted 49 per cent of the company’s shares to potential and existing staff members.
This paper reviews the main strands of research on employee share ownership over the last forty years.
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.
Staff members at Vasey Commercial Heating & Air Conditioning in Zionsville are company owners as part of an employee stock ownership plan.
This article provides descriptions of various broad-based employee incentive arrangements.
Almost half of American private-sector employees participate in shared capitalism — employment relations where the pay or wealth of workers is directly tied to workplace or firm performance.
This year’s survey of Canada’s Fastest-Growing Companies shows that PROFIT 100 leaders consider employee share-ownership plans (ESOPs) part of the solution to help attract, motivate and retain top talent.
Here’s why Hy-Vee is successful as a chain and as a marketer of its private brands: Location, Ownership, Organization, Brands, Promotion and Customer Focus.
The Southwest Airlines Way examines how the company uses high-performance relationships to create enormous competitive advantage in motivation, teamwork, and coordination among employees.
Evident in the case are important themes such as the transformational leadership of its senior management, the effective use of human resource strategies to control organisational growth, and the adoption of values similar to Charles Handy’s ‘Citizen Corporation’.
Southwest Airlines, consistently ranked as one of the top performing airlines in the business, began a profit-sharing plan in 1974.
Topics include: ownership and motivation, different ways to become an owner, and does ownership make a difference?
While the company has been extraordinarily innovative to date, Cisco Systems is far from complacent about being able to maintain its leadership position with respect to e-business practices.
This case describes Microsoft’s human resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. Discusses employee development, motivation, and retention efforts in one of Microsoft’s product groups.
Teamwork—a sense of shared responsibility for success—percolates throughout Scot Forge, the largest open die shop in North America. That means hard work, the willingness to pitch in where help is needed and to build a non-traditional organizational culture…