Stock Ownership and Work Motivation
Topics include: ownership and motivation, different ways to become an owner, and does ownership make a difference?
Cisco Systems (B): Maintaining an Edge in E-Business
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.
Microsoft’s Vega Project: Developing People and Products
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.
Scot Forge: Employee Owners Create a Culture Committed to Quality and Customer Service
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…
Worker Capitalists? Giving Employees an Ownership Stake
This article analyzes the emergent role of employees as a key shareholder group. The authors discusses four major drivers of the trend: tax incentives, decreased vulnerability to takeover, human resources management, and employee motivation.
United Airlines
In 1994 United Airlines became the largest employee majority-owned enterprise in the United States, with various groups of employees – most represented by unions – having purchased 55% of its stock in exchange for various concessions. The employees accepted pay cuts and made other concessions, but were also granted representation on the company’s board of directors…[newline]
The Perception and Effects of Share Ownership: Empirical Evidence from Employee Buy Outs
This paper explores the impact of employee ownership on employee attitudes, using additional data obtained from four UK bus companies which had adopted the ESOP form of employee share ownership. After reviewing the recent UK literature, the paper highlights findings from US literature that a ‘sense of ownership’ is an important intervening variable between actual ownership and additudinal change, and that opportunities for participation in decision-making are more important that ownership per se in generating feelings of ownership.
Work Alienation and Problem Alcohol Behavior
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.
Employee Ownership, Attitudes, and Turnover: An Empirical Assessment
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.
Correlates of Employee Satisfaction with Stock Ownership: Who Likes an ESOP Most?
This study examines the correlates of individual employee satisfaction with stock ownership in a sample of 37 employee stock ownership plan (ESOP) companies.
Employee stock ownership and employee attitudes: A test of three models
Results of a test of three alternative models of the conditions necessary for employee ownership to positively influence employee attitudes are reported.
Employee Perspectives on Stock Ownership: Financial Investment or Mechanism of Control?
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.
Absenteeism When Workers Have a Voice: The Case of Employee Ownership
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.