A new study of business practices reveals powerful ways to create strategic and financial gains. Lower-wage workers, when supported by effective policies, boost productivity, quality, innovation, and revenues from new markets…
How could the managing director maintain the firm’s cooperative structure, address the nutritional needs of all Indians, make use of emerging technology, and navigate the country’s dairy policies in the coming years?
This note discusses the complex topic of motivation, including the issue of contingent compensation…
This case study describes Huawei, a Chinese telecommunications equipment company, which heavily utilizes ESOP ownership, and applies Huawei’s results to describe ESOPs as a powerful tool for achieving corporate efficiency and growth.
The ideas of employee ownership and various forms of profit sharing in corporations have been around for a long time. The shorthand proposition under study is this: If employees observe that they have a meaningful stake in the fortunes of the enterprise, they create value. More specifically, if they have a financial and emotional stake in the performance of the venture, then as individuals and as a workplace community they will raise the level of their performance and productivity.
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.
Flexpak Corporation, has been a leader in providing thermoforming and packaging services to its clients for many years. The employee-owned company, founded in 1974 by Donald Bond is headquartered a few minutes from downtown Phoenix, Ariz.
Beyster Institute Senior Consultant Martin Staubus is teaching a course entitled ‘Management 269: Creating a High-Performing Workplace.’ In this interview, Professor Staubus describes the course’s five themes.
Employee Ownership Australia and New Zealand (EOA) was formed in July 2011 out of the Australian Employee Ownership Association (AEOA). EOA has the same principles as those shared of the AEOA’s founders. When AEOA was formed by 20 companies in 1986 its principles were to be a member-focused, non-profit association. Its purpose was to assist members with their employee ownership (or co-ownership) plan, employee engagement and involvement and employee participation levels
The folks at our Lexington, Ky. plant are well on their way to becoming owners of their company, all part of our plan to turn the operation around and make it profitable again.
Between one-third and one-half of employees participate directly in company performance through profit sharing, gain sharing, employee ownership, or stock options.
Group incentive systems have to overcome the free rider or 1/N problem, which gives workers an incentive to shirk, if they are to succeed.
In the 1990s an increasing proportion of US firms moved toward compensation systems that made part of pay depend on the economic performance of work-groups or the firm.
This paper uses nationally representative linked workplace-employee data from the British 2004 Workplace Employment Relations Survey to examine the operation of shared capitalist forms of pay—profit-sharing and group pay for performance, employee share ownership, and stock options—and their link to productivity.
This paper analyzes a survey of employees from multiple companies to assess the extent to which employees are ignorant about company, group, and individual-based incentive pay plans and ESOPs.
Frieda Takaki took a deep breath, filling her senses. She was about to make a very difficult decision. She took off her shoes, placed them next to her desk and started pacing her office barefoot as she was thinking aloud. “I can’t let this business close down,” she whispered. “I have to do something about it.” The answer was now abundantly clear: why wouldn’t the employees buy the business from the owners?
The ESOP – Employee Stock Ownership Plan – is, slowly, on the rise. These worker-owned businesses are more productive and could benefit the American economy.
Maui Divers established its employee ownership plan in 1997. Maui Divers store managers/employee owners embrace the business as their own. Although the final decision belongs to the company management team, store managers excel in increasing sales and they continuously come up with business plans in order to make the business better.
It’s all well and good that a shared ownership stake may promote a team orientation, but does teamwork necessarily translate into superior business results?
The great potential of employee ownership to improve business performance lies in its capacity to bring people together to work as a team toward shared success.
The authors found that companies with broad-based stock option plans (here, defined as those where most nonmanagement employees receive option grants) had statistically significant higher productivity levels and annual growth rates than public companies in general and their peers.
Presenting a wide range of quantitative data alongside three new case studies of employee-owned firms, this pamphlet offers a new vision of economic autonomy where democratic companies drive a happier and more sustainable economy.
We examine whether options granted to non-executive employees affect the performance of the firm by exploring the link between broad-based option plans, option portfolio implied incentives, and firm operating performance.
This paper reviews the main strands of research on employee share ownership over the last forty years.
The John Lewis Partnership (JLP) is one of the UK’s most profitable retailers – sales grew by 6.3% and pre-tax profit by 18.7% in the year to 27 January 2008. Its success owes much to the co-ownership principles of its founder, John Spedan Lewis, who handed over control and ownership in two trust settlements in the last century.