This study compares the corporate performance in 1990/91 of two groups of public companies: those in which employees owned more than 5% of the company’s stock, and all others.
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.
The Global Equity Organization (GEO) provides a forum for an open exchange between members, regardless of position or affiliation, of the latest information as to the strategic, financial, cultural, legal, tax, communication and administrative issues involving the use of equity-based employee compensation in the global community.
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.
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.