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The historical relationship between capital and labor has evolved in the past few decades. One particularly noteworthy development is the rise of shared capitalism, a system in which workers have become partial owners of their firms and thus, in effect, both employees and stockholders. Profit sharing arrangements and gain-sharing bonuses, which tie compensation directly to a firm’s performance, also reflect this new attitude toward labor. Shared Capitalism at Work analyzes the effects of this trend on workers and firms. The contributors focus on four main areas: the fraction of firms that participate in shared capitalism programs in the United States and abroad, the factors that enable these firms to overcome classic free rider and risk problems, the effect of shared capitalism on firm performance, and the impact of shared capitalism on worker well-being. This volume provides essential studies for understanding the increasingly important role of shared capitalism in the modern workplace.
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Using data from an extensive study of employee-owned companies in Ohio, where employee ownership is a well-developed trend, this book offers a strong empirical portrait of firms with Employee Stock Ownership Plans (ESOPs). It describes how these plans work and places their emergence and change in a historical context. John Logue and Jacquelyn Yates examine firms that have succeeded in employee ownership and those with failed plans. Some companies, they find, are committed to the concept of employee ownership, and others merely use ESOPs as a financing tool.Detailed information resulting from multiple surveys allows the authors to draw well-grounded conclusions regarding the question of why some employee-owned firms outperform others. The bottom line, they find, is that employee-owned firms that "do it all," implementing features such as employee participation and communication about finances, training, and cultural change, systematically outperform their conventional competitors. They also have an advantage over firms that understand employee ownership incompletely, if it all, and yet claim to adopt its methods.
When pundits refer to the death of community, they are speaking of a number of social ills, which include, but are not limited to, the general increase in isolation and cynicism of our citizens, widespread concerns about declining political participation and membership in civic organizations, and periodic outbursts of small town violence. Making a Place for Community argues that this death of community is being caused by contemporary policies that, if not changed, will continue to foster the decline of community. Increased capital flow between nations is not at the root of the problem, however, increased capital flow within our nation is. Small towns shouldn't have to hope for a prison to open nearby and downtown centers shouldn't sit empty as suburban sparwl encroaches, but they do and it's a result of widely agreed upon public policies.
Contains a stimulating collection of original papers spanning a variety of topics. This title contains three papers on the subject of job design and organizational performance, covering the determinants of multiskilling from a theoretical perspective and also the empirical effect of multiskilling and teams on financial performance.
Helps readers deliver practical policies to transform work world and society. This work consists of twelve articles. The first four papers relate to the growing literature on employee participation and firm performance. The second group of papers looks at the impact of ownership structures into managerial compensation and control.
Ownership and decision-making are key issues in current debates among corporate, labor, and policy leaders. This volume contains cutting-edge research on the causes and effects of financial and decision-making participation around the globe, plus theory and thought pieces on the meaning and value of employee ownership in a rapidly changing world