Mitarbeiterbeteiligungsprogramme stärken die Identifikation der Mitarbeiter mit dem Unternehmen und erhöhen deren Engagement und Performance. Die Studie der Wirtschaftswissenschaftlichen Fakultät der Georg-August-Universität Göttingen unter der Leitung von Prof. Dr. Michael Wolff analysiert erstmalig am Beispiel der Siemens AG die Wirkungsmechanismen der Mitarbeiterbeteiligung innerhalb eines Unternehmens.
Employee stock ownership and firm exit decisions: A cross-country analysis of rank-and-file employees / J. C. Hennig et al.
German industry is struggling to recruit and retain talent in the labour market. In the European start-up scene, employee share ownership schemes have long been established to counter this “war for talent”. In German industry, too, employee share ownership programmes are being introduced more and more frequently, also for employees outside management positions. However, little was known until now about whether these programmes actually help to retain talent in the company.
In her publication in the prestigious international academic journal Accounting, Organizations and Society, Jana Oehmichen, Professor of Organisation, Human Resources and Corporate Governance at Johannes Gutenberg University Mainz (JGU), together with colleagues from Groningen and Göttingen, explores precisely this question. The study is based on data from more than 190,000 employees of a multinational industrial company.
The Ownership Effect Inquiry:
What Does the Evidence Tell Us?
By Prof Joseph Lampel, Dr Aneesh Banerjee, Prof Ajay Bhalla
Introduction
To establish the contribution of employee ownership to the UK economy, and how it can contribute to the Government’s aim of raising productivity and standards of corporate behaviour, The Employee Ownership Association has launched the Ownership Effect Inquiry. Theobjective of this report is to provide for the Ownership Effect Inquiry a summary of the current research on employee ownership. The survey of the published literature will primarily focus on indicators of performance of employee-owned firms, comment on the recent developments in the policy environment relevant for employee ownership, and the main enablers and hurdles for the development of employee ownership.
Pour réduire les inégalités, il faut simplifier le mécanisme de l’actionnariat salarié
par Jean de Calbiac, avocat au barreau de Paris et Nicolas Aubert, professeur à l’université d’Aix-Marseille
Prime exceptionnelle et actionnariat salarié obéissent à des logiques différentes ayant des effets distincts. La mesure portée par le président candidat d’un « dividende salarié » d’un montant maximal de 6 000 euros s’inscrit dans la première logique et vise à apporter une réponse principalement conjoncturelle aux difficultés éprouvées par de nombreux salariés en matière de pouvoir d’achat. Cette prime n’a de dividende que le nom dans la mesure où elle n’est pas la conséquence de la propriété d’actions de la société.
Financial participation in Europe: opportunities and risks for employees
By Andrew Pendleton
Introduction
Financial participation is the provision by companies of schemes which enable their workers to share in company profits and/or ownership. These schemes offer both opportunities and risks for workers. On the one hand, financial participation can supplement wages and salaries, thereby enabling workers to increase their income and wealth. On the other hand, the variability of profits and share prices poses risks to employees. Employees may lose as well as gain income and wealth. For this reason, financial participation is controversial and some trade unions are wary of it.
The development of financial participation in Europe
By Paul E. M. Ligthart, Erik Poutsma, Chris Brewster
Abstract
In this paper, we assess the development of financial participation schemes, employee share ownership
and profit-sharing in selected European countries and the degree to which they are correlated with strategic human resource management, and industrial relations, that is collective bargaining, unionization and works councils, and national context. This study adds a more dynamic perspective to the literature on the incidence of financial participation by using a longitudinal approach rarely found before. Our hypotheses are based on the theoretical frameworks of strategic human resource management (HRM), industrial relations and institutional approach. We use data drawn from the waves of the Cranet surveys on Human Resource Management: 1999/2000, 2005/06, 2010/11 and 2015/16. We find that both time and national location are important.
The national context matters in particularly for profitsharing and less for employee share ownership. For both forms of financial participation, the country regulative context is also more important than industrial relations factors and HRM strategies. In general, industrial relation factors gain importance over time and become more important than the HRM strategy for employee share ownership (ESO) but not for profit-sharing (PS). In general, over the whole period, commitment HRM is more important for the incidence of ESO and PS than control HRM, but the relative importance of these strategies varies per year