Academic literature on the topic 'Employee shareholding'
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Journal articles on the topic "Employee shareholding":
1
Bekhouche Ouahdi, Fella, and Fatima Zahra Boukhedimi. "The Contribution of Employee Financial Participation to the Governance of the SME in Algeria." Financial Markets, Institutions and Risks 7, no. 4 (December 31, 2023): 24–37. http://dx.doi.org/10.61093/fmir.7(4).24-37.2023.
Abstract:
Corporate governance aims to control management decisions and determine their general lines. Thus, the application of the governance system must take into account the nature of the company itself, the conditions in which it operates, its organizational structure and the administrative culture of its actors. While good governance remains the result of good practices. The objective of this article is to demonstrate the contribution of employee financial participation in governance, through the governance regime, the rights to decide and control, the characteristics of employee shareholders in Algeria and thus on performance financial of companies with employee shareholding, based on mechanisms applicable to SME contexts. We will address in a synthetic manner the reality of this contribution of the financial participation of PFS employees through a discussion of the empirical results drawn from a questionnaire survey carried out among employee shareholders working in Algerian SMEs. The results show a low percentage of share capital held by employees with low female participation, an absence of association for employee shareholders, employee shareholding was a financial means to safeguard the activity of public sector companies with critical financial situations. Employee ownership is essential for businesses, promoting employee trust and participation. However, this role is only fully understood by a few companies. It serves as both a collective incentive and a control mechanism. Benefits include better management, financial benefits, business sustainability and job preservation. Despite this, 56.8% of employee shareholders prefer to sell their shares, raising questions about their motivations. A lack of voting rights in the shareholders’ council, which requires a review of the regulations to promote employee shareholding in Algeria, in particular for SMEs.
2
Rasli, Amran, Huam Hon Tat, Thoo Ai Chin, and Bandar Khalaf. "Employee engagement and employee shareholding program in a multinational company in Malaysia." Procedia - Social and Behavioral Sciences 40 (2012): 209–14. http://dx.doi.org/10.1016/j.sbspro.2012.03.182.
3
Poole, Michael, and Glenville Jenkins. "The Impact of Profit-Sharing and Employee Shareholding Schemes." Journal of General Management 16, no. 3 (March 1991): 52–72. http://dx.doi.org/10.1177/030630709101600305.
4
Vijayagopal, V., and M. Thenmozhi. "Does Concentrated Shareholding Impact Family Firm Internationalisation?" Indian Journal of Corporate Governance 16, no. 2 (December 2023): 298–322. http://dx.doi.org/10.1177/09746862231206870.
Abstract:
This article investigates whether increase in concentrated shareholding impacts the internationalisation of family firms. Based on a multi-theoretic approach and using zero inflated beta model on a panel data set covering 307 largest Indian listed companies, we observe that concentrated ownership, adverse employee relations and business group affiliation discourage internationalisation. But as family shareholding exceeds 50%, concentrated ownership has an indirect positive balancing impact on internationalisation. Besides, status as a family firm has a significant favourable impact on internationalisation and it moderates the impact of concentrated ownership, adverse employee relations and group affiliation on internationalisation.
5
Harper-Fender, Ann, and Michael Poole. "The Origins of Economic Democracy: Profit-Sharing and Employee-Shareholding Schemes." Southern Economic Journal 57, no. 4 (April 1991): 1196. http://dx.doi.org/10.2307/1060359.
6
Williams, Robert B., Michael Poole, and Glenville Jenkins. "The Impact of Economic Democracy: Profit-Sharing and Employee-Shareholding Schemes." Southern Economic Journal 59, no. 1 (July 1992): 142. http://dx.doi.org/10.2307/1060412.
7
Alshbail, Mohannad. "The Impact of Ethical Leadership in the Relationship between the Disclosure of Social Responsibility and Financial Performance in Jordanian Public Shareholding Industrial Companies." Business Series 2, no. 2 (September 27, 2023): 141–68. http://dx.doi.org/10.59759/business.v2i2.245.
Abstract:
This study aimed to identify the impact of ethical leadership in the relationship between the disclosure of social responsibility and financial performance in Jordanian Public Shareholding industrial companies. The study population consisted of all of the (53) Jordanian Public Shareholding industrial companies listed in Amman Stock Exchange. To achieve the objectives of the study, a questionnaire was developed and distributed to (237) financial managers, heads of accounting departments, internal control managers, and internal auditors in these companies. As (181) questionnaires were retrieved, (169) of them were valid for analysis. In order to test the hypotheses, the structural equation model (PLS-SEM) was used.
The study reached a number of results the most important of which is that ethical leadership has a positive impact on the relationship between disclosure of social responsibility and financial performance in Jordanian Public Shareholding industrial companies. Based on the results of this study, the researchers recommended many recommendations, the most important of which are: increasing the direction of the Jordanian Public Shareholding industrial companies by promoting disclosure of the social responsibility activities for environmental protection, as well as the necessity for the companies’ management to maintain positive relations with their subordinates and all employees. Additionally, the researchers recommend that the managements of these companies increase employee motivation and participation in order to improve the performance and productivity that they seek. Moreover, the researchers recommend conducting more studies on the impact of ethical leadership on the relationship between the disclosure of social responsibility and financial performance in other sectors and comparing their results with those in this study.
8
Li, Chiao-Ming, and Joe-Ming Lee. "Determinants of the impact of ESG policy and corporate governance on employee rights." E+M Ekonomie a Management 27, no. 1 (March 2024): 108–20. http://dx.doi.org/10.15240/tul/001/2024-1-007.
Abstract:
To comply with international development trends in recent years, Taiwanese government agencies have formulated environmental, social, and governance (ESG) legal policies and strengthened publicity for listed firms to prepare sustainability reports. Government agencies are trying to use ESG legal policies to gradually guide firms to take environmental, social, and governance measures and move toward sustainable operations. However, employee rights were easier for firms to ignore in the past, so paying attention to the correlation between employee rights and organizational governance is necessary. This paper aims to analyze the relationship between the organizational governance and employee turnover rate of Taiwanese food firms in the ten years from 2011 to 2021 through a panel regression model. The results show that there is a U-shaped relationship between board size and employee turnover. There is an inverted U-shaped relationship between the development of major shareholders’ shareholding and the strength of human resources. The research results show that organizational governance is significantly related to employee turnover. Finally, this paper believes that paying attention to human resources will contribute to the sustainable development of enterprises. Therefore, in terms of organizational governance policies, although government agencies have formulated relevant reference standards, firms should have functions more conducive to developing human resource measures. These functions include utilizing the guiding energy of the board of directors functions, and shareholding structure design, which will further help the stable development of human resources. Firms need high-quality human resources to make breakthroughs in technology or the market. Therefore, when firms cultivate high-quality human resources, they not only rely on employee welfare conditions but consider long-term organizational governance and human resource development as necessary planning conditions. These factors will drive firms to have the ability to break through the status quo, value all stakeholders, and create an attitude toward sustainable business development.
9
Wang, Han, and Aimin Huo. "The Design Path of the Employee Stock Ownership Scheme of the Conventional Holding and Mixed Ownership Enterprises." E3S Web of Conferences 235 (2021): 01051. http://dx.doi.org/10.1051/e3sconf/202123501051.
Abstract:
Employee stock ownership is one of the common medium and long-term incentive methods for state-controlled mixed ownership. As the current state-controlled mixed-ownership enterprise employee shareholding is still in the pilot stage, the State-owned Assets Supervision and Administration Commission of the State Council is still relatively strict on the implementation of relevant conditions for enterprises. Based on the analysis and research on the relevant policies and corporate practices of employee stock ownership, this paper puts forward the implementation path of state-controlled mixed ownership enterprises to carry out employee stock ownership, and gives reminders and early warnings of common risks in the implementation process.
10
Long, Richard J. "Michael Poole, The Origins of Economic Democracy: Profit Sharing and Employee-Shareholding Schemes and Michael Poole and Glenville Jenkins, The Impact of Economic Democracy: Profit Sharing and Employee Shareholding Schemes." Relations industrielles 46, no. 4 (1991): 872. http://dx.doi.org/10.7202/050729ar.
Dissertations / Theses on the topic "Employee shareholding":
1
Ciachir, Constantin. "Involuntary employee shareholding : a study of employee and management experiences at Royal Mail." Thesis, University of York, 2017. http://etheses.whiterose.ac.uk/20313/.
Abstract:
Although a significant body of literature on Employee Share Ownership (ESO) has been generated in the last 40 years, managers’ and employees’ experiences of shareholding have received little empirical attention. This thesis responds to this gap by presenting evidence collected through in-depth interviews with a sample of Royal Mail managers and employees about their involuntary shareholding resulting from the privatisation of the organisation. Taking an inductive thematic discursive approach, I identify key discourses illustrating employees’ experiences of involuntary shareholding, contributing to our understanding of how ESO schemes are experienced by managers and employees. I emphasise the importance of the social and organisational context in which shareholding takes place and its influence on the meaning that individuals assign to their shareholding. This thesis highlights the importance of discourse creation and circulation and its reproduction by different social groups within the organisation, which is in turn influenced by more powerful actors. The three main discourses identified are: a transformation discourse, the John Lewis discourse, and a risky business discourse. A subsequent aim of the thesis was to address the more recent plea for theoretical development in this area, thus, drawing upon theories of gift giving, I offer interpretations of employees’ accounts of their involuntary shareholding (gifted shares), identifying three main important social functions fulfilled by the free shares: an exchange trigger, a ‘perverse’ incentive, and a way of projecting a new identity. Viewing involuntary shareholding as a gift and an incentive has its limitations; I also offer a critique of this approach drawing from employment relations and sociology of work concepts. The findings of this thesis are of importance for practitioners, academic researchers as well as policy makers seeking to understand how employees experience, articulate and make sense of their involuntary shareholding and the underlying dynamics of ESO as a management discourse.
2
Pan, Huifen. "Core-Staff-Based ESOPs : a new concept of employee share ownership in China." Thesis, Université de Lorraine, 2021. http://www.theses.fr/2021LORR0022.
Abstract:
Notre recherche vise au développement des mécanismes de l’actionnariat salarié en Chine (dénommé ci-après AS). Nous tentons de combler des lacunes en connaissances, de chercher une vérité derrière des stéréotypes, de réviser les analyses de performance et d’étudier l’écologie organisationnelle du développement de l’AS dans les contextes spécifiques en Chine. À cet effet, nous construisons le cadre théorique avec les théories de l’organisation et de prise de décisions, et utilisons les techniques de grandes données pour réaliser les études empiriques. Nous relevons que la structuration isomorphique ne survient pas entre les entreprises chinoises et occidentales à cause de l’environnement spécifique en Chine. En revanche, deux mécanismes d’AS, ayant émergé pendant les différentes périodes historiques, peuvent fusionner sous un nouveau modèle dénommé « Core-staff-based ESOPs ». Étant distinct de « broad-based ESOPs » et de « executive-based ESOPs », ce mécanisme de l’AS demande la qualification des participants, impliquant la participation des administratifs supérieurs, des directeurs au niveau moyen et d’autres employés qui contribuent particulièrement à l’entreprise. Nous explorons aussi les motivations des entreprises de l’AS à travers des analyses institutionnelles, des caractéristiques d’entreprises et de performance. Nos constats rejettent les impacts coercitifs et les désirs risquophiles dans les situations peu performantes ; toutefois, ils soutiennent les effets apportés par les spécificités d’entreprises et les politiques institutionnelles. Nous contextualisons d’ailleurs le modèle des coûts d’agence sur la base des analyses en prospects. Sur la base des régressions effectuées avec 119 994 données trimestrielles du panel pendant 2006-2018, nos résultats confirment les effets positifs engendrés par les « Core-staff-based ESOPs ». Enfin, nous capitalisons les contributions des employés sous le potentiel « multi-capital », et découvrons les rôles de l’AS dans l’innovation, lequel permet aux entreprises Hi-Tech d’augmenter leurs chances de survie dans l’écosystème de l’innovationOur underlying thesis focuses on the development of employee share ownership plans in China (called ESOPs as below). We attempt to fill knowledge gaps, search for a truth behind stereotypes, revise performance analyses, and study the organizational ecology of ESOP development in the specific contexts of China. For this, we construct our theoretical framework with the theories of organizations and decision-making, and apply specific big data skills for empirical studies. Our findings reveal that isomorphic structuration has not occurred between Chinese firms and western firms due to China’s specific environments. However, two ESOP mechanisms having emerged in different periods can be merged into one new model called Core-staff-based ESOPs, because of the similarity in structures, objectives and procedures. Distinct from broad-based or executive-based ESOPs, this particular ESOP mechanism requires participants’ qualification, involving the participation of senior executives, directors at the middle level and any other employees that make particular contributions to firms. In a society where traditional values conflict with new ESOPs’ inherent properties, we explore ESOP firms’ motives with institutions, firm characteristics, and performance analyses. Our findings reject coercive impacts and risk-taking desires in worrisome situations but support the effects of firm specificities and particular institutional policies, which would have encouraged a specific group of Chinese firms to challenge. We also contextualize the agency cost model with the resource-based analyses in prospects. Based on the regressions conducted with 119994 firm-quarter panel data during 2006-2018, our results confirm the positive effects of Core-staff-based ESOPs in improving firms' performance, reducing business risks, and increasing firms' market values in the normal business situations. Finally, we capitalize employees’ contributions in the multi-capital potential and unveil the roles of “Core-staff-based ESOPs” in innovation, which enable Hi-Tech firms to increase their survival chances and enhance the innovation ecosystem’s efficiency as a whole
3
Lieutier, Jean-Philippe. "Le modèle de l'actionnariat salarié." Thesis, Aix-Marseille 3, 2011. http://www.theses.fr/2011AIX32049.
Abstract:
Les différences constatées entre les droits et obligations financiers, patrimoniaux et politiques d’un salarié actionnaire et ceux des autres actionnaires suscitent un légitime questionnement juridique. Il apparaît nécessaire de les expliquer car elles interrogent sur la cohérence d’ensemble du droit de l’actionnariat salarié. Les justifications classiquement avancées ne paraissant pas pleinement satisfaisantes, il convient donc de les dépasser.Le particularisme du statut du salarié actionnaire est ainsi attribué à l’existence d’un modèle de l’actionnariat salarié, soigneusement élaboré par le législateur et par la pratique, afin de répondre à plusieurs défis contemporains. La vérification de cette hypothèse implique d’identifier ce modèle. Une recherche en ce sens met en évidence la « double instrumentalisation » de ce type d’actionnariat partagé entre mode de rémunération et mode de gouvernance. Il est ensuite démontré que ces deux traits caractéristiques du modèle de l’actionnariat salarié ont influencé, au niveau individuel, le statut du salarié actionnaire. Son statut est alors construit autour de la volonté de transformer le principal intéressé, essentiellement, en bailleur de fonds de la société qui l’emploie et, subsidiairement, en actionnaire de contrôle. Cette conclusion offre une autre grille de lecture éclairant d’un jour nouveau le droit de l’actionnariat salarié. Cette nouvelle approche permet de fonder des propositions visant à limiter les risques financiers supportés par le salarié actionnaire et à rénover sa participation à la démocratie actionnarialeThe noticed differences between the financial, patrimonial and political rights and duties of an employee shareholder and those of the other shareholders arouse a legitimate legal questioning. It seems necessary to explain them because they question about the coherence of the whole salaried shareholding law. The justifications classically advanced don’t seem completely satisfactory, it is thus advisable to exceed them.The sense of identity of the status of the employee shareholder is so awarded to the existence of a model of the salaried shareholding, carefully elaborated by the legislator and by the practice, to answer several contemporary challenges. The check of this hypothesis implies to identify this model. A research in this way brings to light the " double instrumentalization " of this type of shareholding shared between method of payment and mode of governance. It is then demonstrated that these two characteristic features of the model of the salaried shareholding influenced, at the individual level, the status of the employee shareholder. His status is then built around the will to transform the main person interested, essentially, in financier of the company who employs him and, additionally, on shareholder of control. This conclusion offers another railing of reading enlightening in a new way the salaried shareholding law. This new approach allows establishing propositions to limit the financial risks supported by the employee shareholder and to renew its participation in the shareholder democracy
4
Pellissier, Mélody. "Droit du travail et droit des sociétés : étude d'une fragmentation disciplinaire." Electronic Thesis or Diss., Université Paris-Panthéon-Assas, 2023. http://www.theses.fr/2023ASSA0077.
Abstract:
Distinguer le droit du travail et le droit des sociétés est une habitude fortement ancrée chez le juriste. La relation qu'ils entretiennent est souvent décrite en termes d'opposition. Cependant, le principe de réalité invite davantage à la collaboration si l'on souhaite garantir la protection des personnes et favoriser l'efficacité des institutions. Cette coopération est d'ailleurs presque devenue impérative, car ces deux branches du droit n'ont pas été épargnées par deux phénomènes qui affectent l'ensemble des systèmes, a fortiori le système juridique : la fragmentation disciplinaire, engendrée notamment par la multiplication des niveaux de spécialisation, et le développement de rapports horizontaux entre différents droits spéciaux. Par conséquent, que ce soit dans l'élaboration de la norme sociale ou du droit des sociétés, des influences positives sont à l'œuvre et les points de connexion permanents : présence des salariés ou de leurs représentants au sein des organes sociétaires, transfert des contrats de travail en cas d'opérations sociétaires, prérogatives des instances de représentation du personnel lors d'une décision sociale, etc. L'évolution du droit du travail et du droit des sociétés se fait de plus en plus en miroir. Ce travail explore la diversité des phénomènes pouvant émerger de l'interaction entre le droit du travail et le droit des sociétés et s'attache particulièrement à décrire une possible coordination entre deux droits destinés à répondre à des objectifs parfois divergents, mais le plus souvent complémentairesDistinguishing between labor law and corporate law is a habit deeply rooted in legal practitioners. The relationship between the two is often described in terms of opposition. However, the principle of reality calls for more collaboration if one wishes to ensure the protection of individuals and promote the efficiency of institutions. This cooperation has indeed almost become imperative, as these two branches of law have not been spared by two phenomena affecting all systems, especially the legal system: disciplinary fragmentation, caused in particular by the multiplication of levels of specialization, and the development of horizontal relationships between different special rights. Consequently, whether in the development of social norms or corporate law, positive influences are at work and there are permanent points of connection: the presence of employees or their representatives within corporate bodies, the transfer of employment contracts in the event of corporate transactions, the prerogatives of personnel representation bodies during a social decision, etc. The evolution of labor law and corporate law is increasingly reflecting each other. This work explores the diversity of phenomena that can emerge from the interaction between labor law and corporate law and is particularly focused on describing a possible coordination between two areas of law designed to meet sometimes divergent, but most often complementary, objectives
5
Maouche, Samia. "Les moyens de défense contre les OPA hostiles." Thesis, Sorbonne Paris Cité, 2017. http://www.theses.fr/2017USPCB231.
Abstract:
Opérations particulièrement complexes, les offres publiques d'acquisition ne cessent de faire parler d'elles, plus particulièrement lorsqu'elles présentent un caractère hostile pour la société visée. De nombreux efforts législatifs ont été mis en œuvre en vue d'encadrer les OPA et de lutter contre les prises de contrôle rampantes. L'analyse du droit positif permet de mettre en lumière ces différents efforts ainsi que leur mise en œuvre à travers diverses techniques par les sociétés visées. Ces dernières ont par ailleurs développé un certain nombre de mécanismes de défense anti-OPA particulièrement efficaces, mais se révélant le plus souvent insuffisants face à l'ingéniosité dont peut faire preuve l'initiateur. Le droit positif montre ainsi ses limites face à des pratiques qui ne cessent d'évoluer. L'analyse prospective du droit anti-OPA permet d'observer les nouvelles mutations que subit le droit positif au regard des nouveaux enjeux économiques. Elle permet également d'envisager de nouveaux modes d'appréhension des OPA hostiles. Il est ainsi possible d'observer que le gouvernement d'entreprise prend une place considérable dans la vie des sociétés cotées. De même, la montée en puissance de la régulation et l'interventionnisme de l’État sont de plus en plus marqués ; et les salariés s'impliquent de plus en plus dans la gestion de l'entreprise. L'ensemble de ces paramètres marquent un glissement progressif vers une réorganisation du mode de fonctionnement des sociétés, ce qui a amené au développement du soft law, un droit à la frontière du droit positif et des pratiques des sociétés. Le soft law constitue à ce titre une approche inédite des OPA hostiles, dont l'analyse permet de cerner les apports liés à la mutation du droit positif et d'envisager l'émergence de nouveaux moyens de défense. Celui-ci doit toutefois demeurer complémentaire au cadre législatif et réglementaire existantNo abstract
6
Костюк, О. М., С. М. Козьменко, R. Apreda, and О. В. Костюк. "Employee shareholding: the case of Ukraine." Thesis, 2007. http://essuir.sumdu.edu.ua/handle/123456789/60841.
Abstract:
Попередні розслідування щодо корпоративної власності в Україні, проведені компанією
дослідники, просто проаналізували механізми корпоративного управління в Україні та Росії
не намагався з'ясувати, який тип власника найефективніший в Україні, тобто
працівники, керівники, іноземні інституційні акціонери, українська фінансовапромислова
групиPrevious investigations of corporate ownership in Ukraine, undertaken by researchers, just analyzed the corporate governance mechanisms in Ukraine and did not try to find out, what the type of owner is the most efficient in Ukraine, i.e. employees, executives, foreign institutional shareholders, Ukrainian financialindustrial groups.
7
Ngomane, Fortunate Nomxolisi. "The rebellious and ungovernable Barberton community against Barberton Mines (Pty) Ltd." Diss., 2019. http://hdl.handle.net/10500/25712.
Abstract:
Text in EnglishThis is a study of community protest against Barberton Mines (Pty) Ltd. It is a study of conflict and conflict resolutions. Barberton Mines (Pty) Ltd is one of the three gold mining companies in Barberton, and is in dire need of a bankable community/stakeholder relation management strategy, which should at least reduce, if not eliminate, the endless violent community protests against its operations. Methodologically, the study is predicated on a qualitative approach backed by oral interviews and the use of a survey. The study reveals that as much as the community appreciates Barberton Mines for its delivery in socio-economic development initiatives, Barberton Mines’ recruitment and procurement departments are not doing any justice in terms of preferred policy in favour of the locals/Barberton community. This is a key source of conflict. The results also reveal that the Barberton Mines Transformation Trust (BMTT), a vehicle established for socioeconomic development in Barberton, is considered to be ineffective by the community and is one of the causes of the conflict. The resolutions of the conflict include the effective implementation of the mining legislation and unrolling of the Mining Charter. The effectiveness and lack thereof of these conflict resolutions are subjected to analysis in this study.
Development Studies
M.A. (Development Studies)
Books on the topic "Employee shareholding":
1
Bell, D. Wallace. Profit sharing and employee shareholding register. London: Involvement and Participation Association, 1990.
2
Michael, Poole. The origins of economic democracy: Profitsharing and employee-shareholding schemes. London: Routledge, 1989.
3
Poole, Michael. The origins of economic democracy: Profit-sharing and employee-shareholding schemes. London: Routledge, 1989.
4
Michael, Poole. The impact of economic democracy: Profit-sharing and employee-shareholding schemes. London: Routledge, 1990.
5
Jarvis, Claire M. Employee shareholding: A company attitude survey and management implications. Bradford, 1985.
6
Jenkins, Glenville, and Michael Poole. Impact of Economic Democracy: Profit-Sharing and Employee-Shareholding Schemes. Taylor & Francis Group, 2011.
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Jenkins, Glenville, and Poole Michael. Impact of Economic Democracy: Profit-Sharing and Employee-Shareholding Schemes. Taylor & Francis Group, 2013.
8
Jenkins, Glenville, and Poole Michael. Impact of Economic Democracy: Profit-Sharing and Employee-Shareholding Schemes. Taylor & Francis Group, 2013.
9
Jenkins, Glenville, and Poole Michael. Impact of Economic Democracy: Profit-Sharing and Employee-Shareholding Schemes. Taylor & Francis Group, 2013.
10
Jenkins, Glenville, and Poole Michael. Impact of Economic Democracy: Profit-Sharing and Employee-Shareholding Schemes. Taylor & Francis Group, 2013.
Book chapters on the topic "Employee shareholding":
1
"Employee Shareholding." In Concise Encyclopaedia of Participation and Co-Management, 305–17. De Gruyter, 1992. http://dx.doi.org/10.1515/9783110884807-039.
2
Elouadi, Sara. "Employee Ownership in Morocco." In Corporate Leadership and Its Role in Shaping Organizational Culture and Performance, 156–73. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-5225-8266-3.ch008.
Abstract:
The aim of this work is to carry out an exploratory study on the situation of employee share ownership in Morocco in order to detect the effects induced by ownership on motivation, organizational involvement, and the intention to leave. To this end, the authors have used agency theory, which offers an interesting framework for analyzing the practice of employee share ownership, and they have proposed a synthesis of empirical work on the organizational effects of property. Subsequently, they set out their empirical approach in order to explain the progress of the field survey, which relates to the description of the situation of employee shareholding in Morocco. The results obtained confirm the empirical studies analyzed and show that employee share ownership improves the feeling of belonging to the company, motivation, and organizational involvement. On the other hand, ownership makes it possible to lower the departure intention of employee shareholders.
3
Elouadi, Sara, and Meriem El Kerbani. "Exploratory Study of the Attitudinal Effects of Employee Shareholding in Morocco." In Advances in Business Strategy and Competitive Advantage, 123–45. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8557-3.ch007.
Abstract:
The authors conducted an empirical study in the form of a questionnaire distributed to Moroccan employees. It was completed by 217 employees and relates to the year 2020. The data collected was analyzed by the method of structural equations. The authors continued the methodology of Anderson and Gerbing. The two authors proposed a two-step analysis method. This first involves performing a confirmatory analysis of the measurement model to improve its convergent validity and discriminant validity. The results of the questionnaire survey show that there is a positive and strong link between employee share ownership on the one hand and work motivation and organizational involvement on the other. Also, the tests carried out show that employee share ownership contributes significantly to reducing the departure intention.
4
"Profit sharing and employee shareholding in Ireland – a review." In Economic Democracy and Financial Participation, 207–27. Routledge, 2002. http://dx.doi.org/10.4324/9780203026359-14.
5
Elouadi, Sara. "The Promotion of Partnership Value Through Employee Share Ownership and Customer Share Ownership." In Corporate Governance Models and Applications in Developing Economies, 192–204. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9607-3.ch010.
Abstract:
This chapter proposes an enriched analysis of value creation seeking to integrate all the stakeholders. To this end, they suggest two practices that counterbalance the power of shareholders and managers by allowing other stakeholders to exercise political and financial power. They are interested in employee share ownership and customer shareholding. In fact, the property grants customers and employees the superior status of the shareholder in order to enjoy a higher power likely to limit the attempts of managerial entrenchment and shareholder supremacy.
6
Errommani, Houssam, and Hicham Elbouanani. "Analysis of the Effects of Employee Share Ownership on the Creation of Financial Value of Moroccan Companies Listed on the Stock Exchange." In Advances in Business Strategy and Competitive Advantage, 103–22. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8557-3.ch006.
Abstract:
Employee share ownership (ESOP) is a highly acclaimed international incentive and motivation mechanism for employees thanks to its virtuous impact on company performance and organizational behavior. The work proposes to study the effects of this practice on the financial performance of Moroccan companies in order to assess the impact of employee participation on the creation of financial value. To this end, the authors conducted an empirical study based on two analytical methods using SPSS software. The sample is made up of 33 companies that have published and carried out at least one employee shareholding operation in Morocco since their IPO. The financial data was extracted from the accounting statements of each company for the period from 2015 to 2019. The results show that ESOP is weakly practiced by companies, and the tests do not allow to confirm of the existence of its impact on the performance of the companies studied.
7
Wen, Yun. "Ownership, Management, and Labor Discipline." In The Huawei Model, 143–76. University of Illinois Press, 2020. http://dx.doi.org/10.5622/illinois/9780252043437.003.0006.
Abstract:
This chapter examines Huawei’s ownership structure and its controversial managerial and labor policies. Huawei’s experiments in designing its employee-shareholding ownership structure can be viewed a result of an organizational innovation in the context of China’s corporatization and ownership diversification reforms. To capture the complicated process of class restructuring and labor relations in a transnationalized production system, this chapter also provides an analysis of Huawei’s labor practices, including its procurement practices, training systems, hierarchical job structure, divisive salary regime, and “soft management” skills. The relentless practices and coercive modes of labor control reveal the capital-labor tensions.
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Peter, Whelan. "Justifying in Principle the 100% Shareholding Presumption: An Alternative (Proportionality-Focused) Assessment." In Parental Liability in EU Competition Law. Oxford University Press, 2023. http://dx.doi.org/10.1093/law-ocl/9780198844839.003.0020.
Abstract:
The previous chapter presented a supportable argument that the 100% shareholding presumption is irrebuttable, irrespective of contrary claims in EU-level jurisprudence. If this is accepted, then on the specific legal terms articulated by the EU Courts, the said presumption would violate the right to be presumed innocent and thus be illegitimate under this monograph’s fourth legitimacy criterion (‘legality’). The qualifier just employed—‘the specific terms articulated by the EU Courts’—is important. It is arguable that the EU Courts, whilst influenced by the European Court of Human Rights (ECtHR), have gone further than the ECtHR’s position regarding presumptions, as for them rebutability is not one of many relevant—but not necessarily determinative—factors applicable to a proportionality test; instead, in EU law, rebutability is a determinative issue. If this argument is correct, then any prima facie interference with the presumption of innocence by the 100% shareholding presumption could be legally acceptable if the ECtHR approach to presumptions is fully adopted by the Courts. Two issues should thus be analysed to conclude this monograph’s fourth legitimacy criterion: (i) whether it is true that rebutability of a presumption is not determinative of its lawfulness under ECtHR jurisprudence; and (ii) if so, whether the 100% shareholding presumption would pass a proportionality test that does not require rebutability to be legally acceptable. These issues are examined in turn to see if, on an alternative reading of the legal rules on presumptions, the 100% shareholding may be acceptable under the criterion of legality.
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Mayer, Colin. "Owning the Problem." In Capitalism and Crises, 115–44. Oxford University PressOxford, 2024. http://dx.doi.org/10.1093/oso/9780198887942.003.0006.
Abstract:
Abstract Ownership of business is conventionally considered a property right. It confers considerable authority on the providers of finance. However, it has become less appropriate as firms’ dependency on other resources has increased. The alternative stakeholder approach of conferring rights on other parties is widely advocated but has been a source of confusion and proven complex to implement. Instead of diluting accountability to shareholders, the responsibilities as well as rights of shareholders should be recognized. Those responsibilities derive from the firm being part of a system. Owners of firms are owners of a part of the broader system in which the firm resides. They therefore have responsibilities to contribute to the resolution of the system’s problems, as well as rights to financial claims over private property. A plurality of forms of ownership is required to solve the multiplicity of problems that exist in the system. Consistent with this is the large variety of forms of ownership observed around the world. These extend from the Anglo-American widely dispersed stock market listed companies to the more commonly observed parallel forms of stable concentrated and dispersed ownership. Family and state ownership are prevalent forms of concentrated shareholdings around the world, together with employee and foundation ownership in some countries. The parallel system combines stable, long-term shareholdings exposed to firm-specific risks with universally diversified, liquid shareholdings that are subject to global systemic rather than specific risks. They therefore perform different functions in the financing and governance of firms.
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Ghosh, Sohini, and Sraboni Dutta. "M&A Deals and Corporate Governance Framework." In Foreign Direct Investments, 1581–92. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2448-0.ch070.
Abstract:
The escalating importance of mergers and acquisitions (M&A) has coincided with concerns about corporate governance issues. This article investigates how corporate governance mechanisms along with firm-specific control variables impact performance during M&A deals occurring between 2000-2012 in acquiring Indian telecom companies. In this research, firm performance has been measured via accounting based, market based and qualitative performance dimensions, represented by Return on Capital Employed (ROCE), Tobin's Q and Human Capital Return on Investment (HCROI) respectively. Panel data regression techniques was employed for the analysis. The learning from this study reveals that board size and firm size have significant positive relationships with ROCE and HCROI. Chairperson-CEO duality also has positive significant association with ROCE. Shareholding percentage of institutional investors was found to have a significant negative relationship with HCROI. Board independence, firm size and market share significantly affect Tobin's Q.