Suchergebnisse

The main objective of this contribution is to provide an account of the development during the 1990s of what has been called PEPPER. PEPPER is an acronym used by the European Commission that stands for Promotion of Employee Participation in Profit and Enterprise Results (including equity). This paper is based on a review of available international research and publications and interviews with country-experts. It makes an attempt to present a systematic overview of existing forms of employee financial participation and the preconditions for its existence. Special attention is given to the policies of governments of the EU Member States and the views of social partners that support or hinder the development of financial participation in Europe.

This article presents an overview of participation schemes in companies in different European countries. It analyses the interrelationships between two forms of participation schemes: first, schemes for direct participation of employees, namely consultation and delegation both on individual and group level; and second, schemes for financial participation, namely employee ownership and profit sharing. We discuss the background to the diversity in practices by analysing survey data of establishments in ten European countries.

This article presents an overview of participation schemes in companies in different European countries. It analyses the interrelationships between two forms of participation schemes: first, schemes for direct participation of employees, namely consultation and delegation both on individual and group level; and second, schemes for financial participation, namely employee ownership and profit sharing. We discuss the background to the diversity in practices by analysing survey data of establishments in ten European countries. (Economic and Industrial Democracy / FUB)

This article embeds employee ownership within a strategic human resource management (SHRM) framework, and in so doing, aims to redress in part a lack of attention in previous employee ownership and SHRM literatures. The study extends the configurational approach to SHRM to include the construct of the workforce philosophy as the factor that determines the coherence of HRM systems. Companies that have employee ownership as a central element and core HRM practice should do two things in order to ensure that their HRM system is coherent and potentially a high-performance work system (HPWS). First, these firms should propagate the idea that employees deserve to be co-owners and take employees seriously as such. Second, the HRM system should reflect this workforce philosophy: the HRM system should contain HRM practices that mirror the rights that make up the very construct of 'ownership'. The core HRM practices of the 'ownership-HPWS', in addition to employee ownership, are: participation in decision-making, profit sharing, information sharing, training for business literacy and mediation.