This source preferred by Dermot McCarthy

Authors: McCarthy, D. and Palcic, D.

http://eprints.bournemouth.ac.uk/20405/

Journal: International Journal of Human Resource Management

Volume: 23

Issue: 17

Pages: 3710-3724

ISSN: 0958-5192

DOI: 10.1080/09585192.2012.655762

Large-scale Employee Share Ownership Plans (ESOPs) have been a distinctive characteristic of Irish public enterprise reform, with shareholdings of 14.9 per cent being allocated to employees as part of firm restructuring and privatisation programmes. This paper presents a case study analysis of a large-scale ESOP in Eircom, Ireland’s former national telecommunications operator. We identify changes in labour productivity during the eight years before and after the establishment of the company’s ESOP and use a framework based on Pierce et al. (2001, 1991) to explore the role played by the ESOP. The ESOP was found to play a key role in enabling firm-level reform through concession bargaining and changes in employee relations, and thereby indirectly affecting labour productivity. However, despite the substantial shareholding and influence of the ESOP, we find it has failed to create a sense of psychological ownership among employees, and thereby further impact on productivity

This data was imported from Scopus:

Authors: McCarthy, D. and Palcic, D.

http://eprints.bournemouth.ac.uk/20405/

Journal: International Journal of Human Resource Management

Volume: 23

Issue: 17

Pages: 3710-3724

eISSN: 1466-4399

ISSN: 0958-5192

DOI: 10.1080/09585192.2012.655762

Large-scale employee share ownership plans (ESOPs) have been a distinctive characteristic of Irish public enterprise reform, with shareholdings of 14.9% being allocated to employees as part of firm restructuring and privatisation programmes. This paper presents a case study analysis of a large-scale ESOP in Eircom, Ireland's former national telecommunications operator. We identify changes in labour productivity (LP) during 8 years before and after the establishment of the company's ESOP and use a framework based on Pierce, Rubenfeld and Morgan (1991, The Academy of Management Review, 16, 121-144) and Pierce, Kostova and Dirks (2001, Academy of Management Review, 26, 298-310) to explore the role played by the ESOP. The ESOP was found to play a key role in enabling firm-level reform through concession bargaining and changes in employee relations, and thereby indirectly affecting LP. However, despite the substantial shareholding and influence of the ESOP, we find that it has failed to create a sense of psychological ownership among employees, and thereby further impact on productivity. © 2012 Copyright Taylor and Francis Group, LLC.

This data was imported from Web of Science (Lite):

Authors: McCarthy, D. and Palcic, D.

http://eprints.bournemouth.ac.uk/20405/

Journal: INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT

Volume: 23

Issue: 17

Pages: 3710-3724

eISSN: 1466-4399

ISSN: 0958-5192

DOI: 10.1080/09585192.2012.655762