The impact of large-scale employee share ownership plans on labour productivity: The case of Eircom
Authors: McCarthy, D. and Palcic, D.
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
Abstract: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.
http://eprints.bournemouth.ac.uk/20405/
Source: Scopus
The impact of large-scale employee share ownership plans on labour productivity: the case of Eircom
Authors: McCarthy, D. and Palcic, D.
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
http://eprints.bournemouth.ac.uk/20405/
Source: Web of Science (Lite)
The Impact of Large-scale Employee Share Ownership Plans on Labour Productivity: The Case of Eircom
Authors: McCarthy, D. and Palcic, D.
Journal: International Journal of Human Resource Management
Volume: 23
Issue: 17
Pages: 3710-3724
ISSN: 0958-5192
DOI: 10.1080/09585192.2012.655762
Abstract: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
http://eprints.bournemouth.ac.uk/20405/
Source: Manual
Preferred by: Dermot McCarthy