Managerial Perceptions of the Economic Impact of Labor Relations Programs

Voos, Paula B.

doi:10.2307/2523286

Cited by 25 publications

(21 citation statements)

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“…Katz and others (Katz, Kochan, and Gobeille 1983;Katz, Kochan, and Weber 1985;Katz, Kochan, and Keefe 1987), looking at the auto industry in the late 1970s and very early 1980s, report that product quality improvements associated with more intensive QWL programs were no greater than those associated with less intensive QWL programs. Based on her 1984 analysis of unionized companies in Wisconsin, Voos (1987) reports that nearly all kinds of participation programs have positive effects on quality. In my 1989 study, I found that the effects of joint union-management participation programs on quality vary and that positive effects are dependent on a number of factors that shape the intensity of participation efforts.…”

Section: Industrial and Labor Relations Reviewmentioning

confidence: 99%

Product Quality Improvement through Employee Participation: The Effects of Unionization and Joint Union-Management Administration

Cooke¹

1992

ILR Review

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This study investigates the effectiveness of employee participation in achieving product quality improvement in union versus nonunion settings and in programs unilaterally administered by management versus programs with joint union-management administration. An analysis of data from two surveys of manufacturing firm managers suggests that among unionized firms, those with jointly administered programs achieved significantly greater improvements in product quality than did those with more traditional, adversarial collective bargaining relationships (that is, with no participation programs), but those with programs administered solely by management fared no better than those with no programs. The gains associated with jointly administered programs in unionized firms were at least equal to the gains associated with participation programs in nonunion firms.

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Section: Industrial and Labor Relations Reviewmentioning

confidence: 99%

Product Quality Improvement through Employee Participation: The Effects of Unionization and Joint Union-Management Administration

Cooke¹

1992

ILR Review

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“…However, three of the four performance indicators (on-the-job performance, quality, and cost) are usually tracked in firms and the post-ESOP changes should be salient to respondents. Not only have several researchers successfully utilized perceptual performance data in their work (Delaney and Huselid, 1996;Harel and Tzafrir, 1999;Voos, 1987), there is also evidence which supports a positive correlation between measures of perceived organizational performance and objective measures of firm performance (Dess and Robinson, 1984;Dollinger and Golden, 1992;Powell, 1992). In order to increase the validity of responses to the questions in the survey (particularly surrounding the issue of firm performance), the analysis only included surveys that were completed by respondents who had been with the firm since the inception of the ESOP.…”

Section: Esop Firmsmentioning

confidence: 99%

Examining structure and process in ESOP firms

2005

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2002),"ESOPs and employee attitudes: The importance of empowerment and financial value", Personnel Review, Vol. 31 Iss 1 pp. 9-26 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -To examine the role of three employee-owner attributes (i.e. the level of employee influence in decision making, the amount of Employee Stock Ownership Plan (ESOP) information given to employee-owners, and the extent to which the ESOP design provides employee-owners with equity possession) in predicting variance in managerial perceptions of ESOP firm performance. Design/methodology/approach -Survey responses from management at 61 ESOP firms in the United States are analyzed. Based upon the ESOP literature, "ownership" is conceptualized as a multidimensional construct consisting of rights to influence, information, and equity. This framework is the foundation for several hypotheses linking ownership attributes and firm performance. Findings -Utilizing hierarchical regression analysis, we found that employee influence in operational decisions and information sharing with employee-owners has a positive impact on managerial perceptions of firm performance. Equity possession appears to be only significant when ESOP information sharing with is low. Research limitations/implications -This is a cross-sectional study of management respondents. Future researchers should include employees and managers, gather objective firm performance data, and refine the measures of employee influence, information sharing, and equity possession. Practical implications -Managers interested in improving the economic performance of ESOP firms should increase opportunities for employee operational influence, as well as developing extensive ESOP communication programs. Policy makers may need to provide stronger guidance to employers regarding employee-owner equity possession. Originality/value -This paper furthers our understanding of the role that employee ownership attributes play in ESOP firm effectiveness.

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“…Income tax is withheld at source on receipt of the amounts awarded under Profits and Earnings-Sharing Schemes, separate from other income received during the month (Della Rosa (2000); Garrido (1999)). (Hatcher & Ross (1991); Kaufman (1992); Schuster (1983);Voos (1987)) and the factors infl.uencing these results (Bullock & Tubbs (1990);Cooper , Dyck & Frohlich (1992); Gowen & J ennings (1991); Kim (1996); Kim & Voos (1997); Rosenberg & Rosenstein (1980) ; White (1979 ) According to a t heoretical review of these articles, taking an article by Kim (1996) as the basic reference, t he independent variables explaining upgrades in op erating performance are the following:…”

Section: Profits or Earnings-sharing In Brazilmentioning

confidence: 99%

Factors That Influence Operating Performance Through the Use of Earnings or Gainsharing Plans: Evidence in Brazil's Chemical Industry

Basso

Teixeira

Martin

2005

REMEF

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The purpose of this Paper is to study: 1) Employee incentive programs, more specifically Gainsharing schemes in the Brazilian chemical industry; 2) Factors with positive effects upgrading the operating performance of the organizations that adopt them. The operating performance includes the following dependent variables: better quality; higher productivity; lower production costs; streamlined production process; and higher average bonus rates paid to the employees. The independent variables analyzed in this study were: employee involvement; method of measuring productivity; consultant involvement; bonus payments; employee votes; financia! situation in the company; trade union support and involvement. The findings of an analysis of the data covering llO companies through the Probit multivariate analysis proves the hypothesis that incentive programs have positive effects on managerial perceptions of the improvement in corporate operating performances. ResumenEste trabajo tuvo el propósito de estudiar: 1) los programas de incentivos ofrecidos a los empleados, la Participación en las Ganancias o Resultados y la Participación en los Resultados en las industrias químicas brasileñas 2) Los factores que influencian positivamente la mejora del desempeño operativo de las organizaciones que los adoptan. El desempeño operativo contempla las siguientes variables dependientes: mejora d e la calidad, mejora de la productividad, reducción de los costos de producción, mejora del proceso productivo e índice promedio de pago de bonos a los empleados. Las variables independientes consideradas en este estudio fueron: involucración del empleado, método de medición de la productividad, * Pós-Gradua<;ao em Administrac;ao, Mackenzie Presbyterian University. Ruada Consola<; iio, 930. 7 andar. Sala 76. Consola<;iio. Sao Paulo-SP. CEP 01302-907. Telephone : (55)(1l) 3236-8597.

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Managerial Perceptions of the Economic Impact of Labor Relations Programs

Cited by 25 publications

References 0 publications

Product Quality Improvement through Employee Participation: The Effects of Unionization and Joint Union-Management Administration

Product Quality Improvement through Employee Participation: The Effects of Unionization and Joint Union-Management Administration

Examining structure and process in ESOP firms

Factors That Influence Operating Performance Through the Use of Earnings or Gainsharing Plans: Evidence in Brazil's Chemical Industry

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