The fit of employee ownership with other human resource management practices: Theoretical and empirical suggestions regarding the existence of an ownership high-performance work system

E.C.A. Kaarsemaker; E. Poutsma

doi:10.1177/0143831X06069009

The fit of employee ownership with other human resource management practices: Theoretical and empirical suggestions regarding the existence of an ownership high-performance work system

E.C.A. Kaarsemaker, E. Poutsma

The York Management School

Research output: Contribution to journal › Article › peer-review

Abstract

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.

Original language	English
Pages (from-to)	669-685
Number of pages	16
Journal	Economic and Industrial Democracy
Volume	27
Issue number	24
DOIs	https://doi.org/10.1177/0143831X06069009
Publication status	Published - 2006

Access to Document

10.1177/0143831X06069009

http://dx.doi.org/10.1177/0143831X06069009

Cite this

@article{7f41829be7fa4106868ad28461f2e2ae,

title = "The fit of employee ownership with other human resource management practices: Theoretical and empirical suggestions regarding the existence of an ownership high-performance work system",

abstract = "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 {\textquoteleft}ownership{\textquoteright}. The core HRM practices of the {\textquoteleft}ownership-HPWS{\textquoteright}, in addition to employee ownership, are: participation in decision-making, profit sharing, information sharing, training for business literacy and mediation.",

author = "E.C.A. Kaarsemaker and E. Poutsma",

year = "2006",

doi = "10.1177/0143831X06069009",

language = "English",

volume = "27",

pages = "669--685",

journal = "Economic and Industrial Democracy",

issn = "0143-831X",

publisher = "SAGE",

number = "24",

}

TY - JOUR

T1 - The fit of employee ownership with other human resource management practices

T2 - Theoretical and empirical suggestions regarding the existence of an ownership high-performance work system

AU - Kaarsemaker, E.C.A.

AU - Poutsma, E.

PY - 2006

Y1 - 2006

N2 - 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.

AB - 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.

U2 - 10.1177/0143831X06069009

DO - 10.1177/0143831X06069009

M3 - Article

SN - 0143-831X

VL - 27

SP - 669

EP - 685

JO - Economic and Industrial Democracy

JF - Economic and Industrial Democracy

IS - 24

ER -