Employee Ownership and High-Performance Work Systems in Context
Paul E. M. Ligthart and
Eric C. A. Kaarsemaker
A chapter in Sharing in the Company, 2017, vol. 17, pp 5-22 from Emerald Publishing Ltd
Abstract This chapter addresses employee ownership within a strategic human resource management (SHRM) framework that has gained increased attention. The study extends the configurational approach to SHRM and argues that the construct of the workforce philosophy is the primary factor that determines the coherence of HRM systems. In other words, the workforce philosophy propagates the idea that employees both deserve to be co-owners and must be taken seriously as such. In addition, the chapter argues that the HRM system should reflect this workforce philosophy: the HRM system should contain HRM practices that mirror the rights that comprise the very construct of “ownership.” We present the possible core HRM practices of the “ownership high-performance work system (O-HPWS),” which, similar to employee ownership, produces favorable outcomes. The chapter also addresses the important mediating role of employees’ perception and attributions related to employee share ownership in the relationship of the HRM system (with employee share ownership) to favorable outcomes.
Keywords: Employee ownership; high-performance work systems; human resource management; organizational effectiveness; strategic human resource management; J51; J54; J83; M12; P13; P16 (search for similar items in EconPapers)
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