The beneficiaries of employee ownership: Managers or non-managers?

Article Abstract:

An analysis of NVC Australia Pty. Ltd. is undertaken to determine who benefits when a conventional organization is changed to be employee-owned. Specifically, changes in four managerial prerogatives - distribution of power, access to information, distribution of rewards, and working conditions - are examined, to determine whether shifts in these dimensions have occurred for non-managers relative to managers. Results of the analysis show that both managers and non-managers gain considerably in absolute terms and, in relative terms, there are mixed results of the conversion to employee ownership. Non-managers make fundamental relative gains in terms of staff meetings and shareholdings, because non-managers out number managers and can dominate decision making. On the other hand, managers still retain a powerful position because of their control of information and their knowledge of the operations of the organization.

Australia, Case studies, Employee ownership, NVC Australia Proprietary Ltd.

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Expert systems and organizational decision making

Article Abstract:

The elements needed to develop expert systems are described. The advantages and limitations of expert systems in use are discussed. Expert systems can screen alternative solutions and can cope with decision complexity. The chief benefits of expert systems are that they speed up problem solving and help to provide more consistent decision making.

Decision-making, Decision making, Software, Expert systems

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Employee workplace effectiveness: Implications for performance management practices and research

Article Abstract:

Organizations can become more adaptable to turbulent conditions by focusing on citizenship and ethics. A holistic model for improving workplace effectiveness is proposed that includes performance in the overlapping domains of citizenship, emotions and ethics.

Organizational research, Employee performance

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