ESOPs: fables no longer
Article Abstract:
An increasing number of UK companies have implemented employee share ownership programs (ESOP). An estimated 1.5 people in England now own stock in the companies for which they work. ESOPs are seen as a way of motivating employees, offer tax benefits, and are a means of raising capital for employers. A financial institution for Britain's trade unions, Unity Trust, designed a model employee equity plan after studying existing ESOPs in the US and Europe. The Unity Trust model has so far been used to establish ESOPs at several British companies. Under the terms of the plan, the company's employee benefit trust borrows money to buy shares from existing stockholders. The company makes an annual, tax-deductible contribution to its profit sharing trust. The deduction is then used to purchase shares from the employee benefit trust. Shares are then distributed to qualified employees.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1988
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The company in the year 2000
Article Abstract:
A European response to technological advances and productivity rates is suggested. Three main business environment features are identified: (1) intensive competition, (2) technological change, and (3) continued uncertainty and turbulence. Seven challenges to personnel managers are identified in coping with the business environment's demands: (1) securing and mobilizing quality staff, (2) promoting 'flatter' management structures and decentralization, (3) accelerating development of effective human resources management and leadership practices, (4) promoting the development of a healthy and dynamic corporate culture, (5) ensuring discipline and a sense of realism while encouraging freedom, openness, and initiative, (6) improving communications and staff training, and (7) modifying work arrangements to meet needs of individuals and teams.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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Cutting out management overlap
Article Abstract:
A 'work levels' approach to reorganizing the management structure of an organization is described. Many organizations have too many layers of management, which results in confusion over responsibilities, delays in decision-making, and personality clashes. The work levels approach to organization recognizes five levels of work within any organization. In order of ascending importance, these levels are described as prescribed output, situational response, systematic provision, comprehensive provision, and field coverage. Examples are provided of how the work levels scheme can be applied to factory, social service, and commercial organizations.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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