How employees respond to profit sharing

Article Abstract:

A study of British employee attitudes about profit-sharing and employee shareholding arrangements is described. Concentration was on the ways in which financial participation relates to company style and personnel policies, and evaluation of case studies in 22 major UK firms. Employees were generally found to support profit sharing arrangements as long as the programs were open to a large percentage of the firms' personnel. Just over 40% of those contacted supported arrangements which were cash-based, 25% preferred share-based schemes, and 24% liked the idea of mixing share and cash arrangements. Findings indicate that the main benefit to the company of profit-sharing and employee share ownership arrangements is in fostering an improved organizational 'climate' and better worker attitudes. Actual employee behavior is not likely to be affected.

Research, Employee stock options, Profit sharing

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Human resource management and the theory of rewards: evidence from a national survey

Article Abstract:

A study into the use of reward policies for employees in UK companies found they were not widespread. Some 54% of participants used a rewards system to help improve customer service whilst 52% used it to increase productivity. Private sector companies are more likely to introduce performance-related pay systems particularly those which are expanding their operations. Legislation applied to public sector organisations tended to exclude the introduction of reward systems, such as profit-sharing. The study was based on the results of 909 questionaries, some 30.3% of all those polled.

Public opinion, Wage payment systems, Workers

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Developments in human resource management in manufacturing in modern Britain

Article Abstract:

Industry in the UK has evolved similar development and training methods, regardless of service or manufacturing orientation. Manufacturing industries are more likely to have involvement with trade unions. Non-manufacturing companies encourage productivity through pay based schemes, such as share allocations and performance related bonuses. The UK has seen a rise in the number of part-time workers, while reducing its skilled workforce base leading to a greater similarity between manufacturing and non-manufacturing industries.

Management Skills, Management, Manufacturing industry, Manufacturing industries, Career development, Management techniques, Industry, Industries

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