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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

Kaarsemaker, E.C.A. and Poutsma, E. (2006) 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. Economic and Industrial Democracy, 27 (24). pp. 669-685. ISSN 0143-831X

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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.

Item Type: Article
Institution: The University of York
Academic Units: The University of York > The York Management School
Depositing User: York RAE Import
Date Deposited: 04 Jun 2009 11:29
Last Modified: 04 Jun 2009 11:29
Published Version: http://dx.doi.org/10.1177/0143831X06069009
Status: Published
Publisher: SAGE Publications (UK and US)
Identification Number: 10.1177/0143831X06069009
URI: http://eprints.whiterose.ac.uk/id/eprint/6025

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