All for one and one for all: A mechanism through which broad-based employee stock ownership and employee-perceived involvement practice create a productive workforce

dc.contributor.authorKim, Andrea
dc.contributor.authorHan, Kyongji
dc.date.accessioned2022-06-14T20:28:07Z
dc.date.available2022-06-14T20:28:07Z
dc.date.issued2019-02-27
dc.description.abstractDrawing on social identity theory, this research frames a multimediational model that delineates how broad-based employee stock ownership (BESO) and employee-perceived involvement practice in tandem yield a productive workforce at the organization level. In our theoretical model, we propose that social cohesion and voluntary turnover are collective attitudinal and behavioral outcomes resulting from the shared perception of we-ness that employees experience through both participatory practices. Our path analysis of a multisource, time-lagged dataset from 176 large U.S. companies revealed the sequential mediating roles of social cohesion and voluntary turnover between these organizational practices and labor productivity. Our theoretical claims and empirical evidence will contribute to a systematic understanding of how and why BESO and employee involvement leverage greater organizational productivity from employees.en_US
dc.identifier.citationKim, A., & Han, K. (2019). All for one and one for all: A mechanism through which broad-based employee stock ownership and employee-perceived involvement practice create a productive workforce. Human Resource Management, 58(6), 571-584. https://doi.org/10.1002/hrm.21958en_US
dc.identifier.doi10.1002/hrm.21958
dc.identifier.urihttps://hdl.handle.net/2104/12103
dc.publisherWiley Online Libraryen_US
dc.titleAll for one and one for all: A mechanism through which broad-based employee stock ownership and employee-perceived involvement practice create a productive workforceen_US
dc.typeArticleen_US

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