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Employee Ownership, Employee Attitudes, and Firm Performance

Kruse, Douglas; Blasi, Joseph R. - 2021

Employee ownership in U.S. companies has grown substantially in the past 20 years. This paper reviews and provides some meta-analyses on the accumulated evidence concerning the prevalence, causes, and effects of employee ownership, covering 25 studies of employee attitudes and behaviors, and 27...

Persistent link: https://www.econbiz.de/10013225135

Employee Response to Compulsory Short-Time Work

Fuchs, Victor R.; Jacobsen, Joyce P. - 2021

This paper reports the results of a survey of over 1500 employees who faced compulsory reductions of 10 percent in hours of work and earnings during the second half of 1985. The workers were asked how they used the free time and how they viewed the program, and their answers were analyzed in...

Persistent link: https://www.econbiz.de/10013239371

Creative Destruction and Subjective Wellbeing

Aghion, Philippe - 2015

In this paper we analyze the relationship between turnover-driven growth and subjective wellbeing, using cross-sectional MSA level US data. We find that the effect of creative destruction on wellbeing is (i) unambiguously positive if we control for MSA-level unemployment, less so if we do not;...

Persistent link: https://www.econbiz.de/10013024862

What Makes Them Tick? Employee Motives and Firm Innovation

Sauermann, Henry - 2015

We examine the impact of individual-level motives upon innovative effort and performance in firms. Drawing from economics and social psychology, we develop a model of the impact of individuals' motives and incentives upon their innovative effort and performance. Using data on over 11,000...

Persistent link: https://www.econbiz.de/10012750025

Capital Structure and a Firm's Workforce

Matsa, David A. - 2018

firm's workforce on its capital structure. For instance, high leverage often makes managing labor more difficult by … undermining employees' job security and increasing the need for costly workforce reductions. But firms can also use leverage to … needs and management of their workforce when making financing decisions …

Persistent link: https://www.econbiz.de/10012909869

Analyzing the Aftermath of a Compensation Reduction

Sandvik, Jason - 2019

Firms rarely cut compensation, so little is known about the after-effects when compensation reductions do occur. We use commission reductions at a sales firm to estimate how work effort and turnover change. In response to an 18% decline in sales commissions, corresponding to a 7% decline in...

Persistent link: https://www.econbiz.de/10012897881

Who's the Boss? The Effect of Strong Leadership on Employee Turnover

Carter, Susan - 2016

Despite the importance placed on supervision in the workplace, little is known about the effects of a boss' leadership … region, high SAT, and undergraduate institution as their bosses who also have strong leadership qualities retain at the …

Persistent link: https://www.econbiz.de/10012987143

People Management Skills, Employee Attrition, and Manager Rewards : An Empirical Analysis

Hoffman, Mitchell - 2019

How much do a manager's interpersonal skills with subordinates, which we call people management skills, affect employee outcomes? Are managers rewarded for having such skills? Using personnel data from a large, high-tech firm, we show that survey-measured people management skills have a strong...

Persistent link: https://www.econbiz.de/10012899917

Managerial Quality and Productivity Dynamics

Adhvaryu, Achyuta - 2019

Which managerial skills, traits, and practices matter most for productivity? How does the observability of these features affect how appropriately they are priced into wages? Combining two years of daily, line-level production data from a large Indian garment firm with rich survey data on line...

Persistent link: https://www.econbiz.de/10012870084

CEO Behavior and Firm Performance

Bandiera, Oriana - 2017

We measure the behavior of 1,114 CEOs in six countries parsing granular CEO diary data through an unsupervised machine learning algorithm. The algorithm uncovers two distinct behavioral types: “leaders” and “managers”. Leaders focus on multi-function, high-level meetings, while managers...

Persistent link: https://www.econbiz.de/10012960702