Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/79054
Authors: 
Kaarsemaker, Eric
Year of Publication: 
2008
Citation: 
[Journal:] Management Revue [ISSN:] 1861-9916 [Publisher:] Hampp [Place:] Mering [Volume:] 19 [Year:] 2008 [Issue:] 4 [Pages:] 324-339
Abstract: 
Tight labour markets and changing employment relationships make employees with high levels of firm-specific knowledge, skills, and abilities less dependent on and committed to their employer. Companies need to work harder in order to attract and retain employees and protect their mutual human capital investments. Using a dataset with survey data from employees in 11 companies (N = 777), the present study shows evidence that employee share ownership, provided that it is taken seriously as reflected by the presence of a small number of other HRM practices in the company, might be a worthwhile avenue for managers to explore.
Subjects: 
human resource management
employee share ownership
organizational effectiveness
firm-specific investments
Document Type: 
Article

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