Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/79054 
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Erscheinungsjahr: 
2008
Quellenangabe: 
[Journal:] Management Revue [ISSN:] 1861-9916 [Volume:] 19 [Issue:] 4 [Publisher:] Rainer Hampp Verlag [Place:] Mering [Year:] 2008 [Pages:] 324-339
Verlag: 
Rainer Hampp Verlag, Mering
Zusammenfassung: 
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.
Schlagwörter: 
human resource management
employee share ownership
organizational effectiveness
firm-specific investments
Dokumentart: 
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