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Employee Share Ownership as Moderator of the Relationship between Firm-Specific Human Capital Investments and Organizational Commitment

Author

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  • Eric C.A. Kaarsemaker

    (University of York, The York Management School)

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.

Suggested Citation

  • Eric C.A. Kaarsemaker, 2008. "Employee Share Ownership as Moderator of the Relationship between Firm-Specific Human Capital Investments and Organizational Commitment," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 19(4), pages 324-339.
    • Handle: RePEc:rai:mamere:doi_10.1688/1861-9908_mrev_2008_4_kaarsemaker
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    More about this item

    Keywords

    human resource management; employee share ownership; organizational effectiveness; firm-specific investments;
    All these keywords.

    JEL classification:

    • F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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