Workplace democracy, exploitation, and liberalism: Why labor‐managed firms are neither exploitative nor illiberal

2021 ◽  
Author(s):  
S. Stewart Braun
Keyword(s):  
Workplace Democracy

Workplace Democracy and Employee Resilience in Nigerian Hospitality Industry

2019 ◽  
Author(s):  
Friday Ogbu Edeh ◽  
Joy Nonyelum Ugwu ◽  
Isaac Monday Ikpor ◽  
Chimeziem Gabriela Udeze ◽  
Victoria Onya Ogwu
Keyword(s):  
Hospitality Industry ◽  
Workplace Democracy

Workplace Democracy

1983 ◽  
Vol 16 (1) ◽  
pp. 186
Author(s):  
David Zussman ◽  
Donald V. Nightingale
Keyword(s):  
Workplace Democracy

scholarly journals Overcoming the capital investment hurdle in worker-controlled firms

2019 ◽  
Vol 2 (2) ◽  
pp. 133-150
Author(s):  
Guy Major ◽  
Jonathan Preminger
Keyword(s):  
Capital Investment ◽  
Value Added ◽  
Employee Ownership ◽  
Workplace Democracy ◽  
Equity Investment ◽  
Content Type ◽  
Academic Literature ◽  
Worker Ownership ◽  
Significant Step ◽  
Average Worker

Purpose Both the academic literature and practitioners have long noted the need for an equity investment mechanism for worker-controlled firms that alleviates investor anxieties without undermining internal workplace democracy. The purpose of this paper is to outline one such possible mechanism. Design/methodology/approach The proposal locks together the interests of workers and external investors, via non-voting shares with dividends set by a pre-agreed value-added sharing formula. Each worker is paid a base wage, with the average across the firm being a pre-defined multiple of the national minimum wage. Any additional surplus is split into a number of equal “slices”, with each share receiving one slice as its dividend, and the average worker receiving a pre-agreed number of slices as a bonus. Findings Workers have an incentive to maximise their own incomes, and in so doing, will also automatically maximise the dividends received by investors, obviating the need for the shares to have normal voting rights. Working on this principle of aligned interests, the authors also discuss reinvestment, worker ownership of non-voting shares and possibilities for a secondary share market. The authors show how this proposal will be a significant step in aligning the interests of investors with owner-workers in a democratic, negotiated way that shares both risk and returns, thus making worker-controlled firms more attractive to equity investment. Originality/value In light of the recognised problem of underinvestment in worker-controlled firms and the risk of their degeneration, this paper will interest both academics and practitioners in employee ownership, co-operatives and various forms of workplace democracy.

Workplace Democracy and Occupational Health

2003 ◽  
Vol 27 (4) ◽  
pp. 443-460
Author(s):  
Bennett M. Judkins
Keyword(s):  
Occupational Health ◽  
Workplace Democracy

Workplace democracy and psychological capital: a paradigm shift in workplace

2018 ◽  
Vol 41 (9) ◽  
pp. 1088-1116 ◽  
Author(s):  
Ki-Soon Han ◽  
Pooja Garg
Keyword(s):  
Paradigm Shift ◽  
Design Methodology ◽  
Psychological Capital ◽  
Organizational Outcomes ◽  
Computational Tool ◽  
Organizational Strategies ◽  
Workplace Democracy ◽  
Content Type ◽  
Alpha Reliability

Purpose This paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary organizations. The study also provides a conceptual framework which connotes the nexus between the two constructs. Design/methodology/approach The study is qualitative in nature and uses content analysis to identify the determinants of workplace democracy and psychological capital. Furthermore, the study used SPSS macro, i.e. PROCESS, a computational tool for calculating inter-coder reliability by using KALPHA, i.e. Krippendorff’s alpha reliability estimate (Hayes, 2013; Krippendorff, 2011). Findings The present study adds to the literature by signaling the dire need for building democratic workplaces and offers significant insights for the management and human resource practitioners to cultivate workplace democracy to build their employees’ psychological strengths, which in turn will result in enhanced organizational outcomes. Originality/value The present study brings attention toward the necessity for a shift in the generic organizational strategies and instigate organizations to nurture a democratic setup for developing employees’ psychological capital.

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