This study investigated the factors that influence the adoption of ESOPs in Nigeria. Furthermore, the study investigated the influence of the adoption of ESOPs on organisational performance, employee retention and employee commitment. The study results reveal that trade union responsiveness, reforms, awareness of employee benefits and taxation implication positively influence the adoption of ESOPs based on transparency. The results in this study further reveal that trade union responsiveness, takeovers, reforms, awareness of employee benefits and taxation implication effectively influence the adoption of ESOPs based on two-way communication. In addition, the study results reveal that trade union responsiveness, takeovers, reforms, awareness of employee benefits and trust positively influence the adoption of ESOPs based on empowerment. The study further reveals that adoption of ESOPs based on transparency, two-way communication and empowerment leads to organisational performance, employee retention and employee commitment. This study, being the first of its kind in Nigeria, filled the gap that existed in the Nigerian literature in respect of the awareness and adoption of ESOPs. This study provides literature and theoretical model that can be used as a foundation by organisations and the government to start up the adoption of ESOPs. This study showed that ESOPs is beneficial to boost the economy, enhance desired organisational outcomes (organisational performance, employee retention and employee commitment) and meet the financial and retirement needs of employees. However, for organisations and employees to enjoy the full benefits of ESOPs, underlying forces such as, trade union responsiveness, takeovers, reforms, awareness of employee benefits, trusts and taxation implication must be taken into account. Furthermore, the adoption, implementation and operations of ESOPs will be successful management, trade union leaders and employees utilise strategies such as, transparency, two-way communication and empowerment.

M.Comm. / Limited tax implications of capital gains tax in South Africa is addressed in this study with reference to the Eighth Schedule of the Income Tax Act (hereafter the Act). Various publications by the South African Revenue Service (hereafter SARS) and leading tax specialist's publications available on the website www.cgtsa.co.za were also consulted. Employee Share Ownership Schemes (hereafter ESOP's) are defined and the most commonly used schemes in South Africa are explained with reference to various internal publications by PricewaterhouseCoopers. The Income Tax implications as well as the capital gains tax implications on selected schemes will be discussed. The implications of capital gains tax on all transactions in South Africa falls outside the scope of this study, as this study focuses on the basic explanation of the core capital gains tax provisions in South Africa, with specific application to certain employee share ownership programmes (hereafter ESOP's) used in South Africa.

The research investigates the praxis of companies going collective in Italy. Since the 1950s, scholars have debated the whys and hows of labour-manged firms around the globe. Such a debate articulates around the central question of this research domain: Why are labour-manged firms rare compared to traditional, investor-owned companies? To offer possible explanations for such a scarcity, this research analyses mechanisms, rationales and resources underneath the emergence of worker takeovers, namely labour-managed firms. Empirical evidence on the emergence of labour-managed firms and, specifically, worker takeovers is limited. At the scholarly level, there is little evidence on the praxis of creating labour-manged firms and turning companies collective in the form of worker takeovers. Little is known about who leads and guides worker takeover operations, little is known about which resources are employed, which pieces of legislation are leveraged and who is co-opted in the governance of novel labour-manged firms. This research offers exploratory insights into the whys, hows, who and when of going collective in Italy. Specifically, it delves into the norms, steps, procedures, resources and stakeholders of takeover operations in the country. Via critical approaches and a mix of methodologies, this research aims at unfolding the functioning of takeover strategies, and the relationship of workers with institutional investors, banks and trade unions, among many different stakeholders.

2005年10月，中國政府發布“國務院批轉證監會關於提高上市公司品質意見的通知“。它允許和建議上市公司探索利用股權補償，以激勵員工。由於中國股市和股權補償的歷史很短，以及對企業的激勵機制的重要性。我們研究和發現公司治理和採納該計劃的可能性之間的關係是混合的。而具有較高的營業利潤/資產比率和淨利潤/總資產比率的公司更可能採用股權補償。我們還發現，通過在企業層面測量累積異常收益率（CAR），股權補償的公佈有積極的市場反應。此外，如果最大的部分限制性股份或購股權授予僱員工會委員或在公司的核心員工，市場反應更是積極。 / In October 2005, the Chinese government released "Notice about the State Council of China approving China Securities Regulatory Commission to improve qualities of listed firms". It allows and suggests listed firms to explore the use of equity-based compensation in order to motivate employees. In this thesis, we find that the relationship between corporate governance and the likelihood of adopting the scheme is mixed. Firms with higher ratios of operating profits to assets and net profit to total assets are more likely to adopt equity-based compensation. We also discover positive market responses by measuring the cumulative abnormal return (CAR) to the announcement of equity-based compensation at the firm level. Moreover, if a larger portion of the restricted shares or options is granted to the groups of employees which are union committee members or core employees in the firm, the market response is much more positive and the CAR is larger in magnitude. / Detailed summary in vernacular field only. / Ko, Ka Yin. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 32-33). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts also in Chinese. / Cover Page --- p.1 / Abstract --- p.2 / Chinese Version --- p.3 / Contents --- p.4 / Chapter 1 --- Introduction --- p.6 / Chapter 2 --- Basic idea of equity-based compensation --- p.7 / Chapter 3 --- Literature Review --- p.9 / Chapter 4 --- History and Development --- p.11 / Chapter 4.1. --- Equity-based compensation around the world --- p.11 / Chapter 4.2. --- Regulations of equity-based compensation in China --- p.12 / Chapter 5 --- Hypothesis --- p.13 / Chapter 6 --- Methodology --- p.16 / Chapter 6.1. --- Equity-based compensation in the company --- p.16 / Chapter 6.2. --- Ownership concentration and characteristics --- p.16 / Chapter 6.3. --- Legal framework --- p.17 / Chapter 6.4. --- Ownership Nature --- p.17 / Chapter 6.5. --- Board of directors’ characteristics --- p.17 / Chapter 6.6. --- Operating performance --- p.18 / Chapter 6.7. --- Industry sectors --- p.18 / Chapter 6.8. --- Equity-based compensation scheme characteristics --- p.19 / Chapter 6.9. --- Logistic model --- p.19 / Chapter 6.10. --- Event study approach --- p.21 / Chapter 7 --- Data --- p.24 / Chapter 7.1. --- Sources of Data --- p.24 / Chapter 7.2. --- Equity-based compensation and firm characteristics --- p.24 / Chapter 8 --- Empirical Results --- p.25 / Chapter 8.1. --- Factors that drive companies to implement equity-based compensation . --- p.26 / Chapter 8.1.1. --- Univariate test --- p.26 / Chapter 8.1.2. --- Logistic model --- p.26 / Chapter 8.2. --- Short-term market response --- p.27 / Chapter 8.2.1. --- Event study --- p.27 / Chapter 8.2.2. --- Univariate test --- p.28 / Chapter 8.2.3. --- Multivate OLS regressions --- p.29 / Chapter 9 --- Conclusions --- p.30 / References --- p.31 / Chapter Table 1 --- Number of equity-based compensation schemes announced by each firm in the sample period --- p.33 / Chapter Table 2 --- By year, number of firms with equity-based compensation schemes announcement in restricted share and option --- p.33 / Chapter Table 3 --- Sector distribution for equity-based compensation announced firms --- p.33 / Chapter Table 4 --- Share of restricted share or option in the equity-based compensation scheme by each group --- p.34 / Chapter Table 5 --- Descriptive statistics for firm characteristics --- p.35 / Chapter Table 6 --- Univariate test --- p.37 / Chapter Table 7 --- Logistic Model --- p.38 / Chapter Table 8 --- Cumulative abnormal returns for an event study of implementation of equity-based compensation announcements --- p.40 / Chapter Table 9 --- Abnormal returns for an event study of implementation of equity-based compensation announcements --- p.40 / Chapter Table 10 --- Descriptive statistics for firm characteristics and mean comparison of CAR between below median/ "0" group and above median/ " 1" group using t-test --- p.41 / Chapter Table 11 --- OLS regression --- p.43

Thesis (M.Com. (Accounting))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Accountancy, 2017 / Research into corporate governance has shown that there are a number of factors that influence company performance, one of them being ownership structure. The objective of this study is to determine how ownership structure affects the performance of companies listed on the Johannesburg Stock Exchange (JSE). Five categories of shareholders were identified namely, managerial shareholders, institutional investors, family shareholders, government shareholders and foreign shareholders. Some shareholders of a company may be entirely passive whereas others may play a more active role in the company or perform an important monitoring service. The various motivations and abilities of the different types of shareholders may directly impact their ability to influence the major corporate decisions of the company that will ultimately impact the performance of the company. Using return on assets (ROA) and return on equity (ROE) as performance measures this study investigates the effect of ownership structure on the performance of 143 companies from the year 2004 to 2014. The results of the study reveal that of the five different categories of shareholders identified it was only managerial shareholders and institutional shareholders that had a significant impact on a company’s performance / GR2018

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Engineering, 2017 / Empowerment of previously disadvantaged groups has been applied in many countries, in order to achieve specific political, economic and social outcomes. Group preferences and preferential policies are common in developed and developing countries under various names. They have been mostly implemented in countries where a specific ethnic, religious, or gender group has been discriminated against historically. An ESOP is an empowerment tool that can be adapted and designed to achieve the goals of companies, employees and governments. An ESOP is an instrument used to enable employee ownership in private and public companies. Internationally the application of ESOPs have taken various architectures highly dependent on individual company and country circumstances. SA has a long and well documented history of racial discrimination and economic exclusion. Poverty, unemployment and inequality continue to bedevil the South African economy. Transformation in the mining industry is given effect in the Mining Charter which is governed under section 100 of the Minerals and Resources Development Act. The Charter is buttressed by a key set of pillars. These pillars are supplemented by the codes of good practice as well as the housing and living conditions standards. These pillars include reporting; ownership; housing and living conditions; procurement and enterprise development; employment equity; human resource development; mine community development; sustainable development and growth and beneficiation. This report focusses on the ownership pillar of the Charter. The mining industry has completed a number of empowerment deals post implementation of the Mining Charter. The impacts of most BEE deals have not been broad-based; and have mostly benefitted only a few HDSA entrepreneurs. The value and number of transactions have coincided with the rise and fall of the JSE, making the deals expensive – due to elevated stock prices in favourable market conditions. ESOPs enable extensive employee ownership; and have the ability to foster a sense of individual enterprise that fuels productivity in companies that have imbued a culture of ownership amongst their employees. ESOPs generally contribute positively to company performance; and they provide a stable and dynamic working environment, when administered effectively. ESOPs cannot be implemented in isolation; but they require a combination of factors to make them successful. ESOPs generally contribute positively to company performance; and they provide a stable and dynamic working environment, when administered effectively. Effective ESOPs require a combination of elements for success: these comprise of financial incentives, employee-involvement mechanisms and the instilling of an ownership culture. Anglo American was used as a proxy for the industry due to its size and diversity. ESOPs that have been implemented have failed to meet stakeholders’ expectations. These ESOPs are inconsistent, complicated and mostly opaque to employees; whilst delivering modest returns to employees. This report proposes the application of a new ESOP framework that is to be considered in amending existing ESOPs or in the crafting of new programmes. Existing ESOPs are assessed against this proposed framework in this report. The proposed ESOP framework is supported by a set of key principles, essential to the success of the framework. The performance of ESOPs in Anglo American varied when assessed against the framework. With the exception of Envision, Anglo American’s ESOPs have delivered very modest financial benefits to employees. They have not achieved their intended purpose, of empowering employees and aligning company performance with individual employee performance. When assessed against the other pillars of the framework, KIO and AAP did not perform satisfactorily. / XL2018

This research has generated interesting findings from the inductive approach and the qualitative methods that were used in the inquiry process. Thanks to the literature review, the semi-structure interviews, a focus group and secondary data it was possible to obtain the necessary information to answer the research question: How do ecological, economic and social sustainability influence employee motivation? In order to answer this question, two sub-questions were considered first, namely What constitutes sustainability in the company-specific context of Wagner & Co Solartechnik? and Does sustainability motivate people? The answer to the latter question has to be yes, as the analysis revealed numerous linkages. From the data gathered, it is apparent that economic sustainability constitutes the most basic level of sustainability at Wagner Solar. Although the influence of money has its clear limitations, an increase in material orientation could be observed compared to previous. At the company level, ecological sustainability manifests itself as ‘striving for the energy turnaround’. The majority of employees show, as their most important source of motivation, an interest in solar technology as well as a concern for increased eco-efficiency. The information gathered has permitted an assessment of whether the company hires people that are already committed to the company’s vision and mission, or whether the company makes an effort to socialise employees. While this does not seem to be the case it is apparent that the company cultivates a communication and information policy that perpetuates its values. Wagner Solar also exhibits a strong and consistent corporate culture. In terms of social sustainability, democratic decision-making appears to exert the greater amount of influence on employee motivation, while the influence of employee ownership is comparatively diminished. The company appears to both attract and seek out employees who value the ability to work autonomously, partially explained by the German nationality but not exclusively. Positive work environment and good collaborations between colleagues were deemed another important motivational factor, both by the interviewees and the intra-company survey. However, working at Wagner Solar is not without its perceived negatives. These are mostly related to the company’s unique decision-making structures, the use of the language, and possible “island” mentality that some departments might suffer. The study also aimed to analyse the influence of different motivators on employees. When contemplating which pillars of sustainability motivate the most, the analysis of the main motivators revealed that the most important pillar is the social one, since most of the participants have one or more main motivators connected to it. Overall, the impression is that the social values of Wagner Solar are the most pervasive, affecting attitudes and behaviours such as autonomy and responsibility, and, therefore, constitute the main motivators for its employees. The ecological pillar also noticeably influences employee motivation, while the economic pillar is the least influential. / MSPME - Masters in Strategic Project Management European

This thesis investigates the effect of profit sharing and employee share ownership schemes on employee job attitudes and behaviours by taking into account the critical role of participation in decision making. The data were obtained from a large British retail organization operating profit sharing (PS) and save-as-you-earn (SAYE) schemes. This is a quantitative study in which the data were gathered through a questionnaire. The unit of analysis is the individuals who responded to the survey, and the study is cross-sectional. To analyse the data a variety of statistical techniques, namely frequency, Pearson correlation, partial correlation, t-test, chi-square (X2), reliability, multiple regression, hierarchical regression, and path analyses, were conducted using SPSS. The sample comprised 1,000 employees subdivided into groups of managerial and non-managerial employees, and participants in schemes and non-participants in schemes. The administration of the questionnaire resulted in 450 returns (430 usable), an overall response rate of 45%. This study addresses four main research questions: (1)What are the effects of profit sharing and employee share ownership schemes (financial participation) on the job attitudes of individual employees in a large organization? (2) What are the effects of participation in decision making on employee job attitudes in a large organization? (3) What are the relative effects of financial participation in comparison to the effects of individual participation in decisions? (4) Does the combination of financial participation and participation in decision making produce more favourable effects on employee job attitudes than does participation in decision making on its own? The aim of this study was to construct a more advanced model of profit sharing and employee share ownership schemes by reviewing the theoretical and empirical literature and testing two theoretical frameworks, those developed by Long (1978) and Florkowski (1989). After reviewing the employee participation literature and testing Long's and Florkowski's models, it was found that both financial participation and participation in decision making have separate effects on employee job attitudes and behaviours, even if financial participation has a small (not statistically significant) impact on some attitudes and behaviours. Since financial participation shows a negligible effect on some job attitudes, and participation in decision making has a stronger effect on job attitudes than has financial participation, the new model is constructed on the assumption that both (a) the combination of financial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes, such as integration, involvement, commitment, satisfaction, motivation, perceived pay equity, and perceived performance-reward contingencies. The test of the new model shows that both (a) the combination of fmancial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes and behaviours, but the combination of financial participation and participation in decision making does not produce more favourable effects on employee job attitudes than does participation in decision making on its own. It should be noted that it is not known in this research whether financial participation changed employees' actual influence in decision making, as the study did not collect any data on this question. Therefore, there is the possibility that if the same study were conducted in organizations with financial participation schemes which increase employees' influence in decision making, the effect of the combination of financial participation and participation in decision making might be found to be stronger than that reported in this dissertation.

The purpose of this study is twofold. First, the results of the study are used to isolate the impact of ESOP financing on actual firms as closely as possible. This is simply to point out many of the advantages and disadvantages of ESOP financing. Second, the results of the study are used to compare the relative costs of ESOP's with other deferred employee compensation. In general, the findings indicate that ESOP's have little to offer as a means of financing for publicly held corporations, However, they may have certain advantages when used as a part of a firm's total employee compensation package. The findings indicate that accounting rules for certain types of ESOP's tend to distort per share calculation in the early years of the plan. To correct this, ESOP shares should be considered outstanding only as they become unencumbered. The study found that a definite need exists for empirical data relating to ESOP's motivational effects. This is a key factor in determining how the ESOP will affect a firm's financial structure. Further study of this aspect would provide valuable information regarding the ESOP's effect on the firm's productivity.

Nous nous proposons de modéliser différents types de mécanismes d'incitation salariale, de déterminer les conditions de leur mise en place et d'analyser leurs effets sur les efforts des salariés, la performance des firmes et le surplus collectif. Ces effets sont étudiés dans des cadres statique et dynamique. Les deux premiers chapitres (2 et 3) s'insèrent dans un cadre d'analyse statique. Dans les trois derniers chapitres (4, 5 et 6), nous intégrons une dimension temporelle dans l'analyse se passant dans un cadre dynamique. Dans le chapitre 2, nous analysons les déterminants de l'actionnariat salarié et évaluons son impact sur le bien être des différents agents économiques. Nous prouvons théoriquement et empiriquement, l'importance de considérer conjointement la désutilité à l'effort des salariés et la taille de l'entreprise pour expliquer l'actionnariat salarié. Nous montrons également que les entreprises assez larges vont distribuer à l'équilibre des parts de capital sous-optimales à leurs salariés. Nous comparons dans le chapitre 3, du point de vue des différents agents économiques, deux scénarios de partage du profit: un premier où la part de profit résulte d'une négociation et un second où cette part est fixée unilatéralement par les capitalistes. Nous montrons que les capitalistes peuvent préférer la négociation alors qu'il est possible pour les salariés de préférer une fixation unilatérale. Nous justifions également la nécessité d'une intervention de l'Etat, les intérêts des deux capitalistes et du planificateur social n'étant jamais convergents. / We aim at modeling various incentive mechanisms, determining the conditions of their implementation and analyzing their effects on employees’ efforts, the firm’s performance and the social welfare. These effects are studied in static and dynamic frameworks. The first two chapters (2 and 3) are parts of the static analysis. In the last three chapters (4, 5 and 6), we take into account a temporal dimension. In the chapter 2, we analyze the factors which determine the employee ownership implementation and estimate its impact on agents’ welfare. We prove the importance to consider jointly the effort disutility and size in the explanation of employee ownership implementation. We also show that large firms are going to distribute sub-optimal capital shares to their employees. We compare in the chapter 3, from the viewpoint of the various economic agents, two scenarios of profit sharing: the first one where the part of profit results from a negotiation and the second where this part is unilaterally fixed by capitalists. We show that those shareholders may prefer bargaining while it is possible for the employees to prefer a unilateral fixing of profit shares. We also justify the necessity of a regulator’s intervention as the interests of both capitalists and social planner never converge. The chapter 4 examines the optimal strategy of divesting actions by the large shareholder in an infinite horizon game where divesting shares allows an increase in the company’s value through its incentive effect on the managers’ efforts.