The purpose of this thesis is to examine the employers¡¦ perception of monthly bonus profit sharing mechanism on the ratio of job quitting, job morale and job performance of a selected company. We set up testing hypotheses based on the selected company and collect data through questionnaire. The following three testing hypothesis are examined in the thesis. They are whether monthly bonus profit sharing mechanism can effectively decrease job quitting ratio, increase job morale and job performance. Our empirical results support employers¡¦ perception that the profit sharing mechanism is helpful to decrease job quitting ratio as well as to increase job morale and performance.

It is easy to evaluate unfairly on performance of companies with stock-based rewards in Taiwan, so we use Incentive-Intensity and Mix to evaluate relationship between companies and stock-based rewards. Results documents that employees of 534 companies issuing on TSE and OTC can get NT$ 17.1834 per NT$ 1,000 change in market value of equity over 2002-04 period, and the average ratio of profit sharing and stock ownership rewards to cash compensation is 0.6594. We suggest that the more stocks companies grant, the better performance companies have, especially for electronics industry. The ratio of stock-based rewards to total compensation of employees of companies issuing on TSE is higher than employees of companies issuing on OTC.

This study is to investigate the relationship among profit sharing, sharing fairness, job involvement and working performance by the empirical research. The goal of this study is to suggest the company how to design more incentive system from the profit sharing and sharing fairness when the profit sharing will become the operation expense in Taiwan. 500 questionnaires were sent to the company which is based on the north of Hsin-Chu County. The valid questionnaires are 174 copies in total after the return. Upon the empirical analysis, the important findings are as the following: 1.Profit sharing system and sharing fairness are positive correlated. The more the employees are satisfied with the profit sharing system and feel the importance of the profit sharing system, the higher their awareness is on the fairness of the profit distribution and execution procedure. 2.Profit sharing system is not significant to job involvement and working performance. When the time goes by, the incentive effect from the profit sharing system will decrease. Therefore, the effect of profit sharing system is not significt to job involvement and working performance. 3.Sharing fairness is not significant to job involvement, but significant to the goal achievement of working performance and collaboration¡¦s satisfaction. If the employee doesn¡¦t understand the profit sharing system, it easily causes the unfair feeling and it might impact on the job involvement. But if the company can emphasize the fairness of the execution procedure, it can increase the possibility of the goal achievement and enhance the collaboration¡¦s satisfaction. 4.Profit sharing system can¡¦t affect the working performance and job involvement by the intermediate effect of sharing fairness. Since the profit sharing system has been implemented for a while and became part of salary, it can¡¦t draw more attraction as the beginning. In addition, if the employee starts to suspect the fairness of the profit sharing, it will result in the less influence on job involvement and working performance.

Thesis (Ph.D.)--University of Wyoming, 2008. / Title from PDF title page (viewed on Mar. 11, 2010). Includes bibliographical references.

The thesis examines the impact of a partial switch to a share system in Canada on unemployment and inflation. Simulations with an independent Canadian macro model and Canadian data for the period 1973-1983 show that profit sharing will not always resolve unemployment and inflation, as claimed by Martin Weitzman. Some combinations of the share parameters resolve them, while others aggravate them. Thus, the combinations of the share parameters play a key role in terms of impact of the profit sharing on unemployment and inflation.

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.

Thesis (Ph. D.)--Columbia University, 2004. / Includes bibliographical references (leaves 90-95).

M.Com. (Accounting) / Please refer to full text to view abstract

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The prevailing capitalist and growth-driven economic system has led to an increase in inequality, resource consumption, and environmental pressure on the earth’s vital support systems. Cities face a number of sustainability challenges, and in view of overconsumption in affluent societies, particularly in the Global North, the question arises how alternative approaches can be implemented at the local level. The “sharing economy” is considered as having the potential to open a “new pathway to sustainability”. To unfold the alleged sustainability potential of the sharing economy, the focus should be on non-profit sharing initiatives rather than for-profit sharing companies. This study analyses different modes of governance applied by local authorities in steering non-profit sharing initiatives, highlights the challenges local authorities face, and draws attention to more general conflicts of interest in developing the non-profit sharing economy. A comparative case study of Gothenburg and Umeå, Sweden, is conducted using qualitative research methods. The results show that some modes of governance applied by local authorities in steering non-profit sharing initiatives are more prominent than others. It becomes clear that the municipal involvement in the non-profit sharing economy as investor and host depends largely on the political will. The challenges for local authorities in developing the non-profit sharing economy are quite diverse, ranging from lack of political support to legal aspects, organisation of administration, local conditions, and structural problems. A conflict of interest between a for-profit and non-profit orientation in the sharing economy becomes evident.