A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that…
Abstract
A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).
This register of current research in social economics has been compiled by the International Institute of Social Economics. The register does not claim to be comprehensive but is…
Abstract
This register of current research in social economics has been compiled by the International Institute of Social Economics. The register does not claim to be comprehensive but is merely an aid for research workers and institutions interested in social economics. The register will be updated and made more comprehensive in the future but this is largely dependent on the inflow of information from researchers in social economics. In order to facilitate this process a standardised form is to be found on the last page of this register. Completed forms, with attached sheets as necessary, should be returned to the compiler: Dr Barrie O. Pettman, Director, International Institute of Social Economics, Enholmes Hall, Patrington, Hull, N. Humberside, England, HU12 OPR. Any other comments on the register will also be welcome.
Aitziber Arregi Uzuriaga, Fred Freundlich and Monica Gago
To examine perceptions of organizational atmosphere and joint ownership in a firm in which capital ownership is broadly shared among members of its work force.A questionnaire was…
Abstract
To examine perceptions of organizational atmosphere and joint ownership in a firm in which capital ownership is broadly shared among members of its work force.
A questionnaire was administered with a sample of 123 people from a Mondragon cooperative firm, ULMA Architectural Solutions, and responses were analyzed using principal components’ analysis and regression techniques.
Two factors are found to play especially important roles in explaining perceptions: (1) work and management/supervisory practices, especially those relating to communication and participation in decisions in respondents’ immediate work area, and (2) job type (blue collar vs. white collar).
The study confirms earlier research on the broad centrality of participation and related practices to perceptions of work and the organization in employee ownership settings, while findings focus on the immediate work environment and relationships with immediate managers for blue-collar workers.
These are closely related to the research implications, underlining the importance to worker-owners, in manufacturing contexts, of communication and involvement in decisions in their immediate work environment.
Widespread concerns about inequality, poor working conditions, and competitiveness suggest the importance of investigating enterprises with broadly shared capital ownership, enterprises that tend to address these concerns.
The chapter reinforces the fundamental roles of information-sharing and participation in enterprises with shared ownership, while making key distinctions between shopfloor and office workers experiences and perceptions.
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Jens P. Flanding, Genevieve M. Grabman and Sheila Q. Cox
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001094. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001094. When citing the article, please cite: D.M.C. Jones, (1976), “Behavioural Aspects of Management Accounting”, Management Decision, Vol. 14 Iss: 1, pp. 17 - 24.
Rahime Zaman Fashami, Manijeh Haghighinasab, Nader Seyyedamiri and Pari Ahadi
The Mondragon cooperatives are the most thoroughly studied and well-known example of worker cooperatives in the world. Yet while there has been much discussion and wide…
Abstract
Purpose
The Mondragon cooperatives are the most thoroughly studied and well-known example of worker cooperatives in the world. Yet while there has been much discussion and wide recognition of the empirical growth of the Mondragon co-ops, there is substantial confusion about the lessons we can draw from this case in thinking about workplace democracy more broadly.
Design/methodology/approach
The normative and empirical literature on Mondragon is carefully analyzed to draw out the main implications from this case study for the broader issue of workplace democracy.
Findings
I contend that Mondragon teaches us two main lessons. First, that workplace democracy can indeed operate in a way that is economically sustainable and socially superior to conventional firms. Second, Mondragon sheds light on the question of whether co-ops are doomed to degenerate.
Research limitations/implications
This paper advances our understanding and conceptualization of workplace democracy.
Practical implications
This paper provides practitioners with an up-to-date and comprehensive analysis of the world’s most successful cooperative network.
Social implications
This paper provides insight into the practical feasibility and normative desirability of alternative organizations of workplaces in the form of worker cooperatives.
Originality/value
This paper will be of particular interest to scholars and activists interested in democratic alternatives to conventional hierarchical firms by illustrating the strengths and weaknesses of the Mondragon cooperatives and drawing out the lessons that this specific yet influential example has for issues of workplace democracy more broadly.
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We find that: (i) substantial insider ownership persists, though majority ownership by non-managerial employees is eroding fast; (ii) flexible pay systems and state-mandated forms…
Abstract
We find that: (i) substantial insider ownership persists, though majority ownership by non-managerial employees is eroding fast; (ii) flexible pay systems and state-mandated forms of employee representation are becoming more common; and (iii) while increased employee influence is sometimes apparent, privatization often does not produce fundamental changes in inherited patterns of corporate governance.The evidence of the impact upon enterprise productivity indicates: (i) no persuasive evidence that a single form of private ownership is most efficient or that the key obstacle to enhanced performance is employee participation in economic returns; (ii) some evidence that employee participation enhances business productivity; (iii) limited evidence that employee participation boosts the effect of employee ownership and employee participation in profits; and (iv) a role for ownership dynamics as well as changes in patterns of influence in accounting for the determinants of differences in labor productivity. Thus it appears that widely differing ownership structures may be most appropriate when institutional contexts vary.
THE period from 1884 to 1937 (the events of which are summarized on earlier pages of the pamphlet) may be said to have been exploratory as regards aeronautical science in…
Abstract
THE period from 1884 to 1937 (the events of which are summarized on earlier pages of the pamphlet) may be said to have been exploratory as regards aeronautical science in Australia. Many beginnings had been made in research, in teaching and in manufacture, but, no generally organized growth had occurred. The visible beginnings of the present developed state of the industry and of research may be traced from two sources.
The aim of systems of financial control, installed and operated by management accountants, is to supply managers with relevant information which is up‐to‐date and sufficiently…
Abstract
The aim of systems of financial control, installed and operated by management accountants, is to supply managers with relevant information which is up‐to‐date and sufficiently accurate to allow them to control the functions for which they are responsible. The information supplied by accountants should enable managers to be well‐informed when making decisions. Whichever way we look at accounting information we see that it involves people. It is produced and used by people. It is not that accounting information makes possible the control of costs but rather that it provides a logical basis for the control of people and hence the control of costs. It follows from this that accountants cannot afford to ignore the reactions of individuals to control systems or base their financial control systems on an inappropriate model of human behaviour.