The paper "Meso and Moral Perspectives, Analysis of Hip Cafe" is a great example of a management case study. Focus on alternative ownership structure began with the failure of investor-owned enterprises during the 2007 economic depression. Employee-owned businesses have been viewed in many quarters as a cure for cancer in capitalism. In employee ownership structures employee wholly or partially own the business. In employee ownership, more capitalist are created meaning that the company has more checks and balances to arrest the moral decline found in free-market economics. The idea of employees becoming owners aligns the employee’ s goals with that of the organization one of the aims of M& O theory. The “ We are the owners” approach may help to cure the problem of greed, malfeasance and fraud that affect modern business.
The long-term focus of employee-owned organizations means they are unlikely to engage in unethical business activities that bring short terms gains but are detrimental to the long-term survival of the firm. According to Wills and Lincoln (2011), employee-owned organizations are more conservative and favor long-term responses to changing demand conditions. It has been shown that employee-owned organizations are more focused on ensuring they operate efficiently making as much cost saving as possible.
Wills and Lincoln (2011) argue that employee-owners are more interested in seeing their business survive in the long-term as it means the capital they have invested is secure and they will continue receiving benefits in the future. Therefore, the employees are vigilant and mindful of the decision of the company and how they may affect the survival of their investment. Blair, Kruse and Blasi (2000) show that employee ownership has the effect of creating an additional layer of checks and balances that ensure corporate decisions are prudent. In the present business environment competition for the recruitment and retention of the most talented employees is very intense.
Companies that have adopted the owner-employee structure are at advantage over the convectional firm in the war for the best talent. According to Kramer (2008), the positive organizational studies employee are likely to be attracted and retained in organizations where they have a greater sense of belonging. The key to attracting the best talent in the employee-owned organization is that they offer more benefits including a share of the profits and increased job security.
On the other hand, the employee is more likely to remain longer in organizations that they partially own than in other organizations. Consequently, employee-owner organizations are unlikely to be faced with the problem of high employee turnover that is a common problem in contemporary organizations. Employee engagement and commitment to their work is one of the most significant objectives of M& O theory and practice. Mcleod and Clarke (2009) define employee commitment as an employee attitude where they are committed and motivated to contribute to the organization’ s goals while enhancing their own well-being.
It can be automatically assumed that an employee’ s stake in an enterprise will cause greater commitment to the goals of that enterprise. According to Mcleod and Clarke (2009), the most significant outcome of employee ownership is an extra commitment from employees. Other than employee commitment, ownership brings about greater employee engagement. Michie and Oughton (2003) support the idea that collective ownership in a company provides the optimum conditions for the greatest employee commitment and engagement to grow.