Abstract
A key factor determining the success of a profit sharing scheme which has so far only been touched upon briefly in this study, is the climate between management and employees. A cooperative and trustful climate contributes to a greater sense of identification of the work force with the company’s interests thus encouraging higher motivation and commitment (Levine and D’Andrea Tyson, 1990). This is where alternative modes of worker participation come into play which explicitly aim at establishing a cooperative climate.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Bundesministerium der Justiz, 2006. See also Addison et al., 1997, or Addison et al., 2001.
This includes profit sharing schemes (e.g. Richardi, 2002).
Indeed, most empirical studies find a positive effect of works councils on the level of wages (see e.g. Jirjahn and Klodt, 1998).
We take account of the sampling variability in the estimated propensity score by applying a bootstrap method to construct the standard errors of the estimated treatment effects (Heckman et al., 1998).
Rights and permissions
Copyright information
© 2007 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden
About this chapter
Cite this chapter
(2007). Profit Sharing and Works Councils: Substitutes or Complements?. In: Profit Sharing and Company Performance. Gabler. https://doi.org/10.1007/978-3-8350-5508-7_8
Download citation
DOI: https://doi.org/10.1007/978-3-8350-5508-7_8
Publisher Name: Gabler
Print ISBN: 978-3-8350-0896-0
Online ISBN: 978-3-8350-5508-7
eBook Packages: Business and Economics (German Language)