@article {267981, title = {{\textquotedblleft}Do Broad-based Employee Ownership, Profit Sharing, and Stock Options Help the Best Firms Do Even Better?{\textquotedblright}}, journal = {British Journal of Industrial Relations }, volume = {54}, number = {1}, year = {2016}, month = {2016}, pages = {55-82}, abstract = {This paper analyzes the linkages among group incentive methods of compensation(broad-based employee ownership, profit sharing, and stock options), labor practices, workerassessments of workplace culture, turnover, and firm performance in firms that applied to the{\textquotedblleft}100 Best Companies to Work For in America{\textquotedblright} competition from 2005 to 2007. Althoughemployers with good labor practices self-select into the 100 Best Companies firms sample,which should bias the analysis against finding strong associations among modes ofcompensation, labor policies, and outcomes, we find that employees in the firms that use groupincentive pay more extensively participate more in decisions, have greater information sharing,trust supervisors more, and report a more positive workplace culture than in other companies.The combination of group incentive pay with policies that empower employees and create apositive workplace culture reduces voluntary turnover and increases employee intent to stay andraises return on equity.Word count:}, url = {http://EconPapers.repec.org/RePEc:bla:brjirl:v:54:y:2016:i:1:p:55-82}, author = {Joseph Blasi and Richard Freeman and Douglas Kruse} }