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In times of crisis, employee shareholding is a common tactic, although it differs from country to country.
This is demonstrated in the study “Economic Survey of Employee Ownership in European Countries,” which examined the performance of shareholding spread among the employees of companies between 2006 and 2010 and shows a continuous growth of the phenomenon.
There are, however, significant differences between countries. While the phenomenon increases in Spain, Poland, France, and the Nordic countries (Denmark, Switzerland, Norway, Finland), it decreases in Belgium, Ireland and the Netherlands. According to the Center for Strategic Analysis, the performance of a company that focuses on employee shareholding is 52% higher than the others’.
The participation of employees in fact contribute to creating greater job satisfaction and increase productivity. The amount of share capital in a company (through employee ownership or profit-sharing) is then directly proportional to the so-called “confidence index” that includes values such as respect, fairness, pride and camaraderie of the workforce within each society. But not only that: a further survey on a large group of large companies between 1999 and 2008 showed greater stability of employment in case of economic recession in businesses that use employee shareholding.