An investigation into the effects of making employees partners within organisations, with particular interest to motivation and satisfaction levels within John Lewis Edinburgh

Abstract

Purpose: The aim of this investigation is to research and discover the effects of making employees partners/co-owners within organisations, with particular interest in motivation and satisfaction levels. The case study chosen is John Lewis. Research Process: Literature was first reviewed extracting key themes to the individual concepts of motivation, satisfaction and co-ownership. Key themes such as empowerment, information sharing, pay and reward systems were identified to be influencers of motivation/satisfaction while being a result of organisations adopting an ownership model. This allowed an appropriate method to be selected for testing these themes. Upon the completion of these tests, results were analysed and concluded. Method: Due to a quantitative approach being taken the researcher found the most appropriate method to use was an online questionnaire; this allowed a wider range of participants to be accessed making results more valid as the research considers participant's personal feelings. It was clear with time and cost restrictions not all of John Lewis partners could be accessed so John Lewis Edinburgh was selected as a sample. A total of 60 partners participated in this study. Findings: It was found that there are several influencers to motivation and satisfaction that can be provided by an employee owned company that was similar to what was suggested in the literature. The research found partners generally were motivated and satisfied working for John Lewis, greatly due to the key derivatives of employee-ownership. Limitations: Only 60 partners participated meaning results cannot be generalised, additionally there was no testing done within a conventionally owned company