A Case Study of Employee Share Ownership in the Ravintolakolmio Group
Linnoinen, Kristian (2013)
HAAGA-HELIA ammattikorkeakoulu
2013
Creative Commons Attribution-NonCommercial-ShareAlike 1.0 Suomi
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2013121721642
https://urn.fi/URN:NBN:fi:amk-2013121721642
Tiivistelmä
Employee share ownership is a system employed by companies wherein at least one employee acquires equity shares, giving them shareholding status with their employing company and earning pay through those shares. The Ravintolakolmio group is a restaurant group that owns and runs 13 and co-operates 4 franchised restaurants in the Greater Helsinki area, founded in 1979 by Heimo Keskinen, who still to this day owns the majority of the group. This thesis was written between April and November 2013.
The aim of this thesis was to examine how employee share ownership works and what effects it has in the Ravintolakolmio group, as perceived by those in the program. Mainly, the perceived benefits and drawbacks are presented. This was researched through three main qualitative interviews, averaging 1 hour 10 minutes in length, and one supporting interview.
The results show that employee share ownership offers many benefits for both employee and employer, such as increased job satisfaction and commitment. It offers employees a tax-efficient way to earn based on their performance, while simultaneously improving their performance and level of motivation. Drawbacks include the nominalisation of one’s power and the possibility of losing one’s investment.
The aim of this thesis was to examine how employee share ownership works and what effects it has in the Ravintolakolmio group, as perceived by those in the program. Mainly, the perceived benefits and drawbacks are presented. This was researched through three main qualitative interviews, averaging 1 hour 10 minutes in length, and one supporting interview.
The results show that employee share ownership offers many benefits for both employee and employer, such as increased job satisfaction and commitment. It offers employees a tax-efficient way to earn based on their performance, while simultaneously improving their performance and level of motivation. Drawbacks include the nominalisation of one’s power and the possibility of losing one’s investment.