INSIGHTS

Companies who invest in hiring the right people, have maximized returns. At JDI our goal is to help you build a passionate team that ignites growth within your company.

Happy workers make good workers, all to the benefit of the firm and its shareholders.

That, at least, is the view on the progressive side of the management-theory spectrum. Others, of course, believe that employees work hardest under the crack of the whip and fear of unemployment. In the early 20th Century, some economists argued that high levels of employee satisfaction meant workers were overpaid or underworked.

But what does the data say?

New research by Wharton finance professor Alex Edmans and two colleagues shows that higher levels of job satisfaction among employees can indeed produce higher returns for a firm’s shareholders. But there’s an important caveat: The effect is much more pronounced in countries that have flexible labor policies, where hiring and firing is easier, than in heavily regulated economies.

“The countries with higher [stock] returns were the ones with more flexible labor markets,” Edmans says.

The findings are detailed in the paper “Employee Satisfaction, Labor Market Flexibility, and Stock Returns around the World,” co-authored by Lucius Li and Chendi Zhang, both of the University of Warwick. It builds upon previous sole-authored studies by Edmanswhich found that companies ranked among the 100 best to work for in the United States produced annual stock returns two to three percentage points higher than peers that were not on the list. But that was in the U.S.

“Most academic papers are focused on the U.S. — that’s where we have the best data,” Edmans notes. “But what’s true in the U.S. is not necessarily true for the rest of the world.” The new study looks at 14 countries with a variety of regulatory environments, producing a more nuanced picture of the value of employee satisfaction.

Value or Wasted Expense?

The role of satisfaction has changed over time. “For the typical 20th Century firm, the bulk of its value stemmed from its physical capital,” Edmans and his colleagues write. “In contrast, most modern firms’ key assets are their workers — not only senior management but rank-and-file employees Twitter . For example, in knowledge-based industries such as software, pharmaceuticals and financial services, non-managerial employees engage in product development and innovation, and build relationships with customers and suppliers, and mentor subordinates. Employee-friendly policies can attract high-quality workers to a firm and ensure that they remain within the firm, to form a source of sustainable competitive advantage.”

In old-fashioned firms, such as factories, employee output could be measured easily in units produced. Thus, there was little role for employee satisfaction in motivating workers. Instead, managers could motivate workers by counting the number of units they produced and paying for output. In the modern firm, key outputs are intangible, such as building client relationships. Since these outputs are harder to measure, pay-for-output is less effective, and so employee satisfaction is an increasingly valuable motivational tool.

Studying the effect of employee satisfaction on firm performance is particularly tricky because, even if you documented a positive relationship between these two variables, it’s not clear what causes what. It could indeed be that satisfied employees are more motivated and thus perform better. But it could be that well-performing firms can afford to spend money on employee-friendly initiatives. To address these concerns of reverse causality, Edmans and his colleagues studied the link between employee satisfaction today and future stock returns. In particular, if employee satisfaction were the result, rather than cause, of good performance, then a well-performing firm would already have a high stock price today, and so should not generate a superior return in the future, Edmans notes.

Since today’s outputs are harder to measure, employee satisfaction is an increasingly valuable motivational tool.
In the earlier work focusing on U.S. firms, Edmans found better stock performance among companies with worker-friendly policies. But in the U.S., the labor market is particularly flexible — hiring and firing is simple. Other countries, such as Germany, are much more restrictive.
For the new study, the researchers looked at 14 countries: Brazil, Canada, Chile, Denmark, Finland, France, Germany, Greece, India, Japan, Korea, Sweden, the United Kingdom and the United States. All were among the 45 nations with lists of the best companies to work for, produced by the Great Place to Work Institute in San Francisco. In choosing the best companies, the institute surveys employees at some 6,000 firms in 50 countries to gauge how much they trust the people they work for, and whether they take pride in what they do and enjoy the people around them. The surveys therefore rely on the employees’ own gauge of satisfaction rather than tallies of factors like pay and benefits.

Each of the 14 countries chosen had at least 10 publicly traded firms on the best-companies list, and all those countries also had data for labor market flexibility. One gauge of this was an index of employee-protection legislation by country; another was an index of economic freedom. The indexes incorporated factors such as laws protecting workers from dismissal, costs of dismissing workers, prevalence of collective bargaining, and rules for hiring temporary workers, such as requirements that pay and working conditions be the same as for full-time workers.

Overall, the new study confirmed the results Edmans had found earlier in the U.S.: Companies with high worker satisfaction generally produced alphas, or above-average stock returns, compared to their peers. In fact, the U.S. firms’ average monthly alpha of 22 basis points (or .22%) was just the 10th highest among the 14 countries, in periods roughly spanning 1998 to 2013, depending on when the best-companies data was available. Japan had a monthly alpha of 77 basis points, and the U.K. 81 basis points, though the researchers caution that the country-by-country breakdowns are imperfect because of small sample sizes. The 22 basis point monthly alpha in the U.S. means that if the peers’ stock rose 10% a year, the best companies’ shares would return 12.6%.

If you are interested in learning more be sure to read the full article. At JDI Search, we recruit exclusively in the hotel and resort industry. That means our recruiters know how to help you find, acquire, and retain top-level talent.