Employee Satisfaction

Submitted by: Submitted by

Views: 205

Words: 1902

Pages: 8

Category: Business and Industry

Date Submitted: 09/18/2013 03:31 PM

Report This Essay

How Investing in Intangibles -- Like Employee Satisfaction -- Translates into Financial Returns: Knowledge@Wharton (http://knowledge.wharton.upenn.edu/article.cfm?articleid=1873)

How Investing in Intangibles -- Like Employee Satisfaction -- Translates into Financial Returns

Published : January 09, 2008 in Knowledge@Wharton

Contrary to management theories developed in the Industrial Age, employee satisfaction is an important ingredient for financial success, according to a new research paper by Wharton finance professor Alex Edmans. His findings also challenge the importance of short-term financial results and may have implications for investors interested in targeting socially responsible companies. In a paper titled, "Does the Stock Market Fully Value Intangibles? Employee Satisfaction and Equity Prices," Edmans examines the stock returns of companies with high employee satisfaction and compares them to various benchmarks -- the broader market, peer firms in the same industry, and companies with similar characteristics. His research indicates that firms cited as good places to work earn returns that are more than double those of the overall market.

This is a single/personal use copy

Companies on Fortune magazine's annual list of the "100 Best Companies to Work of Knowledge@Wharton. For multiple copies, custom reprints, posters or plaques, for in America" between 1998 and 2005 returned 14% per year, compared to 6% a e-prints,contact PARS please International: year for the overall market, according to Edmans. The results also hold up using an 221-9595 x407. reprints@parsintl.com P. (212) earlier version of the survey that dates back to 1984. "One might think this is an obvious relationship -- that you don't need to do a study showing that if workers are happy, the company performs better. But actually, it's not that obvious," says Edmans. "Traditional management theory treats workers like any other input -- get as much out of them as possible and pay them...