Organizational practices and employee's performance: a case of Canadian Textile Industry

Abstract

This study undertakes empirical explanation of inter-firm variations in employee s productivity by a set of organizational factors on the basis of firm level survey data drawn from the Canadian textile industry. Organizational practices of high degree of monitoring and profit sharing are alternatives. The effectiveness of these alternative practices in eliciting high employee performance depends on the size of organizations and also adoption of complimentary practices. The results show profit sharing practices appear to be more effective in small firms than large firms.