T

he main characteristics of psychological ownership are strong feelings of possessiveness and psychological attachment (Bernhard and ODriscoll, 347). We have conducted a thirteen-question interview in an attempt to explore the feelings of ownership experienced by employees of small businesses. From the answers of our participants, we have concluded that psychological ownership causes employees to feel empowered, to communicate more efficiently, and to experience more positive work attitudes, which seems to be the key to the success of small businesses.

Photo source: Dilbert, web

ITS PSYCHOLOGICAL OWNERSHIP THAT MAKES THE COMPETITIVE DIFFERENCE. -T.L. BROWN, 1989, 15

PSYCHOLOGICAL OWNERSHIP DEFINED

What is a small business?
Small businesses are considered the mainstay of many economies around the world. Whether it is your local dry cleaner, butcher, neighbourhood pastry chef or florist, they all fit in the small business category. In Canada, these small organizations contribute to slightly more than thirty percent of the GDP, and were responsible for approximately 47 percent of all jobs created over the last decade (Key Small Business Statistics, web).

Photo source: Business Mindset expert, web

How Do Small Organizations Compete With Corporate Powerhouses?

The answer lies within their workforce
So, how do small businesses compete with large corporations? The answer lies within their workforce. Employees of small local businesses often know us by our first name, and we love how we feel at home when we walk into their retail locations. They make us feel special and give us a sense of belonging. In addition, although they do not legally own the business, these employees act and work as if they did, by showing attachment, involvement, and autonomy in their jobs. Indeed, several recent studies have shown the importance of employees feelings of ownership in the context of small businesses, where formal and legal ownership rights are absent (Bernhard and ODriscoll, 346). Known as psychological ownership, this feeling is defined as a state of mind that makes individuals feel as if their target of ownership, namely the company they work for, is theirs,

but are not bound by any legal rights (Bernhard and ODriscoll, 347). In the next few pages, we shall demonstrate that small businesses gain a significant competitive advantage if their employees experience psychological ownership. After examining a wide range of recently published journals and articles, and after conducting ten interviews carried out among employees of small businesses, we have concluded that psychological ownership causes employees to feel empowered, to communicate more efficiently, and to experience more positive work attitudes, which seems to be the key to the success of small businesses. However, the reader should take note that all our primary evidence is drawn from employees of small local firms. Further research is necessary before we can confidently conclude that this is true for all small businesses.

Photo source: Working for a Small vs Large Organization, web

MAIN CONCEPTS

EMPOWERED EMPLOYEES
First and foremost, our research has shown that employees of small businesses who experience psychological ownership feel empowered. This makes them work harder and show more autonomy and involvement towards their job, which ultimately results in the success of the business. Although legal and psychological ownership may overlap, it is not to be confused that one cannot exist without another (Etzioni, 1991). In other words, the concept of formal ownership, which is protected by law, does not always result in psychological ownership, since some may find material possessions insignificant, and the opposite is also true. Lets take a simple example. Say a person rents a car for the weekend. In general, this person will be more careful with his own car rather than with the rented vehicle. In this case, the ownership of the vehicle gives the person certain rights, but also certain responsibilities, which make the individual feel more emotionally attached and devoted towards the object of his possession. The same is true at work. When people experience a sense of ownership towards the company they work for, they feel more involved and take their responsibilities at heart, which tends to influence the degree of autonomy, hard work, and devotion they experience towards their job. As a matter of fact, studies have shown that feelings of ownership are likely to make employees work harder, be constructive, and feel more dedicated towards their work (Chung and Moon, 6). Indeed, a participant working for a small accounting firm who admitted experiencing psychological ownership in her current job answered: I love my job, and I work as if the organization was mine. I give it my 200%.

The Organizations Success is my Success

Furthermore, employees experiencing psychological ownership allow themselves to believe that they are entitled to develop and implement innovative and non-compliant work processes (Chung and Moon, 6). In other words, they look for ways to do things better, as they feel that the organizations success is also their success. Thus, they challenge the status quo and constantly look for more effective work methods, in an attempt to help the organization save time and money. A receptionist working for a small plumbing company who experiences psychological ownership stated that he always looks for ways to save money for the organization, hence contributing to its success. Trying to cut costs for the organization shows a great sense of psychological ownership, as it is generally easier to spend someone elses money rather than ones own. On the other hand, a cashier working for a small gas station who does not feel psychological ownership admitted that if he did, he would clean up his working area more often. Indeed, employees with feelings of ownership are more motivated to act in the best interest of the organization (Chung and Moon, 6). Undeniably, these employees feel devoted to the organization, which motivates them to act responsibly and make use of the best practices in order to contribute to the organizations success. An accountant from a small firm who experiences psychological ownership stated that she feels like she has a positive impact within her company, because her quality work and good work ethics bring success to the organization.

Photo source: SOA Platform Blog, web

Confidence is the Key

In addition to being more involved and more dedicated, employees who perceive feelings of psychological ownership tend to have an increased level of self-confidence and selfidentity. Research has shown a positive relationship between psychological ownership and employees self-esteem within the organizational context (Van Dyne, Pierce, 2004). An interviewee working for a small flower shop felt that he was an important asset within his company, as he was confident that his skills and qualifications contribute to the organizations success. This is even more 4 relevant in the context of small businesses, since the weight carried by an employee in a small firm is greater than by one of a large business. Furthermore, responsibility, which is an integral part of the feelings of ownership experienced by employees towards their organization, is a factor for job satisfaction, as stated by Herzberg in his work One More Time: How Do You Motivate Employees? Indeed, Herzberg argued that employees are motivated when they have job satisfaction, and this is experienced when employees are given more responsibilities, among other things. In sum, feelings of ownership towards an organization are likely to increase job satisfaction, and, ultimately, to motivate employees, which contributes to the organizations success. To conclude, employees of small businesses who experience psychological ownership tend to show more involvement, autonomy, and self-confidence in their work. They also demonstrate an increased sense of responsibilities, which, altogether, ultimately lead to the small business success.

COMMUNICATION
THE ABILITY TO COMMUNICATE EFFECTIVELY IS ESSENTIAL TO A BUSINESS SUCCESS. -Thomas H. Inman, 1978, 50
more rapid problem solving, and a more open work environment. In addition, an effective and friendly communication with customers tends to create a competitive advantage for small firms, which plays an important role in their sucess. As previously mentioned, the weight carried by a single employee in a small organization is greater than one in a large corporation. Due to the hierarchical system of large businesses, information is rarely transmitted to the proper authority rapidly, and this often results in untimely feedback. Therefore, not only the transmittal of information is done more effortlessly in a small firm, but it also results in more rapid feedback from both peers and management. An accountant working for a small accounting firm who feels psychological ownership stated that she was satisfied with the communication flow in her company since it is fast and efficient which allows her do to her job efficiently. Although Herzberg argues that communication is a not motivator, it helps prevent job dissatisfaction. Indeed, it is frustrating when ideas and information are not transmitted properly and in a timely manner to the right authority. Thus, effective communication, which we have observed among employees of small businesses who experience psychological ownership, leads to more rapid responses to changing market conditions, which ultimately leads to the success of a small firm. Despite the fact that our primary evidence does not show that those who experience psychological ownership are necessarily better communicators, the majority of our respondants demonstrated good interpersonal skills, which is consistent with our claim.

Photo source: Communication West, web

In a day and age where communication and teamwork are fundamental in the business world, our research has shown that psychological ownership plays a great role in the communication practices of small business employees. As a matter of fact, it has been proven that the ability to communicate effectively is essential to a business success (Inman, 50). Likewise, a better communication flow - vertically, horizontally or diagonally, leads to more efficient teamwork,

Teamwork
The difference between highperforming teams and exceptional teams is the quality of the relationship - how well people like and trust each other (Pearce, 2001, 8). As teamwork requires interdependence, collective identification, team chemistry and cohesiveness, communication is required for effective teamwork (Pierce, Jussila, 251). From the answers gathered in our interviews, we have concluded that individuals working for a small organization who perceive psychological ownership regularly coach and mentor new employees. As a matter of fact, an employee from a small clinic stated that team work is vital for an organization to be efficient. She also stated that when working in a team, she encourages her teammates to focus on the common goals and not on individual interests. An accountant working for a small firm who experiences psychological ownership stated that she works well in a team and encourages everyone to do the same, while offering her help to those who need it.

Conflicts? No Thank You

Moreover, our empirical evidence shows that employees with feelings of psychological ownership try to avoid conflict in the workplace. If a conflict arises, they approach it in a positive way. Indeed, according to an employee working for a small flower shop, even if we have different opinions, we must discuss our differences. In addition to helping with conflict resolution, communication creates an environment favorable for improvement of work methods in small businesses. In fact, a sales person from a small electronics store answered: I always like to give my manager new ideas to improve the store.

Photo source: Dilbert, web

Obsessed with Enhancing Ones Ownership?

Some might argue that feelings of ownership may create tensions in an organization since employees who work as if the organization is theirs may be less likely to cooperate with others, as they may become obsessed with enhancing their ownership by trying to retain exclusive control (Wang, 25). However, our research indicates otherwise. According to our findings, employees who perceive feelings of ownership are more likely to help others with their workload whenever necessary, coach their colleagues when needed, and favor team work. This is proof that employees who experience psychological ownership do not work for themselves only, but for the better good of the organization. In sum, the premise is that both Maslow's (1954) model of hierarchy of needs theory and Herzbergs (1987) motivation theory play a great role in trust, communication, innovation and change; people need to feel safe and socially accepted as well as challenged in order to generate creative ideas and innovative solutions. Therefore, employees who exhibit feelings of psychological ownership tend to communicate more effectively, work better in teams, and avoid conflicts, which plays an important role in a small organizations success.

WORK ATTITUDES
Last, employees who experience psychological ownership have positive attitudes in their workplace, also known as extrarole behaviour, which contribute to the success of the business (Van Dyne and Pierce, 441). Extra-role behavior includes all behaviors that are not expected or mandatory, but which are experienced by certain employees, and are positively related with feelings of ownership towards the organization (Vandewalle, Van Dyne, Kostova, 3). In our aggressive North-American markets, where large corporations low prices can drive a small firm out of business, employees work attitudes are an important factor in the competitive advantage of a small business. Since employees with psychological ownership feel a greater sense of responsibility and an increased bond to the organization, it was natural to observe that their feelings of concern with respect to the quality of the product or service delivered is much higher than that of the average employee. A salesperson working for a small electronics shop that high quality service is very important to him, as it insures the future of the company.
These feelings of concern generally lead employees to perform better than what is expected of them. Also, feelings of ownership influence the extent to which employees invest themselves in the organization (Pierce, Kostova and Dirks, 5). Specifically, the more ownership they feel towards the organization, the more giving they are of their time, ideas, and knowledge. While work attitudes vary from one person to another, the responses gathered in our interviews show that employees with this cognitive ownership are seldom behind with their workload, ready to do overtime, and serve customers as if the profits of the organization were theirs.

Photo source: Infocentras, web

Overtime? No Problem
In general, most employees dislike working overtime. Nonetheless, employees of small businesses who experience psychological ownership will often be ready to work overtime. A participant working as an accountant for a small firm who exhibited psychological ownership and who felt that the organizations success is also her success stated that she gladly works over-time when needed. Another participant claimed that he was always prepared to work some overtime for the wellbeing of the organization.

Difficult Customers
I will not stop until the customer is happy with my service; I thrive at the challenge of a difficult customer, because I know that once I please him, he will be a loyal customer and that is very good for the restaurant.
Although it is easy to be demoralized by a difficult customer, an interviewee working as a waiter in a small local restaurant answered: I will not stop until the customer is happy with my service; I thrive at the challenge of a difficult customer, because I know that once I please him, he will be a loyal customer and that is very good for the restaurant. Such behavior is the perfect example of psychological ownership, since we can observe that the employee not only thinks of the small delis success on the long run, but really puts in extra efforts to please the customer, a behaviour often seen only in owners.

Show Me the Money

Moreover, contrary to popular belief, salary and benefits are not a source of motivation. As a matter of fact, when asked what motivated them to perform better at their job, regardless of the financial benefits, most of our respondents answered customer satisfaction and being more appreciated by my boss. But why would someone make additional efforts without financial gain? Well, the answer lies within Herzbergs motivation theory. Indeed, Herzberg argued that job satisfaction and job dissatisfaction act independently of one another, and stated that salary and benefits are not motivational tools, but rather hygiene factors (Herzberg, 1987). These factors include status, job security, salary, fringe benefits and working conditions, and do not increase job satisfaction, but only insure that there is no job dissatisfaction (Herzberg, 1987). 8 Accordingly, commission and bonuses do not guarantee an employees motivation. Moreover, we have observed that vertical job loading often helps develop psychological ownership. An employee whose responsibilities and workload are increased will work harder. Indeed, there is a positive relationship between psychological ownership and an increase in responsibilities. An interviewee working as a waiter in a small restaurant answered: When the boss is not there, I feel that I have to perform better since he puts his trust in me. This same respondent answered that he would normally wait tables but when his superior is absent, he would be responsible for the cash registry. In sum, psychological ownership has a positive impact on the work attitudes of employees in small organizations. Managers should encourage employee growth as discussed by Herzberg, which in turn will lead to psychological ownership, and, consequently, to the success of their small business.

CONCLUSION
In conclusion, psychological ownership helps small businesses gain the competitive advantage, as it causes employees to feel empowered, to communicate more efficiently, and to experience more positive work attitudes, which seems to be the key in the success of small businesses. With that in mind, the answer to the famous question How do I get employees to do what I want? is quite simple: help your employees develop psychological ownership by giving them more responsibilities, opportunities for growth, and challenges in their job, and in return, they will do all the extra work you want from them, without you even asking.

Photo source: Online Marketing solutions, web

RECIPE FOR SUCCESS

1 cup of Empowerement 1 cup of Communication 1 cup of Work Attitudes Stir well. Enjoy!

WORK CITED
Bernhard, Fabian O'Driscoll, Michael P. Leadership Style and Psychological Ownership in Small FamilyOwned Businesses. June 2011. 3 Feb. Feb. <http://0-web.ebscohost.com.mercury.concordia.ca/bsi/ detail?vid=3&hid=11&sid=207d114e-fd72-465a-b73a-c8b7c86e8073%40sessionmgr11&bd ata=JnNpdGU9YnNpLWxpdmU%3d#db=bth&AN=60516983>. Etzioni, A. The socio-economic of proprety. Ed. In F.W. Rudmin. To have possessions: a handbook on ownership and proprety, 1991. 2012. Herzberg, Frederick. One More Time: How Do You Motivate Employees. Vol. 65. Harvard Business Review, 1987. Inman, Thomas H. Communication and the small business manager. Journal of Small Business Management, 1978. 2012. Parfyonova, Natalya. Employee motivation, performance and well-being. 2009. 3 Feb. 2012. <http://0-search. proquest.com.mercury.concordia.ca/business/docview/305105860/134ABD7B3414D3A099/22?a id=10246>. Pierce, J.L., Jussila, I. Collective psychological ownership within the job design context. Vol. 6. Journal of Organizational Behavior, 2010. Pierce, Jon L, Tatiana Kostova and Kurt T Dirks. Toward a theory of psychological ownership in organizations. Apr. 2001. 3 Feb. 2012. <http://0-search.proquest.com.mercury.concordia.ca/business/docview/210 958432/134ABD7B3414D3A099/18?accountid=10246>. Pierce, Linn Van Dyne and Jon L. Psychological Ownership and Feelings of Possession: Three Field Studies Predicting Employee Attitudes and Organizational Citizenship Behavior. Oct. 2003. 3 Feb. 2012. <http://0-www.jstor.org.mercury.concordia.ca/stable/4093721?seq=1&Search=yes&searchTe xt=ownership&searchText=psychological&list=hide&searchUri=%2Faction%2FdoAdvancedSearc h%3Fq0%3Dpsychological%2Bownership%26f0%3q1%3D%26f1%3Dall%26acc%3Don>. Vandewalle, Don, Linn Van Dyne and Tatiana Kostova. Psychological ownership: An empirical examination of its consequences. Group & Organization Management, 1995. Wang, Qian (Jane) Ying. Psychological ownership and ownership markers in collaborative working environment. 2010. 2012. Wood, Charles. The effects of creating psychological ownership among students in group projects. Dec. 2003. 3 Feb. 2012. <http://0-search.proquest.com.mercury.concordia.ca/business/ docview/204415266/134ABD7B3414D3A099/38?accountid=10246>. Yang Woon Chung, Hyoung Koo Moon. The Moderating Effects of Collectivistic Orientation on Psychological Ownership and Constructive Deviant Behavior. Vol. 6. International Journal Of Business and Management, 2011. 12 vols. 2012.

10

SUMMARY OF INTERVIEWS
Our primary sources consisted of ten interviews conducted among employees of small businesses. Our interviews consisted of thirteen-questions which aimed at exploring the feelings of ownership experienced by employees of small businesses. In the next few pages, we have gathered the essence of our interview answers. From them, we have concluded that psychological ownership causes employees to feel empowered, to communicate more efficiently, and to experience more positive work attitudes, which seems to be the key to the success of small businesses.

QUESTION 1:
Do you feel a sense of ownership in your current job? How does it influence your behaviour/performance? If not, what do you think you would you do differently if you felt a sense of ownership in the organization you work for?

ANSWERS:
An accountant working for a small accounting firm admitted that she feels a sense of ownership in her job, since she loves her job and works as if the organization was hers. This makes her give her 200%. An receptionist of a small plumbing company stated that he feels a sense of ownership in his job and this influences him to try to save money for the company all the time. An employee of a small flower shop answered that he feels psychological ownership and this makes him work harder and do his job more effectively. A salesperson in a small electronics store answered that since he is alone in the store most of the time, he feels a sense of ownership in his job. This influences him as he can make decisions by himself and be more autonomous. A waiter working in a small restaurant who feels psychological ownership stated: When the boss is not there, I feel I have to perform better since he puts his trust in me. He also stated that he works as if the restaurant was his, since he normally waits tables, but when his boss is absent, he is be responsible for the cash registry as well. A cashier in a small gas station does not feel psychological ownership. If he did, he would clean up the place more often, and would assign tasks to the other employees according to their abilities.

CONCLUSION:
We have concluded that, generally speaking, employees of small businesses experience psychological ownership. This influences them to work harder, be more dedicated to the organization, and more autonomous.

11

QUESTION 2:
Do you believe that you have a positive impact within your company? Why or why not?

ANSWERS:
An accountant working for a small accounting firm who feels psychological ownership stated that she has a positive impact within her company, because she provides quality work and has good work ethics. She believes that this brings success to the organization. An employee of a local flower shop who feels psychological owners stated that he is an important asset within his company as he is confident that his skills and qualifications contribute to the organizations success. An accounting technician working for a small merchandising company who feels psychological owners stated that she believes she has a positive impact within her company, as she has a positive and enthusiastic attitude. Also, she does her best at work, and encourages her colleagues to do the same. Moreover, she added that her accuracy and her hard work saves money for the organization, which she believes has a positive impact within the organization. A buyer of a small plumbing company who experiences psychological ownership feels that he has a positive impact within his company. He states that, through his good work, he eliminates stress for his boss (the owner of the company), who can focus on more important issues.

CONCLUSION:
We have found that, in general, employees of small businesses who experience psychological ownership have a positive impact within their company, as they provide good quality work, they have good work ethics, and a positive attitude at work.

12

QUESTION 3:
Do you feel that the organizations success is also your success? How so?

ANSWERS:
An receptionist of a small plumbing company who experiences psychological ownership stated that he feels that the companys success is also his success, since he contributes to its success by always looking for ways to save money for the organization. An accountant working for a small accounting firm who experiences psychological ownership stated that she feels successful in her job since her clients are always happy and she works well, hence contributing to the firms success. An employee of a local flower shop who perceives psychological ownership stated that he feels that the organizations success is also his success. He states that if the organization is successful, it is partly thanks to him. A salesperson working a small electronics store who feels psychological ownership stated that he feels that the success of the company is his success, since he feels that it is his hard work helped the company be successful. He also stated the companys success if like a reward to him. An accounting technician working for a manufacturing company stated that she feels that the organizations success is also her success, because she is part of the team who made the success possible.

CONCLUSION:
In general, employees of small companies who experience psychological ownership feel that the companys success is also their success. Indeed, they feel like they contribute to the success of the company through their hard work, which they feel is rewarding.

13

QUESTION 4:
Overall, how devoted are you when it comes to performing a task that is assigned to you?

ANSWERS:
A waiter working in a small restaurant who admitted experiencing psychological ownership stated that he was very devoted on the job, regardless of how difficult customers can be. He also said: I will not stop until the customer is happy with my service; I thrive at the challenge of a difficult customer, because I know that once I please him, he will be a loyal customer and that is very good for the restaurant. An accountant working for a small accounting firm stated that she was very devoted at performing tasks as she wants to deliver a good service to her clients. An accounting technician working for a manufacturing company stated that she is devoted and she always does her best, as she tries to maximize her resources (her concentration, time, and abilities) in order to deliver the best work possible. A receptionist working in a small hairdressing salon who feels psychological ownership stated that she is devoted when performing a task, mainly because she has a good relationship with her coworkers, theres a good atmosphere, and there are no conflicts at her workplace. A salesperson working for a small electronics store stated that he is very devoted when performing a task which is assigned to him, as he knows that it influences the success of the company.

CONCLUSION:
The answers gathered indicate that, in general, employees of small businesses who experience psychological ownership are very devoted when performing a task that is assigned to them, mainly because they want their customers to be happy, and they want to contribute to the success of the company.

14

QUESTION 5:
How happy are you with the communication flow in your company and how does it affect your performance?

ANSWERS:
A cashier in a gas station answered that he was happy with the communication flow of his company. He stated: The communication flow in the company is working great and that is an essential key to the wellfunctioning of any business. If the communication flow was bad, I think that time and money would be lost. An accountant working for a small accounting firm stated that she was happy with the communication flow in her company since it was fast and efficient, and it allowed her to do her job efficiently. A receptionist from a small hairdressing salon stated that she was happy with the communication flow in her company, since everyone communicates in a nice and respectful way. She also stated that employees communicate efficiently and important messages always get to the attention of the right person. An employee working in small clinic stated that she was happy with the communication flow in the company, as it was easy to reach her co-workers/boss, and they would always follow-up on her questions or requests.

CONCLUSION:
In conclusion, employees of small businesses are happy with the communication flow in their company, as it is efficient and fast. As a consequence, time and money are saved.

15

QUESTION 6:
What is your approach with respect to conflict in the workplace?

ANSWERS:
An employee of a small clinic answered that when a conflict arises, she listens to both sides and gives her opinion when requested. When it involves her work, she tries to solve the conflict by acting in the best interest of the client. A buyer of a small plumbing company stated that when a conflict arises between himself and another employee, he will try to solve the problem by talking to the person directly. He added that if that doesnt work, he will speak to his boss. A salesperson working in a small electronics store stated that in case of a conflict, he will try to solve it by himself. If that doesnt work, he states that he would report it to his manager. An accountant working for a small accounting firm stated that she generally tries to avoid conflict, but if one were to arise, she would try to solve it on her own by speaking to the person. If nothing would change, she would address the problem to her boss.

CONCLUSION:
In conclusion, employees of small businesses who experience psychological ownership generally try to solve conflicts on their own in the workplace. However, it that doesnt work, they generally report the problem to their manager.

16

QUESTION 7:
What is you approach with respect to teamwork in your workplace and how involved do you feel in a team project?

ANSWERS:
An employee of a small clinic stated that team work is vital for an organization to be efficient. She also stated that when working in a team, she encourages her team mates to focus on the common goal and not on individual interests. An accountant working for a small accounting firm, who experiences psychological ownership, stated that she works well in a team and encourages everyone to do the same, while offering her help to anyone who needs it. An employee working for a small flower shop stated that he likes team work, since it strengthens the bond between employees, as they share an experience together. A salesperson working in a small electronics store stated that he likes team work, as each person brings its value added, and the final result is better that if a single employee worked on the project. An accounting technician working for a small manufacturing company answered that she contributes the best she can in team projects, and tries to support her teammates the best she can.

CONCLUSION:
We have found that, generally speaking, employees of small businesses enjoy team work, as employees become bonded by the experience, and each person brings their value added, so the final result is better that if one single person worked on the project. Also, they encourage their team workers to focus on the common goal and to be efficient.

17

QUESTION 8:
How much confidential and private information do you know about the organization you work for, and how does it affect your attitude with respect to your job?

ANSWERS:
An employee of a local florist answered that since the organization very small, everyone is aware of everything. This makes the employees feel like a small family and it influences them to work better together. An accountant working for a small accounting firm stated that she doesnt know a lot of confidential information about the organization, but this doesnt keep her from doing a good job. A salesperson working for a small electronics shop stated that he doesnt know a lot information about the company that he works for, and it wouldnt change anything if he did. A receptionist working for a small hairdressing salon stated that she has a key to the company, along with a code for the alarm system, which means that she is in charge of the company at certain times. She adds that this gives her a sense of ownership and she works as if the company was hers.

CONCLUSION:
From our answers, we have concluded that we dont have enough evidence to support the claim that holding confidential information about the company affects the performance of employees of small businesses.

18

QUESTION 9:
How do you feel about expressing your opinion, even in the case where the general opinion is different from yours?

ANSWERS:
An employee working for a small flower shop stated that: Even if we have different opinions, we must discuss our differences. A salesperson from a small electronics store answered: In the store, I always like to give my manager new ideas for improvement. An accountant working for a small accounting from stated that she always expresses her opinion, even if it is different from the general opinion, since that sets the table for a discussion, and then the team can chose the best outcome for the organization. A receptionist working in a small hairdressing salon stated that she gives her opinion even if it is different from others, because she feels that her opinion can help the company grow.

CONCLUSION:
I conclusion, employees of small businesses who experience psychological ownership tend to express their opinion at all times, even if the general opinion is different from theirs, as they feel that this can improve the company and help it grow.

19

QUESTION 10:
Please name 3 factors other than financial gain which motivate you at work. What could make you be more motivated?

ANSWERS:
An accountant working for a small accounting firm answered: oMy clients satisfaction oBeing more appreciated by my co-workers oMy boss showing more appreciation for my work An employee of a small flower shop company answered: oBeing given more responsibilities oBeing given more trust oA better work environment An accounting technician working for a merchandising company answered: oThe customers satisfaction oMy boss being happy with my work oThe companys financial gain An employee working for a small clinic answered: oRecognition from my boss and my co-workers oSatisfaction of customers oThe way my job is seen/appreciated in society

CONCLUSION:
From the answers of our participants, we have gathered that the two factors other than financial gain that generally motivate employees of small businesses are customer satisfaction and appreciation from their boss.

20

QUESTION 11:
How do you feel about coaching a colleague who doesn't do his job properly/efficiently? Why or why not?

ANSWERS:
An employee working for a small local flower shop stated that he has no problem explaining something to a co-worker or helping them with their work. An accountant working for a small accounting firm answered: It is my pleasure to help a colleague who doesnt have the tools or the knowledge to do the job efficiently or properly, since they might not even know that theyre not doing things the right way. Also, since we work in teams, and the time we spend working on files is invoiced to customers, it is in the interest of my team and the organization and every person works effectively. That way, the organization will be successful. A salesperson working for a small electronics store answered that he feels comfortable about coaching a colleague, and he doesnt feel it is embarrassing to learn from someone more experienced. An employee working for a small restaurant answered that he wouldnt have a problem coaching a colleague, as it is for the better good of the company. He added that if everyone works properly and efficiently, the company will be successful.

CONCLUSION:
We have concluded that employees of small businesses who experience psychological ownership feel comfortable coaching a colleague who doesnt do his job properly, since they feel that if everyone works efficiently, the organization will be successful.

21

QUESTION 12:
How concerned are you with offering a high quality product/service and good customer service?

ANSWERS:
An employee working for a small flower shop answered that he feels very concerned about delivering a high quality service, as he feels that this is the most important aspect of his job. An accountant working for a small accounting firm stated that she is very concerned with delivering a high-quality service, as she takes her clients satisfaction to heart. A receptionist working for a small hairdressing salon stated that she is very concerned with delivering a high-quality service to her customers. She states that by offering a great service, she preserves the current clientele and generates new clients by word-to-mouth. A cashier working in a small gas station answered that he is very concerned with delivering a great service to clients, since clients will have a nice experience and will keep coming back. Also, he states that this creates a positive atmosphere for himself at work. A salesperson working for a small electronics store stated that high-quality customer service is very important, as this insures the future of the company.

CONCLUSION:
From the answers gathered in our interviews, we have concluded that employees of small businesses who experience psychological ownership are very concerned with delivering a high-quality product or service, as they want customers to be satisfied. They believe that this insures the business success.

22

QUESTION 13:
How do you feel about working overtime to help the organization or dedicating some personal time to your job, regardless of the financial benefits?

ANSWERS:
An accountant working for a small accounting firm who exhibited psychological ownership stated that she gladly works over-time when needed. An employee working for a small flower shop answered that he was always prepared to work some overtime for the wellbeing of the organization. A salesperson working for a small electronics shop stated that he works overtime when needed, since the success of the company is his goal. A cashier working in a small gas station stated that he has no problem working overtime to help the company. A receptionist working for a small hairdressing salon answered that she doesnt mind doing overtime, but she cannot do it all the time, because she is a student, so she is not available all the time.

CONCLUSION:
In conclusion, employees of small businesses who experience psychological ownership are open to working overtime in order to help the organization.

23

I S S M A L L . . l.?
beautifu

PSYCHOLOGICAL OWNERSHIP
A COMPETITIVE ADVANTAGE

PROF. BARRY KAUFMAN

SUBMITTED TO:

BY: TAN TRUNG LY ANDRA PALSOIU LEILA RACHID TAHRI MOHAMMED KAYYALI FARIS BANI MALHEM

24

TERM PROJECT CONTEMPORARY BUSINESS THINKING COMM 210, SECTION HH WEDNESDAY, APRIL 11, 2012 JOHN MOLSON SCHOOL OF BUSINESS