Kenneth A. Merchant (USC), Wim A. Van Der Stede (USC), and Michal Matejka (University of Michigan) share that prior research has shown the absence of a significant link between financial performance measures and cash incentive payments in loss-making firms, but only conjectures have been offered to explain this finding.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Performance Measure Choice and Target Setting in Loss-Making Firms
Kenneth A. Merchant (USC), Wim A. Van Der Stede (USC), and Michal Matejka (University of Michigan) examine the choice of performance measures and performance target difficulty in CEO annual bonus plans in loss-making firms.
Harnessing the Power of HR Analytics: Why Building HR’s Analytics Capability Can Help It Add Bottom-Line Value
In this article by Alec R. Levenson (CEO), the usefulness of ROI, cost-benefit, and impact analysis are compared.
Training Without Jobs: Access to and Outcomes of Training for Temporary Workers
Alec R. Levenson (CEO), David Finegold (Keck Graduate Institute), and Mark Van Buren (Learning & Development Roundtable) ask the question, “Does temporary work provide a way for individuals to improve their skill levels?”
Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process
Designing the Customer-Centric Organization (Jay R. Galbraith, (Jossey-Bass, 2005)) offers today’s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer.
Creating the Good Life :Applying Aristotle’s Wisdom to Find Meaning and Happiness
Professionals and business people in midlife are increasingly asking themselves “what’s next?” in their careers and personal lives. Creating the Good Life (James O’Toole (Rodale Press, 2005)) draws on the wisdom of the ages to help contemporary men and women plan for satisfying, useful, moral, and meaningful second halves of their lives.
What Coaching Can Do For Your Organization — and What It Can’t
Alec R. Levenson (CEO), Mike McDermott (Capital One), and Suzanne Clarke (Capital One Financial Services) state that interest in executive coaching is clearly on the rise, and many organizations have made coaching an integral part of their leadership development programs.
How Corporate Boards are Changing
Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) state that over the past four years, corporate boards in the U.S. have been under increasing pressure. Stimulated by high-profile scandals, investor dissatisfaction with board performance and questions about the level of executive compensation, regulators have introduced significant reforms in the rules governing boards.
The Time Has Come for Strategic Talent Segmentation
John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that when it comes to their talent resources, organizations often have similar human capital programs across all business units (“build bench strength”, “improve retention,” “base rewards on performance”). Generic human capital allocations lead to non-optimal human capital investments, just like generic financial or marketing allocations.
Talentship and Human Resource Measurement and Analysis: From ROI to Strategic Organizational Change
In this article, John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) extend earlier work by proposing a framework of four elements integrating HR measures within a system for achieving strategic organizational change.
Beyond Cost-per-Hire and Time to Fill: Supply-Chain Measurement for Staffing
John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) state that identifying and acquiring talent is one of the most important processes in human resource management.
Talentship and the Evolution of Human Resources Management: From “Professional Practice” to “Strategic Talent Decision Science”
John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that the value and importance of human capital, or talent, is increasingly obvious to business leaders, yet they are increasingly frustrated by the current state of human resource (HR) management.