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Beyond Testimonials: Learning from a Quality Circles Program

Oct 1, 1982 | Employee Engagement, Organization Design, Performance Management, Sponsor Content

Susan A. Mohrman and L. Novelli state that quality circles programs are based on the assumptions that employee participation leads to valued outcomes such as intrinsic satisfaction and recognition, and that it also results in the implementation of changes which enhance productivity and satisfaction.

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Quality of Work Life: Perspectives and Directions

Sep 1, 1982 | Employee Engagement, Performance Management, Sponsor Content

Quality of Work Life as a variable and concept is explored throughout its different stages of development in this paper by David A. Nadler and Edward E. Lawler III.

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Adaptively Learning About the Impacts of Information Processing Technologies in the Office

Aug 1, 1982 | Digital Transformation, Sponsor Content

In this paper, Allan M. Mohrman, Jr. and Luke Novelli, Jr. make a case for the need to develop and use a research methodology that helps us learn about the impacts of information processing technologies in the office.

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Implementing Quality Work Life Programs

Jul 1, 1982 | Organization Design, Performance Management, Sponsor Content

Susan A. Mohrman and Thomas Cummings state that quality of worklife programs attempt fundamental value and behavioral changes in organizational. This requires the establishment of structures and processes to facilitate learning. Such structures and processes are discussed.

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The Role of Feedback in the Creation of Useful Knowledge

Jun 1, 1982 | Employee Engagement, Performance Management, Sponsor Content, Talent Management

Mary Ann Von Glinow and Nirmal Sethia explain that practical usefulness or relevance of the knowledge produced in academic settings has become an issue of growing concern in recent years.

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The Design of Performance Appraisal Systems: Some Implications from Research Findings

May 1, 1982 | Performance Management, Sponsor Content

The impacts of performance appraisal system design elements (e.g. type of appraisal form, timing of form completion and
whether or not the subordinate compiles information for the review) on (1) perceptions of work planning during the performance appraisal session, (2) subordinate ownership involvement in the session, and (3) performance improvements are examined in this paper by Susan Resnick and Allan M. Mohrman, Jr.

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A Little Bit of Participation Can be a Dangerous Thing

Apr 1, 1982 | Employee Engagement, Sponsor Content

In this paper by L. Novelli and Susan A. Mohrman, the impact of the duration of participation in rotating, voluntary problemsolving groups on worker perceptions and attitudes was examined in the context of a quality circle type program in a food warehouse.

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Demographic and Societal Factors Affecting the Linear Career Crisis

Mar 1, 1982 | Sponsor Content, Talent Management

The basic premise in this paper by Michael J. Driver (USC) is that most managers and organizations are defining careers as a linear progression up a career ladder.

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Future Trends in Engineering Careers: A Career Concept Approach

Feb 1, 1982 | Sponsor Content, Talent Management

Michael J. Driver (USC) argues that social and technological trends in American society suggest that engineering careers stressing a linear, upward movement concept are headed for problems.

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The Impact of Discussing Salary Action in the Performance Appraisal Meeting

Jan 1, 1982 | Compensation and Benefits, Performance Management, Sponsor Content

The impact of discussing vs. not discussing salary action on process characteristics (e.g., participation), content characteristics (e.g. work-planning) and PA outcomes (e.g., utility and satisfaction) is examined in a sample of supervisor subordinate pairs in this article by J. Bruce Prince (Concordia University) and Edward E. Lawler III (USC).

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Motivation and Performance Appraisal Behavior

Dec 13, 1981 | Performance Management, Sponsor Content, Talent Management

This paper by Allan M. Mohrman, Jr. (CEO) and Edward E. Lawler III (CEO) explores how the organizational context and the actor’s perceptions of the situation lead to performance appraisal behavior.

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The Diffusion of QWL as a Paradigm Shift

Dec 1, 1981 | Employee Engagement, Performance Management, Sponsor Content

Allan M. Mohrman, Jr. (CEO) and Edward E. Lawler III (CEO) define the construct of paradigm in terms of its component elements: subject matter, values, methods, social networks, theories, and exemplars.

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