In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be “built to change” so they can last and succeed in today’s global economy.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Reward Systems, Motivation and Organizational Change
Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) argue that organizational excellence is about change. We would not have said this in the 1970s, 1980s, or perhaps even in the 1990s. Today it almost goes without saying.
Please Sign In
This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.
Register For Complimentary Premium Access
Register for complimentary premium access to our working papers, editorials and webinars. It takes under 30 seconds. Register.
High Technology Performance Management
A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley explain that high technology work is complex and dynamic, requires innovation, and is highly interdependent.
Please Sign In
This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.
Register For Complimentary Premium Access
Register for complimentary premium access to our working papers, editorials and webinars. It takes under 30 seconds. Register.
What Laws Govern the Size of a Meaningful Pay Increase?
This study by David Bowen, Christopher G. Worley, and Edward E. Lawler III examined the relationship between different size pay increases and their meaningfulness to employees.
Please Sign In
This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.
Register For Complimentary Premium Access
Register for complimentary premium access to our working papers, editorials and webinars. It takes under 30 seconds. Register.
Performance Management in the Highly Interdependent World of High Technology
A research study in an aerospace corporation conducted by A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley reveals that high technology settings work against traditional performance facilitators such as job specification and the setting of goals.
Please Sign In
This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.
Register For Complimentary Premium Access
Register for complimentary premium access to our working papers, editorials and webinars. It takes under 30 seconds. Register.