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Research and Insights from the Center for Effective Organizations

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Transforming the Human Resources Function

Aug 9, 1996 | Future of HR, Organization Design, Sponsor Content, Strategic HR

Sue Mohrman and Ed Lawler state that the emergence of the global economy, overcapacity in many industries, monumental improvements in the power of computer and telecommunications tools, and the emergence of the knowledge economy are among the forces that are resulting in fundamental change in the design of organizations.

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Competencies: The Right Foundation for the New Pay?

Apr 3, 1996 | Compensation and Benefits, Sponsor Content

In this 1996 paper, E. Lawler III discusses how it is a bit premature to declare job-based pay systems obsolete. It is not too early, however, to note that they are well on their way to being replaced by person-based pay.

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Impact of Employee Involvement and Total Quality Management Programs

Dec 15, 1995 | Employee Engagement, Sponsor Content

S. Mohrman, E. Lawler III, and G. Ledford, Jr. discuss study results from continuing research on the impact of employee involvement and total quality management programs.

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Motivation for School Reform

Aug 14, 1995 | Organization Design, Organizational Effectiveness, Sponsor Content, Uncategorized

S. Mohrman and E. Lawler III state that the school reform movement seeks higher educational standards for all students, moving authority into the local school to develop new approaches and apply resources appropriately to meet the needs of all students, and new approaches to teaching and learning meet the educational needs of modern society.

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Creating High Performance Organizations: Practices and Results of Employee Involvement and TQM in Fortune 1000 Companies

Aug 11, 1995 | Employee Engagement, Performance Management

Edward E. Lawler III , Susan Albers Mohrman and Gerry Ledford (Jossey-Bass, 1995)
Creating High Performance Organizations offers the most up-to-date results from a unique longitudinal study that has systematically researched the adoption and impact of employee involvement (EI) and total quality management (TQM) practices on the largest companies in the United States.

Reward Innovations in Fortune 1000 Companies

Jun 9, 1995 | Compensation and Benefits, Innovation, Sponsor Content

This paper by G. Ledford, Jr., E. Lawler III, and S. Mohrman summarizes data on reward innovations from a unique sample of large U.S. firms, based on survey data collected in 1987, 1990, and 1993.

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The New Pay: A Strategic Approach

Mar 3, 1995 | Compensation and Benefits, Sponsor Content, Strategic HR

Ed Lawler III states that the “New Pay” is not alternative pay. It is not skill-based pay, gainsharing or any other specific new pay practice. Indeed, it is not a set of new practices, rather, it is a way of thinking about role pay systems in complex organizations.

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The Contextual Determinants Of Increased Adoption Of Participative Practices In Organizations

Feb 1, 1995 | Employee Engagement, Performance Management, Sponsor Content

Drawing on multiple frameworks, this study by R. Tenkasi, S. Mohrman, G. Ledford, Jr., and E. Lawler III tested longitudinally on a matched set of 130 companies the contextual determinants of increased adoption of participative practices.

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Strategic Human Resources Management: An Idea Whose Time Has Come

Jan 1, 1995 | Compensation and Benefits, Sponsor Content, Strategic HR, Talent Management

E. Lawler III states that when training costs and other human resource management costs are added to compensation costs, the human resource management function often is responsible for a large portion of an organizations total expenditures.

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Reward Systems That Reinforce Organizational Change

Oct 24, 1994 | Change Management, Compensation and Benefits, Sponsor Content

G. Ledford, Jr. and E. Lawler III argue that conventional pay system designs are failing because they are unable to grapple with organizational changes such as globalization, technological change, downsizing, delayering, and new business strategies.

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Total Quality Management Practices and Outcomes in the Largest U.S. Firms

Oct 1, 1994 | Organizational Effectiveness, Sponsor Content

A survey of the 1000 largest companies in U.S. led by S. Mohrman, R. Tenkasi, E. Lawler III, and G. Ledford, Jr. shows that TQM practices fall into two main categories: core practices and production oriented practices.

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Systems are Not Solutions: Issues in Creating Information Systems that Account for the Human Organization

Sep 9, 1994 | Employee Engagement, HR Analytics, Innovation, Sponsor Content, Strategic HR, Uncategorized

Edward E. Lawler III, Philip H. Mirvis
1981 (republished 1994)

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