Research and Insights Archive

Research and Insights from the Center for Effective Organizations

Manager-Subordinate Agreement in the Performance Appraisal Meeting

This paper by J. Prince, Edward E. Lawler III, and Allan Mohrman, Jr. analyzes patterns of agreement on the appraisal meeting characteristics and broader contextual factors using two independent samples of matched manager-subordinate pairs.

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Parallel Participation Structures

A parallel organization is an adjunct to the regular organizational processes and structures. This paper by Susan A. Mohrman and Edward E. Lawler III examines the typical life cycle of a parallel organization.

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Substitutes for Hierarchy

The major functions which hierarchy performs in organizations are reviewed in this article by Edward E. Lawler III.

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Pay for Performance: Dollars and Sense

Guidelines are proposed that should be followed in developing pay for performance plans in this paper by Edward E. Lawler III.

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Changing Organizations: Strategic Choices

Key strategic choices in the design of change efforts are considered by Edward E. Lawler III. It is concluded that change efforts should be designed to incorporate such feature as informed consent, reinvention, a combination of bottoms up and top down change, organization wide installation and motivation based on a positive view of the change to be installed.

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The Quality Circle and its Variations

The academic and practitioner literature on quality circles (QC’s) is reviewed in this article by G. Ledford, Jr., Edward E. Lawler III, and Susan A. Mohrman.

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Participative Management in the United States: Three Classics Revisited

Three classic books by Argyria, Likert and McGregor are reviewed by Edward E. Lawler III. Their contribution to introducing participative management to the United States is assessed.

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Human Resource Management: Meeting the New Challenges

The challenges which face the human resources function are reviewed by Edward E. Lawler III. It is argued that human resources departments need to improve their information systems, provide expert resources help, set and implement strategy, and manage the organization’s culture.

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Compiled Opinion Editorials

A compiled set of opinion editorials by Edward E. Lawler III and Warren Bennis is presented.

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Pay for Performance: A Strategic Analysis

Edward E. Lawler III argues that the idea of paying for performance is so widely accepted that almost every organization says that it does it.

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Transformations from Control to Involvement

Edward E. Lawler III identifies conditions which causes organizations to change their management approach from a control oriented to an involvement orientated one.

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Choosing an Involvement Strategy

Three different approaches to employee involvement are defined and reviewed by Edward E. Lawler.

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