Does HR drive more effectiveness and organizational performance by improving traditional HR value propositions, such as compliance and services, or by improving decisions? John Boudreau and Ed Lawler explore this using surveys of HR leaders in over 100 U.S. organizations in the years 2010 and 2016 by the Center for Effective Organizations.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
How many times have you heard CEOs and HR executives say that talent is their organization’s most important asset? I have heard it many times, and I usually follow up by asking how that translates into the way they manage people. All too often that question is answered poorly or not at all.
Edward Lawler III (CEO) shares how there is a growing movement to broaden the definition of organizational effectiveness. Fewer and fewer countries and societies are willing to accept that financial performance is all that matters when it comes to organizational effectiveness.
In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today’s rapidly evolving workplace.
The field of human resources (HR) consulting is large, extremely diverse, and highly dynamic. This introductory update to the 2005 chapter by Gerald E. Ledford (CEO), Edward Lawler III (CEO), Susan A. Mohrman (CEO) provides an updated view of the HR consulting marketplace and the types of individuals and consulting firms that occupy it, as well as the organizational actors who purchase and consume HR consulting services.
This monograph by Ledford, G., Benson, G., and Lawler, E. provides a comprehensive report of findings from a large-scale study of cutting-edge performance management practices. It covers several topics not discussed in other papers, such as detail on types of organizations that adopt cutting edge practices and change management issues in implementing these practices.
Christopher G. Worley (CEO), Thomas Williams (PwC Strategy LLP), Edward E. Lawler III (CEO) explain how agile organizations continuously adjust to changing circumstances by, for example, launching new products or eliminating old ones, entering new markets or exiting underperforming ones, or building new capabilities. This requires management processes that can support adaptability over time.
This webinar with Gerry Ledford and Ed Lawler reports the results of a major new CEO study of 244 companies that are using three cutting-edge performance management practices: ratingless reviews, ongoing performance feedback, and crowd-sourced feedback.
What is required for corporations to become stewards of the future and how can HR contribute? This webinar with Sue Mohrman and Ed Lawler presents the best thinking and knowledge from scholars who have been at the forefront of studying and working with leading edge corporations and other stakeholders.
Gerald E. Ledford, Jr. (CEO), George Benson (U Texas), Edward E. Lawler III (CEO) discuss how the debate over eliminating performance ratings addresses many important theoretical and practical issues.
A Study of Cutting-Edge Performance Management Practices: Ongoing Feedback, Ratingless Reviews, and Crowd-Sourced Feedback
Three cutting edge performance management practices – ratingless reviews, ongoing feedback, and crowd-sourced feedback – have received tremendous attention from the business press, but there has been almost no research that can guide the design and implementation of these practices.
Jay A. Conger (CEO and Claremont McKenna College) and Edward E. Lawler III (CEO) – Along with the intellectual and knowledge property they create, human capital has become the most important intangible asset that most corporations possess. Yet surprisingly little corporate boardroom time is spent on human capital issues.