Research and Insights Archive

Research and Insights from the Center for Effective Organizations

The Impact of Discussing Salary Action in the Performance Appraisal Meeting

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).

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. .

Motivation and Performance Appraisal Behavior

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.

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. .

The Diffusion of QWL as a Paradigm Shift

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.

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. .

Productivity and the Quality of Work Life

Edward E. Lawler III (CEO) and G. Ledford, Jr. (CEO) summarize the results of eight case studies of quality of worklife change programs.

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. .

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

Philip H. Mirvis (Boston University) and Edward E. Lawler III (CEO) report the results of two action research projects. Both focus on changing the information systems in organizations. One involved public reporting of measures, the other used measures for feedback purposes within the organizations.

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. .

Employee Influence on Decisions: An Analysis

Edward E. Lawler III (CEO), Patricia A. Renwick (USC), and R. J. Bullock (University of Houston) report the results of a study concerned with the kinds of work place decisions that employees wish to influence.

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. .

The Corporate Entrepreneur

Edward E. Lawler III (CEO) and John A. Drexler, Jr. (University of Washington) identify the conditions which lead to entrepreneur behavior.

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. .

Creating High Involvement Work Organizations

Edward E. Lawler III (CEO) points to the many successful new plants that follow a participative model. This same model can be applied to traditional organizations with high likelihood of good productivity and a high quality of work life.

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. .

Merit Pay: An Obsolete Policy?

This paper by Edward E. Lawler III (CEO) looks at the problems with merit pay. Specific emphasis is on why salary increases typically are poor motivators. It stresses that bonuses are often a viable alternative to salary increases.

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. .