We conducted a study of ratingless reviews in an organization that had an innovative and effective performance management process prior to adopting ratingless reviews. We collected data from the pilot and comparison units before and after the change to ratingless reviews. Results indicated some positive changes and no clear negative changes in the pilot units compared to the comparison units. Analysis suggests that positive results are primarily the result of more frequent feedback that is more oriented toward employee
development rather than the ratingless reviews, per se.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
New CEO-WorldatWork (WaW) Monograph on Cutting Edge Performance Management
Cutting-Edge Performance Management: 244 Organizations Report on Ongoing Feedback, Ratingless Reviews and Crowd-Sourced Feedback
Published by WorldatWork, September 2016
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Performance Feedback Culture Drives Business Impact
A new publication by Gerald E. Ledford, Jr. Ph.D. and Benjamin Schneider, Ph.D. highlights the study of 234 organizations and shows that the key to performance management effectiveness is creating a performance feedback culture (PFC).
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The Elusive Linkage Between CEO Pay and Corporate Performance
Gerry Ledford and Ed Lawler comment on Aguinis, Martin, Gomez-Mejia, O’Boyle, and Joo, adding another perspective on CEO pay.
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2018 Sponsor Meeting Presentations
Downloadable PowerPoint Presentations in PDF format at the 2018 Sponsor Meeting at the Portofino Hotel in Los Angeles.
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Human Resource Consulting
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.
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Performance Feedback Culture: The Key to Performance Management Effectiveness?
Gerry Ledford, George Benson, and Ben Schneider
February 7, 2017 9:00am – 10:00am (PT)
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New CEO-WorldatWork Monograph on Cutting-Edge Performance Management
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.
Cutting-Edge Performance Management: A Study of 244 Companies
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.
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Aligning Research and the Current Practice of Performance Management
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.
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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.
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Cutting Edge Performance Management: What About Rewards?
Gerald E. Ledford, Jr. (CEO), Edward E. Lawler III (CEO), George Benson (U Texas)
With support from WorldatWork, the Center for Effective Organizations has conducted a survey study of 244 organizations that have adopted one or more of three cutting edge practices: ongoing performance feedback, ratingless reviews of performance, and crowd-sourced feedback.
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