Gerald E. Ledford, Jr. (CEO) and Edward E. Lawler III (CEO) explain how performance management, long the most unpopular HR process, has received increased criticism in recent years.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Gerald E. Ledford, Jr. and Charles Rivers write that research interest in pay for skills, knowledge, and competencies (SKC) has continued over the past three decades.
Gerald E. Ledford, Jr. (CEO) and Edward E. Lawler III (CEO) explore the topic of gamification. Today, the purposeful use of games in work settings is growing rapidly. Organizations are rapidly embracing the systematic use of “gamification,” which brings game-like elements to core managerial processes.
This paper first summarizes key themes from a recent paper by Gerald Ledford that was published in Organizational Dynamics. That paper reviewed changes in employee reward systems during the past 35 years, looked at factors explaining the changes, and recommended a set of five changes in the future. Five distinguished corporate HR leaders then comment on the paper, exploring a number of important topics in contemporary employee rewards.
Gerald E. Ledford, Jr. (CEO) This collection is a three-part series that appeared in Compensation Café, the leading blog on reward systems, from December 1-3, 2014. See www.CompensationCafe.com for the original entries and reader responses to them.
Gerald E. Ledford, Jr. (CEO) shares that implementation of skills, knowledge, and competency pay has become commonplace, and usage has gradually increased in the last three decades.
This article by Gerald E. Ledford, Jr. (CEO) examines the dramatic changes in employee rewards since the Center for Effective Organizations (CEO) was created 35 years ago.
Gerry Ledford (Senior Research Scientist, CEO)
The typical Fortune 500 organization spends millions of dollars annually on HR information technology, counting the cost of software, programming, training, and consulting.
Gerald E. Ledford, Jr. (CEO) argues here that the lack of attention to rewards in the lean systems literature is a mistake. Decades of academic research confirm that pay exerts powerful effects on employee attitudes and behavior.
Gerald E. Ledford, Jr. (CEO), Meiyu Fang (National Central University, Taiwan), and Barry Gerhart (University of Wisconsin) demonstrate that motivation research makes a basic distinction between intrinsic and extrinsic motivation. In general, researchers define intrinsic motivation as that which arises from performing the task.
Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.
The CEO Report by Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998) distills reams of surveys and research into an easy-to-interpret tool that managers can use to identify those improvement practices that best promote organizational effectiveness.