Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Competency Pay for Professionals and Managers in Business: A Review and Implications for Teachers

Nov 16, 1997 | Compensation and Benefits, Performance Management, Sponsor Content

This paper by G. Ledford and R. Heneman examines the relevance to teachers of business sector experiences with systems that identify and reward the skills, knowledge, and competencies of professionals and managers.

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Developing Effective Self-Managing Work Teams in Service Organizations

Nov 17, 1996 | Performance Management, Sponsor Content

This paper by S. Cohen, G. Spreitzer, and G. Ledford, Jr. draws upon the authors’ research on the use of self-managed work teams (SMWTs) in two service organizations: a telecommunications company and an insurance operation.

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New Approaches to Organizing: Competencies, Capabilities and the Decline of the Bureaucratic Model

Sep 3, 1996 | Organization Design, Sponsor Content

E. Lawler III and G. Ledford, Jr. argue that in an era of constant change and demands for ever higher levels of performance, bureaucratic designs appear clumsy and lethargic.

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Competencies and Competency Models: Does One Size Fit All?

Mar 2, 1996 | Compensation and Benefits, Sponsor Content

Competency-based pay plans look much alike from one firm to the next. P. Zingheim, G. Ledford, Jr., and J. Schuster ask why this is happening, and whether it is desirable.

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Impact of Employee Involvement and Total Quality Management Programs

Dec 15, 1995 | Employee Engagement, Sponsor Content

S. Mohrman, E. Lawler III, and G. Ledford, Jr. discuss study results from continuing research on the impact of employee involvement and total quality management programs.

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Creating High Performance Organizations: Practices and Results of Employee Involvement and TQM in Fortune 1000 Companies

Aug 11, 1995 | Employee Engagement, Performance Management

Edward E. Lawler III , Susan Albers Mohrman and Gerry Ledford (Jossey-Bass, 1995)
Creating High Performance Organizations offers the most up-to-date results from a unique longitudinal study that has systematically researched the adoption and impact of employee involvement (EI) and total quality management (TQM) practices on the largest companies in the United States.

Reward Innovations in Fortune 1000 Companies

Jun 9, 1995 | Compensation and Benefits, Innovation, Sponsor Content

This paper by G. Ledford, Jr., E. Lawler III, and S. Mohrman summarizes data on reward innovations from a unique sample of large U.S. firms, based on survey data collected in 1987, 1990, and 1993.

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Paying for the Skills, Knowledge, and Competencies of Knowledge Workers

Apr 6, 1995 | Compensation and Benefits, Sponsor Content

G. Ledford, Jr. defines competency-based pay and relates the definition to the more familiar approach, skill-based pay.

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Designing Nimble Reward Systems

Apr 5, 1995 | Compensation and Benefits, Sponsor Content

G. Ledford, Jr. states that increasingly, pay systems are failing to keep pace with the rapid pace of change in business strategies and organizational structures.

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The Contextual Determinants Of Increased Adoption Of Participative Practices In Organizations

Feb 1, 1995 | Employee Engagement, Performance Management, Sponsor Content

Drawing on multiple frameworks, this study by R. Tenkasi, S. Mohrman, G. Ledford, Jr., and E. Lawler III tested longitudinally on a matched set of 130 companies the contextual determinants of increased adoption of participative practices.

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Reward Systems That Reinforce Organizational Change

Oct 24, 1994 | Change Management, Compensation and Benefits, Sponsor Content

G. Ledford, Jr. and E. Lawler III argue that conventional pay system designs are failing because they are unable to grapple with organizational changes such as globalization, technological change, downsizing, delayering, and new business strategies.

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Total Quality Management Practices and Outcomes in the Largest U.S. Firms

Oct 1, 1994 | Organizational Effectiveness, Sponsor Content

A survey of the 1000 largest companies in U.S. led by S. Mohrman, R. Tenkasi, E. Lawler III, and G. Ledford, Jr. shows that TQM practices fall into two main categories: core practices and production oriented practices.

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