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Research and Insights from the Center for Effective Organizations

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Hiring for the Organization, Not the Job

Dec 19, 1990 | Sponsor Content, Talent Management

This article by D. Bowen, G. Ledford, Jr. and B. Nathan examines a new approach to selection in which employee are hired to fit the characteristics of an organization, not just the requirements of a particular job.

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Paying for Skills in Two Food Processing Plants

Jul 3, 1990 | Compensation and Benefits, Sponsor Content

This case study by G. Ledford, Jr. and G. Bergel considers the use of skill-based pay in two General Mills plants. The plants were “Greenfield” high involvement/high performance organizations that produce the same product.

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The Evolution of Skill-Based Pay in an Ammunition Assembly Plant

Jul 3, 1990 | Compensation and Benefits, Sponsor Content

This case study by G. Ledford, Jr., W. Tyler, and W. Dixey describes the evolution of the skill-based pay plan over a period of seven years in a Honeywell high involvement facility.

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The Effectiveness of Skill-Based Pay Systems

Jan 3, 1990 | Compensation and Benefits, Sponsor Content

Gerry Ledford, Jr. explains that skill-based pay (SBP) systems reward employees for the range, depth, and types of skills they possess. Employees are paid for the skills they are capable of using, rather than for the job they are performing at any point in time.

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The Design of Skill-Based Pay Plans

Oct 15, 1989 | Compensation and Benefits, Sponsor Content

Gerald Ledford, Jr. discusses how in skill-based pay (SBP) systems, employees receive compensation for the range, depth, and types of skills they possess.

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Large-Scale Organizational Change

Aug 7, 1989 | Change Management

Allan M. Mohrman, Susan Albers Mohrman, Gerald E. Ledford, Jr., Thomas G. Cummings, Edward E. Lawler III; Associates. (Jossey-Bass, 1989)
This book provides a comprehensive examination of the theoretical questions and practical issues organizations face when they undergo a large-scale change — that is, a change in the fundamental character of an entire organization.

Personality Measures as a Selection Tool for High Involvement Organizations

Jan 1, 1989 | Sponsor Content, Talent Management

R. Nathan, Gerald E. Ledford, David E. Bowen, and Thomas G. Cummings discuss how measures of growth needs and social needs from the Personality Research Form, or PRF (Jackson, 1984) are shown to be a valid selection tool for a high involvement organization, based on the criterion of performance in a content valid pre-employment training program.

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Attitudinal Effects of Employee Participation Groups: How Strong, How Persistent?

Oct 1, 1988 | Change Management, Employee Engagement, Sponsor Content

This study by Gerry Ledford, Jr. and Susan A. Mohrman examines attitudes of 823 employees who are current members, former members, or never members of employee participation groups.

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The Quality Circle and its Variations

Dec 14, 1987 | Employee Engagement, Organizational Effectiveness, Sponsor Content

The academic and practitioner literature on quality circles (QC’s) is reviewed in this article by G. Ledford, Jr., Edward E. Lawler III, and Susan A. Mohrman.

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Gainsharing: Congruence with High Involvement Organization Design

Jul 1, 1987 | Compensation and Benefits, Sponsor Content

Allan M. Mohrman, Jr., Gerald E. Ledford, Jr., and Sheree Demming state that gainsharing is thought to be especially congruent with high involvement organization designs, but little prior research exists concerning the effectiveness of gainsharing, the effectiveness of high involvement designs, or the congruence of the two.

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Managing Cultural Differences in Mergers and Acquisitions: The Role of the Human Resource Function

Apr 1, 1987 | Change Management, Diversity and Inclusion, Sponsor Content, Strategic HR

C. Siehl, G. Ledford, Jr., R. Silverman, and P. Fay explain that no comprehensive data exist about the percentage of mergers and acquisitions that end in failure, but nearly all observers agree that the percentage is disturbingly high.

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Quality of Work Life and Employee Involvement

Jun 1, 1985 | Employee Engagement, Sponsor Content

Susan A. Mohrman, G. Ledford, Jr., Edward E. Lawler III, and A. Mohrman, Jr. state that involvement approaches to the organization of human resources has implications for most human resource systems, including the design of jobs, selection, training, appraisal, rewards and the conduct of labor relations.

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