This paper by A. Mohrman, Jr. and S. Mohrman enumerates the characteristics of the new approaches to performance management that are arising in response to these problems and that tie directly to running the business.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Aligning Teacher Compensation with Systemic School Reform: Skill-Based Pay and Group-Based Performance Rewards
A. Mohrman, Jr., S. Mohrman, and A. R. Odden explain that teacher compensation structures have remained relatively constant for the past many decades.
This paper by S. Mohrman, A. Mohrman, Jr., and S. Cohen examines the design of organizations for knowledge work. It draws on the general literature underpinning organization theory and design, and more applied work on design for knowledge work.
Susan Mohrman and Allan Mohrman, Jr. explain that the transition to a team-based organization is a large-scale organizational change. It is both pervasive and deep.
Based on recent research at CEO, this paper by A. Mohrman, Jr. and S. Mohrman lays out a model of performance management systems in team-based knowledge work settings.
S. Mohrman, A. Mohrman, Jr., and S. Cohen discuss how the literature on high technology management points overwhelmingly to the importance of lateral integration processes for successful performance.
This paper by S. Mohrman, E. Lawler III, and A. Mohrman, Jr. explores the applicability of employee involvement approaches to the management of schools. Three approaches to involvement are each described for organizations in general and then applied to schools in particular.
This paper by A. Mohrman, Jr., S. Mohrman, and E. Lawler III describes some of the forces that are heightening the importance of teamwork in organizations today, and the challenges they pose for the management of performance.
Allan M. Mohrman, Jr. reports that the Center for Effective Organizations has conducted research on performance appraisal and, more generally, performance management for ten years.
A. Mohrman, Jr. 1990 Performance Appraisal Research at the Center for Effective Organizations
Interpersonal Relations as a Context for Improving the Effect of Performance Appraisal Interviews on Employee Performance and Satisfaction: A Longitudinal Study
A field study was conducted by Barry R. Nathan, Allan M. Mohrman, Jr., and John Milliman to determine the effect of supervisor-subordinate interpersonal relations and the content and conduct of the appraisal review on reactions to the performance appraisal review, and job satisfaction and job performance after the review.
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.