Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Deming Versus Performance Appraisal: Is There a Resolution?

Jul 1, 1989 | Performance Management, Sponsor Content

In this article by Allan M. Mohrman, Jr., “performance management” is described and put forth as an evolution of performance appraisal that is consistent with much of Deming’s philosophy and therefore diffuses his complaints about appraisals.

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Designing Performance Appraisal Systems

Apr 6, 1989 | Performance Management

Allan M. Mohrman, Susan M. Resnick-West and Edward E. Lawler III. (Jossey-Bass, 1989)
Designing performance appraisal systems is no longer the back room task for experts that it used to be. For appraisal systems to be central to the management of the business and useful to employees, it is critical that the entire organization be involved in their design.

High Technology Performance Management

Dec 23, 1988 | Digital Transformation, Innovation, Performance Management, Sponsor Content

A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley explain that high technology work is complex and dynamic, requires innovation, and is highly interdependent.

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The Strategic Impact of Information Technology on Managerial Work Final Report

Jul 1, 1988 | Digital Transformation, HR Analytics, Performance Management, Sponsor Content

The purpose of this research project by Jack Nilles, Omar El Sawy, Allan Mohrman, Jr., and Thierry Pauchnag was to examine the effect of information technology on that major strategic resource: managers and mid-level professionals.

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Manager-Subordinate Agreement in the Performance Appraisal Meeting

Jun 1, 1988 | Performance Management, Sponsor Content

This paper by J. Prince, Edward E. Lawler III, and Allan Mohrman, Jr. analyzes patterns of agreement on the appraisal meeting characteristics and broader contextual factors using two independent samples of matched manager-subordinate pairs.

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Performance Management in the Highly Interdependent World of High Technology

Mar 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

A research study in an aerospace corporation conducted by A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley reveals that high technology settings work against traditional performance facilitators such as job specification and the setting of goals.

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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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Contrasting Participant Reactions to Participation in Performance Appraisals

Feb 1, 1986 | Performance Management, Sponsor Content

This study by Allan M. Mohrman, Jr. and J. Bruce Prince considers the effects of subordinate participation on both participants in appraisal events, managers as well as subordinates.

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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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Doing Research: The Case of Organizational Design

May 1, 1984 | Agility, Change Management, Organization Design, Sponsor Content

T. Cummings, Susan A. Mohrman, A. Mohrman, Jr., and G. Ledford, Jr. present a framework for understanding
a research approach with organizations that are designing and redesigning themselves to adapt to rapid and fundamental societal changes.

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The Impact of Information Systems Technology on Organizations: A Review of Theory and Research

Apr 1, 1984 | Digital Transformation, HR Analytics, Sponsor Content

This paper by A. Mohrman, Jr. and Edward E. Lawler III reviews the results of recent studies on the impact of office-oriented information technologies.

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Employee Involvement in Declining Organizations

Dec 15, 1983 | Employee Engagement, Sponsor Content

Susan A. Mohrman and A. Mohrman, Jr. argue that declining organizations are both an impetus for and an impediment to employee involvement approaches to management.

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