Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Reward Practices and Performance Management

Jul 21, 2003 | Compensation and Benefits, Performance Management, Sponsor Content

E. Lawler explains that there is one potential determinant of performance management system effectiveness, however, which has received relatively little attention: how tightly the results of the performance management system are tied to significant rewards.

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Pay Practices in Fortune 1000 Corporations

May 4, 2003 | Compensation and Benefits, Sponsor Content

Are the reward systems in major US corporations changing? As part of its triennial survey of organizational performance improvement efforts, the Center for Effective Organizations has gathered data on the pay practices of large corporations since 1987.

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Virtual Teams That Work: Creating Conditions for Virtual Team Effectiveness

Jan 1, 2003 | Compensation and Benefits, Organization Design, Performance Management, Remote Work/Virtual Teams

Virtual Teams That Work, by Cristina B. Gibson and Susan G. Cohen, offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive.

Pay Strategies for the New Economy: Lessons from the Dot-com Era

Sep 17, 2001 | Compensation and Benefits, Sponsor Content, Strategic HR

Ed Lawler discusses how the 1990’s saw the rise of the dot-coms. They soared to amazing stock market evaluations that defied the laws of economic gravity.

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Pay Strategy – New Thinking for the New Millennium

Oct 13, 1999 | Compensation and Benefits, Sponsor Content, Strategic HR

Ed Lawler argues that it is time for new thinking, new practices and more strategic direction in the pay systems of organizations.

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Pay System Change: Lag, Lead, or Both?

May 8, 1999 | Change Management, Compensation and Benefits, Sponsor Content

Edward Lawler explains that changes in an organization’s pay system are usually high visibility, high impact and difficult to execute. As a result they are often considered “hot” change levers that potentially can derail as well as support an organizational change effort.

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Executive Compensation

Apr 9, 1998 | Compensation and Benefits, Sponsor Content

This chapter by Kevin J. Murphy summarizes the empirical and theoretical research on executive compensation and provides a comprehensive and up-to-date description of pay practices (and trends in pay practices) for chief executive officers (CEOs).

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Creating Effective Pay Systems for Teams

Jan 1, 1998 | Compensation and Benefits, Sponsor Content

Ed Lawler III affirms that rewards are an important element in any formal organization. In order to be effective, organizations must answer the fundamental question of why individuals should commit their time, effort, and ideas to it.

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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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Strategic Orientations, Incentive Plan Adoptions and Firm Performance: Evidence from Electric Utility Firms

Dec 13, 1996 | Compensation and Benefits, Performance Management, Sponsor Content, Strategic HR

Nadini Rajagopalan addresses the topic of executive compensation, one that has fascinated both academic researchers and the business press for the past several decades.

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Competencies: The Right Foundation for the New Pay?

Apr 3, 1996 | Compensation and Benefits, Sponsor Content

In this 1996 paper, E. Lawler III discusses how it is a bit premature to declare job-based pay systems obsolete. It is not too early, however, to note that they are well on their way to being replaced by person-based pay.

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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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