The entrepreneurship literature emphasizes the importance of imprints founders leave on companies; those imprints can change at transformational events such as the initial public offering (IPO). Prior research has found that objective measures (such as structure or...
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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WEBINAR: AI and Beyond: The Strategic Challenges Facing HR Today
View Slides Two of the most respected voices in HR leadership - Susan Kelliher, former CHRO of Chemours, and Patrick McLaughlin, former CHRO of PepsiCo Foods North America had a candid, forward-looking conversation grounded in decades of experience leading world-class...
Podcast: Energy Engagement with Theresa Welbourne
In this podcast of Out of the Comfort Zone with Wanda Wallace, Theresa Welbourne challenges conventional wisdom around employee engagement.
Hope Springs Eternal, But It is Still Not a Strategy
We started eePulse in 1996 to transform how companies use employee survey data and to commercialize the work I was doing on employee energy, which required a more frequent measurement process because it is the fluctuation of energy, not measurement at one point in...
Podcast: Workforce Analytics: A Global Perspective
Dr. Mark Huselid and Dr. Alec Levenson join the Directionally Correct podcast to discuss their book Workforce Analytics: A Global Perspective, diving into the value of measuring employee variance, the impact of High Performance Work Systems on firm performance, the importance of systems thinking in people analytics-all in one engaging episode.
Person-Organization Fit Theory and Research: Conundrums, Conclusions, and Calls to Action
The article presents a personal historical review of the person-organization fit (PO) literature by Amy Kristof-Brown, Benjamin Schneider and Rong Su. We present six conundrums and research evidence about each that we’ve encountered while studying fit during our careers: (1) What exactly is PO fit?—the term can be narrowly or broadly defined, but must be […]
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The Job as Work Role and Profession: It’s More Than Skills
This paper argues that strategic workforce planning (SWP) tailored to the demands of the modern workplace fosters a culture of professionalism essential for evolving work roles. As the contemporary work environment becomes more dynamic, interdependent, and complex, the nature of worker roles shifts from narrowly defined jobs to broader responsibilities requiring adaptability, discretion, and ethical […]
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How to Steer Clear of Groupthink
by Alec Levenson, Jennifer Mueller, and Sarah Harvey
Harvard Business Review
A Research Agenda for Employee Engagement in a Changing World of Work
This insightful Research Agenda presents the foundations of employee engagement, providing a framework for future research to serve as an evidence-based guide to practice. Offering an overview of contemporary engagement theory and research, it addresses important new directions for expanding our current understanding of the meaning, focus, development and outcomes of engagement.
The ROI of Wellness: Why Taking Care of Yourself and Your Employees Is Good for the Bottom Line
Gratitude, mindfulness and empowerment. Not words usually associated with hard-charging, data-driven organizations—until recently. Increasingly, academic research is proving that employee well-being benefits company culture, employee retention and productivity, and the call to integrate these principles into everyday operations is entering the mainstream. Three USC Marshall researchers including CEO’s Jennifer Deal discuss details of their latest research into this topic.
“What’s My Energy” platform allows for energy tracking and productivity optimization
“What’s My Energy?” Take a test drive to learn more about the daily energy pulsing initiative designed to help you learn and improve your personal energy while coping with the challenges of a pandemic. The new What’s My Energy platform, developed by Dr....
Leaders Speak Out On Energy and Diversity
The latest edition of the Leadership Pulse™ survey of 200 leaders from firms around the world suggests clear links between executives who optimize their energy, leadership support for diversity, and how teams view their organizations’ diversity initiatives.