Research and Insights Archive

Research and Insights from the Center for Effective Organizations

Individualizing Organizations: What it takes

Forty years ago, Edward E. Lawler III (CEO) wrote an article arguing that organizations could be more effective and provide a better quality of life for their employees if they would individualize their relationship with their employees.

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Employee Involvement: Research Foundations

George S. Benson (University of Texas) and Edward E. Lawler III (CEO) Employee involvement is an approach to work‐system design that emphasizes high levels of employee decision‐making authority.

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Adoption of Employee Involvement Practices: Organizational Change Issues and Insights

Employee involvement (EI) as part of a set of high performance work system (HPWS) has successfully transformed a large number of organizations and become standard practice many new organizations today. George S. Benson (University of Texas at Arlington), Michael Kimmel (University of Texas at Arlington), and Edward E. Lawler III (CEO) review the recent research on EI and HPWS and suggest ways in which change research and theory can inform our understanding of why EI practices have fallen short of their potential.

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Engaged in What? So What? A Role-Based Perspective for the Future of Employee Engagement

The point made in this chapter by Theresa M. Welbourne (CEO) is that employee engagement is an effort worth pursuing . It puts a name on something we know matters to people, society and business. However, in this chapter the suggestion will be made that employee engagement is not a construct at all.

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Fast HRM: Confidence, Energy and Engagement

In this particular Leadership Pulse Theresa M. Welbourne (CEO) studied a topic we have been doing quite a bit of work on called fast human resource management (HRM). We asked respondents to rate the degree to which HR is fast and also score how accurate the HR group is.

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Raising Skill Demand: Generating Good Jobs

Edward E. Lawler III (CEO) and George S. Benson (University of Texas) discuss how there have been profound changes in the global economy and corporate landscape over the last 40 years but advocates of “high road” management approaches that emphasize highly skilled and involved employees continue for several reasons.

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Volunteerism: Leaders’ Attitudes, Thoughts and Behaviors

Theresa M. Welbourne (CEO) describes that the focus of the current Leadership Pulse was volunteerism at work.

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The People Paradox: A Study of Future Growth Opportunities

Theresa W. Welbourne (CEO) shares that growth and success increase energy, and even if the growth is small or even if the efforts to grow your organization are less than you would like to see, at least some movement will energize your leaders and employees.

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Taking Stock: A Review of More Than Twenty Years of Research on Empowerment at Work

Gretchen Spreitzer (University of Michigan) argues that to be successful in today’s global business environment, companies need the knowledge, ideas, energy, and creativity of every employee, from front line workers to the top level managers in the executive suite.

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The Impact of Social Capital on the Development of Transactive Memories Multilevel Group Knowledge Systems

In this paper by Yu Connie Yuan (Cornell University), Peter Monge, and Janet Fulk, a multilevel, multi-theoretical model of transactive memory theory was developed by integrating the emergence model with social capital theories.

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The Roles of Engagement

Theresa M. Welbourne (eePulse) asks the questions “Are your employees engaged in your organization? Do they focus on the non-core job behaviors that make for a successful firm? ”

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Building Trust: Effective Multi-Cultural Communication Process in Virtual Teams

Cristina B. Gibson and Jennifer A. Manuel share that collective trust is a crucial element of virtual team functioning. Collective trust can be defined as a shared psychological state in a team that is characterized by an acceptance of vulnerability based on expectations of intentions or behaviors of others within the team.

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