Research and Insights from the Center for Effective Organizations
Ed Lawler and John Boudreau presented the results of CEO’s sixth tri-annual survey of HR in this webinar.
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John Boudreau, CEO Research Director and Professor, discussed findings from his forthcoming books, Transformative HR with Ravin Jesuthasan, and Effective HR: A Global Analysis with Ed Lawler.
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Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) argue that despite their widespread uses, job descriptions frequently are more dysfunctional than helpful, even in traditional bureaucratic organizations.
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This article by John Boudreau (CEO) and Ian Ziskin (CEO and Exec Excel) describes the results of an ongoing initiative by CEO to understand the future of HR, and in particular its relationships within effective organizations in dynamic environments.
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Chris Worley and Sue Mohrman talk about Models and Choices for Shared Functions and Services. They provide models and company examples of how to design shared functions, services and Centers of Excellence.
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Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) talk about necessary steps and give example of companies making themselves into sustainably effective organizations.
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Edward E. Lawler III (CEO) explains that the existence of an effective performance management system is often the major differentiator between organizations that produce adequate results and those that excel. Without a focus on performance management at all levels of an organization, it is hard to see how an organization can find a competitive advantage that is based on its talent.
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Susan Albers Mohrman (CEO) explains that traditional management research has advocated arms‐length, systematic studies that treat organizations and the people in them as subjects.
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Edward E. Lawler III (CEO) states that it’s not a pretty picture – in fact, it is not much of a picture at all! The relationship between corporate boards and CHROs is often so distant as to be of little practical significance from a board and organizational effectiveness perspective.
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Theresa M. Welbourne’s (CEO) Valour Pulse and Energy Pulse questions are based on over 20 years of research on what drives firm performance.
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Jay addresses the design of successful matrix organizations. He features the Star Model as a guide to design. He emphasizes the point that designing a successful matrix is less about structure and more about designing management processes, creating joint goals, managing conflict, clarifying roles and responsibilities and creating strong management teams; ends with HR practices, reward systems and selection criteria to complete the Star Model.
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G. Tyge Payne (Texas Tech University), George S. Benson (University of Texas), and David L. Finegold (Rutgers University) discuss how researchers have recently begun to integrate the literature on corporate boards with that of team effectiveness in an effort to understand how boards function and impact company performance.
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