Ben Schneider shares fifty years of lessons learned in people management.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
We conducted a study of ratingless reviews in an organization that had an innovative and effective performance management process prior to adopting ratingless reviews. We collected data from the pilot and comparison units before and after the change to ratingless reviews. Results indicated some positive changes and no clear negative changes in the pilot units compared to the comparison units. Analysis suggests that positive results are primarily the result of more frequent feedback that is more oriented toward employee
development rather than the ratingless reviews, per se.
Cutting-Edge Performance Management: 244 Organizations Report on Ongoing Feedback, Ratingless Reviews and Crowd-Sourced Feedback
Published by WorldatWork, September 2016
Hard Working Coworkers: A Multi-Level Cross-National Look at Group Work Hours and Work-Family Conflict
This study by Hoda Vaziri, Ph.D., George S. Benson, Ph.D., and Maritza Salazar Campo, Ph.D. investigates the relationship between coworker work hours and perceived work-to-family conflict (WFC) in a multinational sample of professional service employees.
Alan Colquitt, Ph.D.
It’s that time of year again, time for the most important part of performance management. It’s rating season. The time for playing nice is over—for optimistic plans, feedback, coaching, and development.
A new publication by Gerald E. Ledford, Jr. Ph.D. and Benjamin Schneider, Ph.D. highlights the study of 234 organizations and shows that the key to performance management effectiveness is creating a performance feedback culture (PFC).
Gerry Ledford and Ed Lawler comment on Aguinis, Martin, Gomez-Mejia, O’Boyle, and Joo, adding another perspective on CEO pay.
According to recent Gallup statistics, 95% percent of managers are dissatisfied with their Performance Management systems and only 14% of employees feel PM helps them improve.
Alan Colquitt, Ph.D. comments about United Airline’s move to replace their bonus system with a lottery.
Alec Levenson explains that at its most fundamental, a systems approach demands that we look at the entire organizational system when diagnosing the sources of performance problems to identify solutions that work.
In this webinar Drs Levenson and Fink review the evidence on the roles of technology and control systems in promoting performance, separate from employee engagement. They show how engagement can help enhance performance in some jobs while having little to no impact in other jobs.
A new paper by Ben Schneider in People + Strategy. Abstract: Over time, my colleagues and I have developed, tested, and refined measures of a climate for service quality that can actually predict three years out company corporate market value (Tobin’s q), as well as performance on the American Customer Satisfaction Index. When improvements in service quality can deliver those types of returns, most senior executives want to know what really makes the difference.