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
Available Content
People Management in Work Organizations: Fifty Years of Learnings
Ben Schneider shares fifty years of lessons learned in people management.
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Ratingless Performance Reviews: A Quasi-Experiment
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.
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New CEO-WorldatWork (WaW) Monograph on Cutting Edge Performance Management
Cutting-Edge Performance Management: 244 Organizations Report on Ongoing Feedback, Ratingless Reviews and Crowd-Sourced Feedback
Published by WorldatWork, September 2016
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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.
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It’s Rating Season. Time to Play “The Game”
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.
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Performance Feedback Culture Drives Business Impact
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).
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The Elusive Linkage Between CEO Pay and Corporate Performance
Gerry Ledford and Ed Lawler comment on Aguinis, Martin, Gomez-Mejia, O’Boyle, and Joo, adding another perspective on CEO pay.
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Remove the Shackles from Performance Management so it can Serve your Business
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.
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Size Doesn’t Matter. Some Comments on the United Airline Bonus Lottery
Alan Colquitt, Ph.D. comments about United Airline’s move to replace their bonus system with a lottery.
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Systems Diagnostics are Essential to Create High Performance
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.
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Analytics and Design for High Performance
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.
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