Research and Insights from the Center for Effective Organizations
Paul S. Adler discusses how the human aspects of Japanese manufacturing management techniques are currently under intense debate.
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In this paper by Thomas G. Cummings and Mark A. Kizilos, the impact of a participatively designed 12-hour shift system on employee turnover and absenteeism was examined in a naturally occurring field experiment.
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This study by S. Cohen and G. Ledford, Jr. uses a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company.
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This article by Edward Lawler III reviews problems with job based management systems and focuses particularly on the impact of job evaluation systems.
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Edward Lawler III considers three types of involvement: suggestion, job and high. Points out how they differ in structure and impact. Identifies the organization conditions where each fits best.
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This paper by A. Mohrman, Jr., S. Mohrman, and E. Lawler III describes some of the forces that are heightening the importance of teamwork in organizations today, and the challenges they pose for the management of performance.
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Will organizations expand their use of teams and teamwork mechanisms over the next ten years? This chapter by Susan G. Cohen examines the current use of teams and internal networked designs, and predicts that their use will grow.
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Howard E. Aldrich and Mary Ann Von Glinow review some key concepts that help managers and planners understand the characteristics of networks and how people’s access to information is affected by their position in them.
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Allan M. Mohrman, Jr. reports that the Center for Effective Organizations has conducted research on performance appraisal and, more generally, performance management for ten years.
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A. Mohrman, Jr. 1990 Performance Appraisal Research at the Center for Effective Organizations
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This study by Susan G. Cohen examines the relationship between group purpose and group empowerment for three staff teams in a psychiatric hospital–a top management team, a summer planning task force, and a clinical group.
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This research by Louis R. Pondy and Larry E. Pate attempted to determine the power of an organization development (OD) program to reduce absenteeism and turnover rates among hourly employees of a medium-sized Midwestern life insurance company in the USA.
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