Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Participative Managerial Behavior and Organizational Change

Nov 1, 1988 | Change Management, Performance Management, Sponsor Content

Managerial behavior has typically not been the lead variable in organizational change efforts. This paper by Susan A. Mohrman and Edward E. Lawler III examines the kinds of behaviors that are required of a manager in a high involvement organization.

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Managing Teleworking Final Report

Aug 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

The basic premise of this research by Jack M. Nilles was that, although telecommuting might have a number of inherent attributes that would make it attractive to organizations, its acceptance in the near term (that is, over the next decade) would be decided largely by the attitudes and experiences of middle managers; managers of telecommuters.

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The Strategic Impact of Information Technology on Managerial Work Final Report

Jul 1, 1988 | Digital Transformation, HR Analytics, Performance Management, Sponsor Content

The purpose of this research project by Jack Nilles, Omar El Sawy, Allan Mohrman, Jr., and Thierry Pauchnag was to examine the effect of information technology on that major strategic resource: managers and mid-level professionals.

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Manager-Subordinate Agreement in the Performance Appraisal Meeting

Jun 1, 1988 | Performance Management, Sponsor Content

This paper by J. Prince, Edward E. Lawler III, and Allan Mohrman, Jr. analyzes patterns of agreement on the appraisal meeting characteristics and broader contextual factors using two independent samples of matched manager-subordinate pairs.

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Traffic Reduction by Telecommuting: A Status Review and Selected Bibliography

May 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

Telecommuting is defined as a subset of teleworking. Two main forms of telecommuting (home and regional center) are described in this article by Jack M. Nilles.

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Performance Management in the Highly Interdependent World of High Technology

Mar 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

A research study in an aerospace corporation conducted by A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley reveals that high technology settings work against traditional performance facilitators such as job specification and the setting of goals.

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Pay for Performance: Dollars and Sense

Jan 1, 1988 | Compensation and Benefits, Performance Management, Sponsor Content

Guidelines are proposed that should be followed in developing pay for performance plans in this paper by Edward E. Lawler III.

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Participative Management in the United States: Three Classics Revisited

Dec 13, 1987 | Employee Engagement, Organization Design, Performance Management, Sponsor Content

Three classic books by Argyria, Likert and McGregor are reviewed by Edward E. Lawler III. Their contribution to introducing participative management to the United States is assessed.

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Compiled Opinion Editorials

Aug 1, 1987 | Employee Engagement, Employee Equity, Organization Design, Organizational Effectiveness, Performance Management, Sponsor Content, Strategic HR

A compiled set of opinion editorials by Edward E. Lawler III and Warren Bennis is presented.

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Pay for Performance: A Strategic Analysis

Jun 15, 1987 | Compensation and Benefits, Performance Management, Sponsor Content, Strategic HR

Edward E. Lawler III argues that the idea of paying for performance is so widely accepted that almost every organization says that it does it.

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Paying for Organizational Performance

Jan 1, 1987 | Compensation and Benefits, Performance Management, Sponsor Content

The advantages and disadvantages of basing bonus payments on organizational performance are considered by Edward E. Lawler III.

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Participation, Satisfaction, and Productivity: A Meta-Analytic Review

Mar 1, 1986 | Employee Engagement, Performance Management, Sponsor Content

This paper by Katherine I. Miller and Peter R. Monge reports the results of a meta-analytic review of research investigating the effects of participation in decision making on employee satisfaction and productivity.

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