Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Are Executives Paid Too Much?

Sep 10, 2009 | Performance Management, Sponsor Content

Edward E. Lawler III (CEO) shares that for several decades there as has been an on again off again debate about whether executives in U.S. corporations are paid too much. Recently, the issue has come front and center as a result of the high bonus pay outs to executives in some major financial institutions.

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Measuring Internal Communication: A toolkit for planning, conducting and applying performance measurement research

Nov 25, 2008 | HR Analytics, Performance Management

Theresa Welbourne asks “Why isn’t pure measurement or data enough to drive action?” Action planning requires powerful research data and dialogue.

Corporate Board Attributes, Team Effectiveness and Financial Performance

Jul 1, 2008 | Organizational Effectiveness, Performance Management, Sponsor Content

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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Make Human Capital a Source of Competitive Advantage

May 15, 2008 | Future of HR, Leadership, Organization Design, Performance Management, Sponsor Content

This article by Edward E. Lawler III (CEO) looks at four areas where human capital should have a major impact on design: corporate boards, leadership, the human resource department, and information practices.

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Sharing Leadership on Corporate Boards: A Critical Requirement for Teamwork at the Top

May 11, 2008 | Leadership, Performance Management, Sponsor Content

Jay A. Conger (CEO) and Edward E. Lawler III (CEO) argue that critical to the success of a high performance board is the ability of its directors to share leadership and to work as a dynamic team.

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Management Consultants as Professionals, or are They?

May 10, 2008 | Performance Management, Sponsor Content, Talent Management

Larry Greiner (USC) and Ilse Ennsfellner (Ennsfellner Consulting) share their concern and critical conclusion about the questionable knowledge and skills of today’s consultants.

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Employment Horizon and the Choice of Performance Measures: Empirical Evidence from Annual Bonus Plans of Loss-Making Entities

May 5, 2008 | Performance Management, Sponsor Content

Michal Matějka (University of Michigan), Kenneth A. Merchant (USC), and Wim A. Van Der Stede (School of Economics and Political Science) examine the extent to which employment horizon concerns affect the relative emphasis on financial versus nonfinancial performance measures in annual bonus plans.

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Extra-Role Behaviors Among Temporary Workers: How Firms Create Relational Wealth

May 2, 2008 | Performance Management, Sponsor Content, Talent Management

Elizabeth George (Hong Kong University of Science and Technology), Alec R. Levenson (CEO), David Finegold (Rutgers University), and Prithviraj Chattopadhyay (Hong Kong University of Science and Technology) examine temporary workers’ differential extra-role behaviors (ERBs) towards their client and employer.

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Make Human Capital a Source of Competitive Advantage

Apr 2, 2008 | Future of HR, Leadership, Organization Design, Performance Management, Sponsor Content

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Measuring and Maximizing the Business Impact of Executive Coaching

Sep 22, 2007 | Performance Management, Sponsor Content, Talent Management

This article by Alec R. Levenson (CEO) addresses the conceptual and methodological issues involved in measuring the business impact of executive coaching.

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Are All Nonfinancial Performance Measures Created Equal? Evidence on Customer Satisfaction and Employee Satisfaction Measures from the Homebuilding Industry

Sep 11, 2007 | Organizational Effectiveness, Performance Management, Sponsor Content

Clara Xiaoling Chen (University of Illinois), Melissa Martin (USC), and Kenneth A. Merchant’s (USC) findings suggest that the validity of a business model depends not only on the soundness of the conceptual model per se, but also on how the variables in the business model are measured.

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Performance Measure Properties and Incentive System Design

Jul 31, 2007 | Compensation and Benefits, Performance Management, Sponsor Content

Michael Gibbs (University of Chicago), Kenneth A. Merchant (USC), Wim A. Van Der Stede (London School of Economics), and Mark E. Vargas (University of Texas) analyze effects of performance measure properties (controllable and uncontrollable risk, distortion, and manipulation) on incentive plan design, using data from auto dealership manager incentive systems

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