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Research and Insights from the Center for Effective Organizations

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Performance Measure Choice and Target Setting in Loss-Making Firms

Feb 4, 2005 | Performance Management, Sponsor Content

Kenneth A. Merchant (USC), Wim A. Van Der Stede (USC), and Michal Matejka (University of Michigan) share that prior research has shown the absence of a significant link between financial performance measures and cash incentive payments in loss-making firms, but only conjectures have been offered to explain this finding.

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Performance Measure Choice and Target Setting in Loss-Making Firms

Feb 3, 2005 | Compensation and Benefits, Performance Management, Sponsor Content

Kenneth A. Merchant (USC), Wim A. Van Der Stede (USC), and Michal Matejka (University of Michigan) examine the choice of performance measures and performance target difficulty in CEO annual bonus plans in loss-making firms.

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Harnessing the Power of HR Analytics: Why Building HR’s Analytics Capability Can Help It Add Bottom-Line Value

Feb 2, 2005 | HR Analytics, Sponsor Content

In this article by Alec R. Levenson (CEO), the usefulness of ROI, cost-benefit, and impact analysis are compared.

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Training Without Jobs: Access to and Outcomes of Training for Temporary Workers

Feb 1, 2005 | Sponsor Content, Talent Management

Alec R. Levenson (CEO), David Finegold (Keck Graduate Institute), and Mark Van Buren (Learning & Development Roundtable) ask the question, “Does temporary work provide a way for individuals to improve their skill levels?”

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What Coaching Can Do For Your Organization — and What It Can’t

Dec 20, 2004 | Sponsor Content, Talent Management

Alec R. Levenson (CEO), Mike McDermott (Capital One), and Suzanne Clarke (Capital One Financial Services) state that interest in executive coaching is clearly on the rise, and many organizations have made coaching an integral part of their leadership development programs.

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How Corporate Boards are Changing

Oct 19, 2004 | Leadership, Organization Design, Sponsor Content

Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) state that over the past four years, corporate boards in the U.S. have been under increasing pressure. Stimulated by high-profile scandals, investor dissatisfaction with board performance and questions about the level of executive compensation, regulators have introduced significant reforms in the rules governing boards.

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The Time Has Come for Strategic Talent Segmentation

Oct 18, 2004 | Sponsor Content, Strategic HR, Talent Management

John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that when it comes to their talent resources, organizations often have similar human capital programs across all business units (“build bench strength”, “improve retention,” “base rewards on performance”). Generic human capital allocations lead to non-optimal human capital investments, just like generic financial or marketing allocations.

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Talentship and Human Resource Measurement and Analysis: From ROI to Strategic Organizational Change

Sep 17, 2004 | Change Management, Sponsor Content, Strategic HR, Talent Management

In this article, John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) extend earlier work by proposing a framework of four elements integrating HR measures within a system for achieving strategic organizational change.

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Beyond Cost-per-Hire and Time to Fill: Supply-Chain Measurement for Staffing

Sep 16, 2004 | Sponsor Content, Talent Management

John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) state that identifying and acquiring talent is one of the most important processes in human resource management.

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Talentship and the Evolution of Human Resources Management: From “Professional Practice” to “Strategic Talent Decision Science”

Sep 6, 2004 | Sponsor Content, Strategic HR, Talent Management

John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that the value and importance of human capital, or talent, is increasingly obvious to business leaders, yet they are increasingly frustrated by the current state of human resource (HR) management.

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Building an Ambidextrous Organization

Aug 15, 2004 | Agility, Change Management, Sponsor Content

Julian Birkinshaw (London Business School) and Cristina Gibson (UC Irvine) state that the technological downturn, political turmoil and economic uncertainty of the last five years have reaffirmed to managers the importance of adaptability – the ability to move quickly towards new opportunities, to adjust to volatile markets, and to avoid complacency.

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Measuring the Impact of a Managerial Competency System: Does Identifying and Rewarding Potential Leaders Improve Organizational Performance?

Aug 14, 2004 | Compensation and Benefits, Performance Management, Sponsor Content

Alec R. Levenson (CEO), Wim A. Van Der Stede (USC), and Susan Cohen (CEO) discuss how the use of competency systems to evaluate, reward, and promote managers has become commonplace in large organizations in recent years.

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