Research and Insights from the Center for Effective Organizations
Phil Mirvis and Edward E. Lawler III describe the development and issuance of an independent report on the quality of work life in a Corporation.
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The methods of the social sciences were largely developed for a mechanistic conception of the world. This paper by Ian I. Mitroff discusses why such methods are no longer appropriate.
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Mary Ann Glinow and Steven Kerr state that it is an assumption not an established fact, that “creative individuals and organizations” are more productive in terms
of commonly used financial and productivity criteria, and once an individual has become “creative,” the firm will benefit.
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This paper by Allan M. Mohrman, Jr. and Luke Novelli, Jr. uses actual results to show three ways in which new office technologies can change effectiveness.
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Edward E. Lawler III reviews the effectiveness of a number of different approaches to pay. Considers the role of pay in strategic management and the management of organizational change.
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Edward E. Lawler III, Allan Mohrman, Jr., and Susan Resnick report on a series of studies concerned with performance appraisal effectiveness.
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Edward E. Lawler III reviews the decline of Incentive Pay plans. Points out that many forces have caused this to happen and warns that we must not give up on pay as an incentive. Gainsharing plans are suggested as an alternative to incentive pay.
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Susan A. Mohrman states that Quality Circles (Q.C. Circles) are one of the most recent managerial innovations to be widely adopted by American businesses.
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Mary Ann Von Glinow argues that many problems arise from potential incompatibilities between characteristics of high technology and professional employees and traditional organizational authority and control systems.
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This paper by Allan M. Mohrman Jr. provides a framework for understanding the intersection of office roles and office technology, and shows how roles were affected in a particular office setting.
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Edward E. Lawler III discusses the current fascination with participative management and points out how many companies are inadequately using participative management.
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Quality of Work Life (QWL) programs are examined as a strategy for human resource management in this paper by C. Cammann and G. Ledford, Jr.
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