Research and Insights from the Center for Effective Organizations
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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C. Siehl, G. Ledford, Jr., R. Silverman, and P. Fay explain that no comprehensive data exist about the percentage of mergers and acquisitions that end in failure, but nearly all observers agree that the percentage is disturbingly high.
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Ian Mitroff and Susan A. Mohrman argue that earlier conditions which made for the overwhelming success of the U.S. and Western democracies have abruptly ceased to exist.
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In this exploratory paper, Craig C. Lundberg and Michael Finney attempt to explicate what currently appears to be the range and function of emerging consultancy models, that is, to order and describe the major contemporary consultancy models in terms of consultant roles.
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David E. Bowen describes strategies that managers in the service sector can use to respond effectively to customer presence within their organizations.
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This article by Dave Bowen and Larry E. Greiner contends that the effectiveness of Human Resources (HR) staff groups responsible for personnel in organizations is limited because these groups often perform their role with a production orientation rather than a service orientation.
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Mary Ann Von Glinow presents a typology of the design of organizational reward systems that explicitly addresses attraction, evaluation and retention of valued professionals is offered within four cultural contexts: the Apathetic Culture, the Caring Culture, the Exacting Culture, and the Integrative Culture.
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Edward E. Lawler III identifies the likely outcomes of an effective reward system and points out the ways in which reward systems vary. Provides a way of thinking that can aid in making key strategic choices in reward system design.
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