Edward E. Lawler III (CEO) and George S. Benson (University of Texas) discuss how there have been profound changes in the global economy and corporate landscape over the last 40 years but advocates of “high road” management approaches that emphasize highly skilled and involved employees continue for several reasons.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
John Boudreau will discuss his newly published book, Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent, 6/21/2010
Webinar: John Boudreau will discuss his newly published book, Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent, 6/21/2010
Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent
With Retooling HR, John Boudreau reveals that the tools HR managers still need to create lasting strategic value don’t have to be invented from scratch.
Where Counting Counts: Data Document a Dramatic Turnaround in Employee Relations among Accounting Professionals
This paper by Michael J. Fenlon (PwC) and Susan A. Mohrman (CEO) describes PricewaterhouseCooper’s (PwC) situation starting in the early 2000’s, when a serious problem with turnover was costing the firm “approximately $40 million annually.”
Achieving Excellence in Human Resources Management: An Assessment of Human Resource Functions
Like CEO’s previous research, this project measures whether the HR function is changing and on gauging its effectiveness. Edward E. Lawler III and John W. Boudreau pay particular attention to whether HR is changing to become an effective strategic partner. They also analyze how organizations can more effectively manage their human capital.
Millennials and the World of Work: An Economist’s Perspective
This article by Alec R. Levenson (CEO) uses an economic approach to address whether and how the Millennial generation is significantly different from its predecessors.
Reducing Labor Costs: Choosing the Right Approach
Edward E. Lawler III (CEO) states that CEOs are increasingly saying that their companies’ human capital is its most important asset. It is also obvious that it is many companies’ largest business expense.
Relational Capital: How it Matters and Why it’s Walking Out the Door
Theresa M. Welbourne (CEO) states that today, more than ever before, as companies downsize and change their organizations to meet the new challenges they face, relational capital is exiting, and no one even sees it strolling past them on the way out.
Using Human Capital Measurement to Drive Productivity
Alec R. Levenson (CEO) and Tracy Faber (Pepsi/Co) share that in 2005 Frito-Lay’s senior executive team faced a challenge with their Route Sales Representatives (RSRs). The company was achieving sales and profitability targets. But high turnover and low productivity among the RSRs had made the task of meeting those targets progressively harder over time.
Human Capital Management: What are Boards Doing?
Edward E. Lawler III (CEO) states that one of, if not the most important asset of today’s corporations is their human capital. CEO’s and board chairs recognize this and frequently make statements that say people are our companies’ most important asset.
Management Consultants as Professionals, or are They?
Larry Greiner (USC) and Ilse Ennsfellner (Ennsfellner Consulting) share their concern and critical conclusion about the questionable knowledge and skills of today’s consultants.
Extra-Role Behaviors Among Temporary Workers: How Firms Create Relational Wealth
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.