New evidence from the Center for Effective Organizations’ Global HR Excellence survey suggests HR leaders must move faster to prepare for the fast-emerging digital organization.
Research and Insights from the Center for Effective Organizations
The practitioner-academic gap has been widely discussed for decades along with recommendations for increasing the practical application of management research. We review some of the reasons for this disconnect and argue this has been the norm going back to the beginnings of the field. At the same time contemporary management practice has obviously been greatly […]
We conducted a study of ratingless reviews in an organization that had an innovative and effective performance management process prior to adopting ratingless reviews. We collected data from the pilot and comparison units before and after the change to ratingless reviews. Results indicated some positive changes and no clear negative changes in the pilot units compared to the comparison units. Analysis suggests that positive results are primarily the result of more frequent feedback that is more oriented toward employee
development rather than the ratingless reviews, per se.
Cutting-Edge Performance Management: 244 Organizations Report on Ongoing Feedback, Ratingless Reviews and Crowd-Sourced Feedback
Published by WorldatWork, September 2016
I believe there is increasingly a shared understanding among management scholars that research needs to be both rigorous and relevant. The challenge lies in how to conduct such research. Research that is rigorous, accessible, relevant, and enlightening may be rare, but we must conduct such research.
Hard Working Coworkers: A Multi-Level Cross-National Look at Group Work Hours and Work-Family Conflict
This study by Hoda Vaziri, Ph.D., George S. Benson, Ph.D., and Maritza Salazar Campo, Ph.D. investigates the relationship between coworker work hours and perceived work-to-family conflict (WFC) in a multinational sample of professional service employees.
A chapter for the second edition of “The Handbook of Board Governance,” authored by Jay A. Conger, Ph.D. and Edward E. Lawler III, Ph.D.
A new publication by Gerald E. Ledford, Jr. Ph.D. and Benjamin Schneider, Ph.D. highlights the study of 234 organizations and shows that the key to performance management effectiveness is creating a performance feedback culture (PFC).
Gerry Ledford and Ed Lawler comment on Aguinis, Martin, Gomez-Mejia, O’Boyle, and Joo, adding another perspective on CEO pay.
Stu Winby (Spring) and Sue Mohrman, Ph.D. (CEO) argue that in order to address the contemporary challenges that organizations and societies are facing, the field of organization development (OD) requires frameworks and skills to focus on the eco-system as the level of analysis.
Stu Winby (Spring) and Sue Mohrman, Ph.D. (CEO) explain how digital platforms increasingly are dictating how work is carried out, breaking down boundaries between companies, geographies, customers, and other stakeholders and participants, and determining who will benefit from advancing technology.
This paper by William Pasmore, Ph.D. (Center for Creative Leadership), Stu Winby (Spring), Sue Mohrman, Ph.D. (CEO), Richard Vanasse (Spring) traces the evolution of sociotechnical systems design from its origins in the coal mines of Great Britain to the present day and beyond, into our digital future.