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Corporate Governance and Job Creation: Changes in U.S. Boardrooms After Sarbanes Oxley

Mar 9, 2005 | Change Management, Leadership, Sponsor Content

This chapter by David Finegold (Keck Graduate Institute) and Edward E. Lawler III (CEO) provides an overview of how the Boards of U.S. public corporations operate today and are changing in light of new legislation, regulations, and guidelines.

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Do Competencies Drive Organizational Performance? Can they? Evidence and Implications for Professional and HR Competencies

Mar 7, 2005 | Organizational Effectiveness, Performance Management, Sponsor Content

This article by Alec R. Levenson (CEO) examines the link between competencies and organizational performance.

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Why Business Schools Have Lost Their Way

Feb 6, 2005 | Leadership, Sponsor Content, Strategic HR, Talent Management

Warren Bennis (USC) and Jim O’Toole (CEO) discuss how MBA programs face intense criticism for failing to impart useful skills, failing to prepare leaders, failing to instill norms of ethical behavior–and even failing to lead graduates to good corporate jobs.

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OD and Strategic Planning: Linking Process with Content

Feb 5, 2005 | Sponsor Content, Strategic HR

Larry Greiner (USC) argues that for OD to play a more vital role in the future of organizations it must become involved in strategic planning, which affects not only the direction of organizations but the lives and careers of many employees.

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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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