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Managing Teleworking Final Report

Aug 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

The basic premise of this research by Jack M. Nilles was that, although telecommuting might have a number of inherent attributes that would make it attractive to organizations, its acceptance in the near term (that is, over the next decade) would be decided largely by the attitudes and experiences of middle managers; managers of telecommuters.

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The Strategic Impact of Information Technology on Managerial Work Final Report

Jul 1, 1988 | Digital Transformation, HR Analytics, Performance Management, Sponsor Content

The purpose of this research project by Jack Nilles, Omar El Sawy, Allan Mohrman, Jr., and Thierry Pauchnag was to examine the effect of information technology on that major strategic resource: managers and mid-level professionals.

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Manager-Subordinate Agreement in the Performance Appraisal Meeting

Jun 1, 1988 | Performance Management, Sponsor Content

This paper by J. Prince, Edward E. Lawler III, and Allan Mohrman, Jr. analyzes patterns of agreement on the appraisal meeting characteristics and broader contextual factors using two independent samples of matched manager-subordinate pairs.

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Traffic Reduction by Telecommuting: A Status Review and Selected Bibliography

May 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

Telecommuting is defined as a subset of teleworking. Two main forms of telecommuting (home and regional center) are described in this article by Jack M. Nilles.

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Performance Management in the Highly Interdependent World of High Technology

Mar 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

A research study in an aerospace corporation conducted by A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley reveals that high technology settings work against traditional performance facilitators such as job specification and the setting of goals.

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Parallel Participation Structures

Mar 1, 1988 | Organization Design, Sponsor Content

A parallel organization is an adjunct to the regular organizational processes and structures. This paper by Susan A. Mohrman and Edward E. Lawler III examines the typical life cycle of a parallel organization.

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Substitutes for Hierarchy

Feb 1, 1988 | Organization Design, Sponsor Content

The major functions which hierarchy performs in organizations are reviewed in this article by Edward E. Lawler III.

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Pay for Performance: Dollars and Sense

Jan 1, 1988 | Compensation and Benefits, Performance Management, Sponsor Content

Guidelines are proposed that should be followed in developing pay for performance plans in this paper by Edward E. Lawler III.

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Strategically Designed Benefit Plans as a Source of Competitive Advantage

Dec 22, 1987 | Compensation and Benefits, Sponsor Content, Strategic HR

David E. Bowen and Chistopher A. Wadley discuss how employee benefit plans, which can add 50% to payroll and be neither understood nor appreciated by employees, can be a source of costly headaches for a firm.

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Organizational Response to Government Regulation: A New Theoretical Perspective

Dec 21, 1987 | Organizational Effectiveness, Sponsor Content

Philip H. Birnbaum and Edward J. Ottensmeyer argue that students of organizational strategy lack a fully specified framework for studying and better understanding the strategies shaped by organizations in response to government regulation.

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Competitive Advantage and the Basis of Competition

Dec 20, 1987 | Organizational Effectiveness, Sponsor Content

Philip H. Birnbaum and Andrew R. Weiss conducted an exploratory analysis of the basis of competition in 13 specific industrial sectors.

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Obtaining “Purer” or “Poorer” Criteria for Test Validation: An Empirical Test of the Statistical Control of Halo and Implications for Criteria Development

Dec 19, 1987 | HR Analytics, Sponsor Content

The assertion by Landy et al. (1980) that purer criteria for test validation would result from statistically controlling for halo in dimension ratings by partialing out a general impression rating was investigated by Barry R. Nathan and Nancy Tippins.

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