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Building Human Capital Advantage in Initial Public Offerings (IPOs): The Effect on Long-Term Firm Survival and Performance

May 12, 2015 | Organizational Effectiveness, Sponsor Content

Using survey data collected from the firms’ leadership teams in the beginning of the year following their IPO, Theresa M. Welbourne (CEO) and Kyle Gibson (University of Nebraska-Lincoln) test the effects of their approaches to human capital on long-term (10-year) firm survival and performance.

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Can Technology Save Performance Management?

Apr 11, 2015 | Digital Transformation, Performance Management, Sponsor Content

Gerald E. Ledford, Jr. (CEO) and Edward E. Lawler III (CEO) explain how performance management, long the most unpopular HR process, has received increased criticism in recent years.

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Organization Agility and Talent Management

Apr 10, 2015 | Agility, Sponsor Content, Talent Management

This article by Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) uses case studies on Netflix and oDesk to show that organizations can create an agile workforce by adopting a set of talent management practices that encourage employees to learn and develop, and by reducing the transaction costs associated with changing the skill sets in their workforce.

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Eliminating Performance Appraisals

Apr 9, 2015 | Performance Management, Sponsor Content

Edward E. Lawler III (CEO) asks the question “Should organizations stop doing performance appraisals?” The argument in favor of eliminating them is that they frequently do more damage than good.

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Individualizing Organizations: What it takes

Apr 8, 2015 | Organizational Effectiveness, Performance Management, Sponsor Content, Talent Management

Forty years ago, Edward E. Lawler III (CEO) wrote an article arguing that organizations could be more effective and provide a better quality of life for their employees if they would individualize their relationship with their employees.

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Executive Team Member Needed

Apr 7, 2015 | Agility, Change Management, Sponsor Content

Edward E. Lawler III (CEO) shares how in order to survive, organizations have had to keep pace with the changes that have occurred. In the future they will have to keep up with an increasingly rapid rate of change in order to survive.

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Talent Analytics Measurement and Reporting: Building a Decision Science or Merely Tracking Activity?

Apr 6, 2015 | HR Analytics, Sponsor Content, Talent Management

John W. Boudreau (CEO) and Edward E. Lawler III (CEO) ask the question “Is the use and effectiveness of talent and HR reporting progressing from a focus on cost-efficiency and process-effectiveness, and toward a balanced combination that includes them, but extends to strategic measures than enhance talent and business decisions?”

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Research Update: Pay for Skills, Knowledge, and Competencies

Mar 5, 2015 | Compensation and Benefits, Sponsor Content

Gerald E. Ledford, Jr. and Charles Rivers write that research interest in pay for skills, knowledge, and competencies (SKC) has continued over the past three decades.

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Using Motivation Theory to Improve Gamification

Mar 4, 2015 | Performance Management, Sponsor Content

Gerald E. Ledford, Jr. (CEO) and Edward E. Lawler III (CEO) explore the topic of gamification. Today, the purposeful use of games in work settings is growing rapidly. Organizations are rapidly embracing the systematic use of “gamification,” which brings game-like elements to core managerial processes.

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Revised Employee Involvement: Research Foundations

Jan 3, 2015 | Employee Engagement, Sponsor Content

George S. Benson (University of Texas) and Edward E. Lawler III (CEO) share that high-involvement management practices (defined as an integrated set of Human Resource and work design practices that are designed to give all employees the skills, information, power, and rewards to make decisions in the workplace) have generated enormous interest among researchers in many different disciplines and geographies.

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What HR Executives Need to Know

Jan 2, 2015 | Sponsor Content, Strategic HR

Edward E. Lawler III (CEO) explains that talking about HR as a business partner certainly does not help the situation. Asking to be a business partner just does not get the “job done”. This is what HR should be, and in most cases, it should make a very strong argument to be positioned as a major strategic contributor.

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Commentaries on “The Changing Landscape of Employee Rewards: Observations and Prescriptions”

Jan 1, 2015 | Compensation and Benefits, Sponsor Content

This paper first summarizes key themes from a recent paper by Gerald Ledford that was published in Organizational Dynamics. That paper reviewed changes in employee reward systems during the past 35 years, looked at factors explaining the changes, and recommended a set of five changes in the future. Five distinguished corporate HR leaders then comment on the paper, exploring a number of important topics in contemporary employee rewards.

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