Research and Insights from the Center for Effective Organizations
Allan M. Mohrman, Susan M. Resnick-West and Edward E. Lawler III. (Jossey-Bass, 1989)
Designing performance appraisal systems is no longer the back room task for experts that it used to be. For appraisal systems to be central to the management of the business and useful to employees, it is critical that the entire organization be involved in their design.
Edward E. Lawler III states that reward systems are one of the most prominent and frequently discussed features of organizations. Indeed, the literature in organizational behavior and personnel management is replete with the examples of their functional as well as their dysfunctional role in organizations.
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Jay R. Galbraith reports that the Center Project on Organizing in 1990’s is examining what manufacturing firms are doing to change their organizations to become more competitive in the 1990’s.
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This case by Susan G. Cohen explores the functioning of a top management team, charged with the responsibility of restructuring a rapidly growing, high-involvement firm.
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R. Nathan, Gerald E. Ledford, David E. Bowen, and Thomas G. Cummings discuss how measures of growth needs and social needs from the Personality Research Form, or PRF (Jackson, 1984) are shown to be a valid selection tool for a high involvement organization, based on the criterion of performance in a content valid pre-employment training program.
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A model of the determinants of chief executive (CEO) compensation is presented and tested by Sidney Finkelstein and Donald C. Hambrick.
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Many American businesses have lost their competitive advantage. But the focus of this paper by Edward E. Lawler III is not on proving the case, that has already been done; it is on what strategies organizations can take to recapture the advantage.
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Jay Galbraith discusses how technology is viewed as a pervasive force bringing about today’s global competition.
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Susan Resnick-West and Mary Ann Von Glinow recall how on January 28, 1986 millions watched as the Spaceship Challenger blew up only seconds after take off. Some say the incident was avoidable. Hours before the tragedy, Thiokol project engineers pleaded with authorities to delay the launch.
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Firms in global high technology industries face key challenges. This paper by Susan A. Mohrman and M. Von Glinow October presents a preliminary framework that delineates aspects of their context, organization and human resources.
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This paper by Edward E. Lawler III (CEO) is not about leadership per se, however, it is about how senior managers in organizations should structure and carry out their jobs in order to be consistent with a high involvement approach to management.
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Edward E. Lawler III and Susan A. Mohrman argue that the literature on participation and employee involvement often places the supervisor in the role of the villain.
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