Research and Insights from the Center for Effective Organizations
Charles Maxey presents a comparative analysis of aspects of bargaining processes and outcomes in the public sectors.
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Philip H. Mirvis (Boston University) and Edward E. Lawler III (CEO) report the results of two action research projects. Both focus on changing the information systems in organizations. One involved public reporting of measures, the other used measures for feedback purposes within the organizations.
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Based on a survey of managers and subordinates’ beliefs and assumptions about performance appraisal, on-site interviews and personnel records, this paper by Allan M. Mohrman, Jr. (USC) assesses performance appraisal practices in a large multi-national corporation.
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In this paper by Allan M. Mohrman, Jr. (USC), the function of Performance Appraisal (PA) is conceived as the integration of the individual and the organization.
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This article by Kenneth R. Brousseau (USC) reviews recent research findings concerning factors which shape job-person relationships. Based on these findings, a dynamic job-person model is proposed.
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Research findings concerning factors that influence individuals’ behavioral and attitudinal reactions to jobs are reviewed in this papery by Kenneth R. Brousseau (USC).
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Edward E. Lawler III (CEO), Patricia A. Renwick (USC), and R. J. Bullock (University of Houston) report the results of a study concerned with the kinds of work place decisions that employees wish to influence.
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Edward E. Lawler III (CEO) and John A. Drexler, Jr. (University of Washington) identify the conditions which lead to entrepreneur behavior.
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This article by Larry E. Greiner (USC) and Virginia E. Schein (Consultant) focuses on the “Behavioral pathologies” that arise naturally in a project structure with mult-disciplinary team; one example being “authority ambiguity and responsibility confusion.”
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After tracing the history of the organization development (OD) field, this article by Larry Greiner (CEO) argues that the current pragmatism of OD has lost touch with its original value premises.
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Edward E. Lawler III (CEO) points to the many successful new plants that follow a participative model. This same model can be applied to traditional organizations with high likelihood of good productivity and a high quality of work life.
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This article by Steven Kerr (USC) maintains that many, perhaps most, approaches to MBO (Management by Objectives) contain logical inconsistencies and make assumptions that are contrary to what is know about people and about organizations.
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