Weisz, J., Mohrman, S. A., and McCracken, A. (Second River Healthcare Press, 2012) A first-hand account of the changes being demanded of the U.S. healthcare system, this book is written by Dr. Jeffrey Weisz for his fellow physicians.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Leveraging the Secrets of Memory Champions to Craft Memorable Messages, 2/7/13, Audio/Slides
How many meetings have you attended where you literally forgot most of what you had just heard by the meeting’s end? In this webinar, Jay Conger explored how to make the message behind your presentations endure far beyond the meeting. He covered the techniques developed by memory champions which you can deploy in your own presentations.
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Negative Effects of Extrinsic Rewards on Intrinsic Motivation: More Smoke Than Fire
Gerald E. Ledford, Jr. (CEO), Meiyu Fang (National Central University, Taiwan), and Barry Gerhart (University of Wisconsin) demonstrate that motivation research makes a basic distinction between intrinsic and extrinsic motivation. In general, researchers define intrinsic motivation as that which arises from performing the task.
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So you Want to be Agile? Find a Balance Between “Fat” and “Muscle”, 1/10/2013
In this webinar, Chris Worley and Sue Mohrman will describe their learnings about designing organizations for agility. There are many paradoxes inherent in such designs. Agility requires accepting a certain amount of slack that absorbs the risk of investing in their future while relentlessly driving down costs in present operations; experimenting on the one hand while systematically incorporating what is learned on the other; and developing people to be ready for the future while making them expert in the present. In agile organizations, change is routine.
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Stubborn Traditionalism in HRM: Causes and Consequences
This article by John W. Boudreau (CEO) and Edward E. Lawler III (CEO) examines two questions using cross-sectional analysis of our most recent survey of HR leaders. First we find that slow progress matters, because progress on HR functional features is related to important outcomes, including HR’s role in strategy, effectiveness as a function, and organizational performance. Second, we explore one explanation for HR’s stubborn traditionalism, in the organization’s management approach.
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Workforce Planning Across the Great Divide
John W. Boudreau (CEO) and Ian Ziskin (CEO) argue that even today’s most sophisticated SWP systems often focus solely on the workforce, using frameworks and tools that are largely in the domain of human resources management, and often provide the majority of their information about the HR function and its processes and activities.
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Sustainability: What Should Boards Do?
Edward E. Lawler III (CEO) and Susan A. Mohrman (CEO) explain that today, sustainability is not just a matter of good citizenship; it has become critical to the survival of corporations. Corporations need to operate in a sustainable manner in order to assure that they have strong communities and ecologies in which to operate.
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Effectiveness of Management Approaches
Ed Lawler and John Boudreau discuss the effectiveness of five different approaches to management: bureaucratic, low-cost operator, high involvement, global competitor and sustainable.
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Using HR Analytics for Modeling and Making Sense of Compensation, 12/12, Audio/Slides
In this webinar Alec Levenson reviewed the principles and uses of models as decision making aids, even when there is not enough time or data for doing statistical analysis.
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HR and Sustainability, 11/27/2012
Ed Lawler, Sue Mohrman, and Chris Worley took a first look at data from a new study on sustainable organizations. A just-completed CEO study focused on HR’s role in corporate sustainability activities. It looked at what HR does and what it would like to do in regards to sustainability.
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Short Introduction to Strategic Human Resource Management
Reflecting an increasing uncertainty in global business, Cascio and Boudreau consider ways of dealing with risk in managing human capital. Numerous examples in every chapter illustrate key points with real business cases from around the world.
The Strategic Role of HR in the U.S. and China
John W. Boudreau (CEO) and Edward E. Lawler III (CEO) explain that it appears that one reason for the differences in the strategic role of HR between the two countries is the extent to which organizations adopt management approaches that are positively associated with the opportunity for HR to engage in strategic activities.
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