Research and Insights from the Center for Effective Organizations
David E. Bowen describes strategies that managers in the service sector can use to respond effectively to customer presence within their organizations.
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Susan A. Mohrman, G. Ledford, Jr., Edward E. Lawler III, and A. Mohrman, Jr. state that involvement approaches to the organization of human resources has implications for most human resource systems, including the design of jobs, selection, training, appraisal, rewards and the conduct of labor relations.
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This article by Dave Bowen and Larry E. Greiner contends that the effectiveness of Human Resources (HR) staff groups responsible for personnel in organizations is limited because these groups often perform their role with a production orientation rather than a service orientation.
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This paper by Larry E. Greiner argues that major organization changes often fail because of political dynamics at the top of corporations.
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This article by Edward E. Lawler III presents a brief overview of gainsharing. It covers benefits, management style and the effects of situational conditions. The use of profit sharing and stock ownership is considered.
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A conceptual review of the literature on the persistence of planned organizational change is presented by Gerald Ledford, Jr, based on Lawrence Mohr’s distinction between variance theory models and process theory models of explanation.
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In this article by Edward E. Lawler III, key research needs are identified and the kinds of technical and theoretical developments which would aid the wider adoption and understanding of gainsharing are discussed.
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Skill based pay systems are described and contrasted with job based pay systems in this article by Edward E. Lawler III and G. Ledford, Jr.
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Mary Ann Von Glinow presents a typology of the design of organizational reward systems that explicitly addresses attraction, evaluation and retention of valued professionals is offered within four cultural contexts: the Apathetic Culture, the Caring Culture, the Exacting Culture, and the Integrative Culture.
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Organizational change projects entail dynamic complex processes through which organizations and their members learn new ways to function. This paper by T. Cummings and Susan A. Mohrman assesses the appropriateness of traditional evaluation models for the assessment of these projects.
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This paper by S. Hocevar and Susan A. Mohrman describes the background and status of a quality circles program in one division of a large metropolitan police department.
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Nirmal K. Sethia and Mary Ann Von Glinow argue that management of culture is becoming a key challenge for the leadership in an increasing number of organizations.
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