Gerald E Ledford
Biographic Data
| ID | 5691431 |
|---|---|
| NAME | Gerald E Ledford |
| GIVEN NAMES | Gerald E |
| FAMILY NAME | Ledford |
| SIGNATURE | LEDFORD G E |
| AFFILIATIONS | University of Southern California |
| VERIFIED | No |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 89 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1986 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 3 |
Quality Circles
Quality circles are a class of employee participation groups with several specific characteristics. The are used extensively in Japan and the U.S., but are now less common than other types of participation groups in the U.S. They appear to have some positive effects on employee performance but limited effects on attitudes. Several questions remain about use of quality circles.
Continuous Improvement
Continuous improvement is an approach to organizational change that is closely linked to the quality and lean systems movement, as well as Japanese management practices. It challenges common theories of organizational change that treat change as a threat to the system, which attempts to return to a state of dynamic equilibrium; continuous improvement suggest that the organization can be chronically unfrozen. Proponents of continuous improvement h…
Happiness and productivity revisited
A Predictive Model of Self-Managing Work Team Effectiveness
This paper tests a theoretically-driven model of self-managing work team effectiveness. Self-managing work team effectiveness is defined as both high performance and employee quality of work life. Drawing on different theoretical perspectives including work design, self-leadership, sociotechnical, and participative management, four categories of variables are theorized to predict self-managing work team effectiveness: group task design, encouragi…
The Effectiveness of Self-Managing Teams
This study used a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company. These teams performed customer service, technical support, administrative support, and managerial functions in a variety of locations. The balance of evidence indicates that self-managing teams were more effective than comparable traditionally-managed groups that performed the same type of work. The study illustrates the…
Looking Backward and Forward at Action Research
Les AA., a la suite d'un article publie precedemment dans la meme revue, poursuivent une discusion sur la place de la recherche-action aujourd'hui. Qu'est-ce que cela signifie d'etre a la fois co-chercheur et co-investigateur ? Que signifie action dans recherche-action ? Quel est l'apport de la recherche-action en termes methodologiques et epistemologiques
Self-Design for High Involvement
We present a case study of a 5-year action research project in a 12-plant division of a multi-billion dollar firm. The division is attempting to design new plants and re-design all established plants as high involvement, high performance work systems (Lawler, 1986). The design process is based on a self-design learning model (Mohrman & Cummings, 1989). The history of the change process and data about its effects are reported. We review in detail …
Research Methodology
The Effectiveness of Self-Managing Teams
This study used a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company. These teams performed customer service, technical support, administrative support, and managerial functions in a variety of locations. The balance of evidence indicates that self-managing teams were more effective than comparable traditionally-managed groups that performed the same type of work. The study illustrates the…
A Predictive Model of Self-Managing Work Team Effectiveness
This paper tests a theoretically-driven model of self-managing work team effectiveness. Self-managing work team effectiveness is defined as both high performance and employee quality of work life. Drawing on different theoretical perspectives including work design, self-leadership, sociotechnical, and participative management, four categories of variables are theorized to predict self-managing work team effectiveness: group task design, encouragi…
Self-Design for High Involvement
We present a case study of a 5-year action research project in a 12-plant division of a multi-billion dollar firm. The division is attempting to design new plants and re-design all established plants as high involvement, high performance work systems (Lawler, 1986). The design process is based on a self-design learning model (Mohrman & Cummings, 1989). The history of the change process and data about its effects are reported. We review in detail …
Research Methodology
Looking Backward and Forward at Action Research
Les AA., a la suite d'un article publie precedemment dans la meme revue, poursuivent une discusion sur la place de la recherche-action aujourd'hui. Qu'est-ce que cela signifie d'etre a la fois co-chercheur et co-investigateur ? Que signifie action dans recherche-action ? Quel est l'apport de la recherche-action en termes methodologiques et epistemologiques
Self-Design for High Involvement
We present a case study of a 5-year action research project in a 12-plant division of a multi-billion dollar firm. The division is attempting to design new plants and re-design all established plants as high involvement, high performance work systems (Lawler, 1986). The design process is based on a self-design learning model (Mohrman & Cummings, 1989). The history of the change process and data about its effects are reported. We review in detail …
The Effectiveness of Self-Managing Teams
This study used a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company. These teams performed customer service, technical support, administrative support, and managerial functions in a variety of locations. The balance of evidence indicates that self-managing teams were more effective than comparable traditionally-managed groups that performed the same type of work. The study illustrates the…
A Predictive Model of Self-Managing Work Team Effectiveness
This paper tests a theoretically-driven model of self-managing work team effectiveness. Self-managing work team effectiveness is defined as both high performance and employee quality of work life. Drawing on different theoretical perspectives including work design, self-leadership, sociotechnical, and participative management, four categories of variables are theorized to predict self-managing work team effectiveness: group task design, encouragi…
Happiness and productivity revisited
Quality Circles
Quality circles are a class of employee participation groups with several specific characteristics. The are used extensively in Japan and the U.S., but are now less common than other types of participation groups in the U.S. They appear to have some positive effects on employee performance but limited effects on attitudes. Several questions remain about use of quality circles.
Continuous Improvement
Continuous improvement is an approach to organizational change that is closely linked to the quality and lean systems movement, as well as Japanese management practices. It challenges common theories of organizational change that treat change as a threat to the system, which attempts to return to a state of dynamic equilibrium; continuous improvement suggest that the organization can be chronically unfrozen. Proponents of continuous improvement h…
Computer Science (5 works) · Political science (5 works) · Business (4 works) · Process management (4 works) · Psychology (4 works) · Accounting and Organizational Management (3 works) · Economics (3 works) · Engineering (3 works) · Knowledge management (3 works) · Management (3 works)