Knowledge that Transforms

Handbook of Organizational Culture & Climate The Compensation Handbook, Fourth Edition Innovations in International and Cross‐Cultural Management The Leadership Investment Best Practices in Leadership Development Handbook Measuring Team Performance The Inner Work of Leaders The Radical Team Handbook Suppressed, Forced Out, and Fired: How Successful Women Lose Their Jobs Psychological Contracts In Employment

This article provides in‐depth reviews of books focused on change at the individual, group, and organization levels. It identifies the critical dimensions necessary to change at each of these three levels and then selects the books that provide the best understanding of change for each level. Whether the reader wishes to understand underlying theories of change or wishes to find practical guides to essential steps in the change process, the needed resources are reviewed in this article. For the HR manager, who more often than not, is responsible for guiding those who would change, this set of eleven books constitutes a must bookshelf. Finally, other key references in the area of change are annotated if the reader wishes to enlarge his/her bookshelf.

This article describes how Prudential—in a dramatically changed marketplace—engaged its 55,000 employees as partners in transforming the company's many disparate businesses into one integrated company. Using a combination of large‐and small‐scale meetings, follow‐up actions at the work unit level, and sophisticated performance enhancement processes, OPX (One Prudential Exchange) is helping transform Prudential from a staid insurance company to a modern financial services powerhouse. OPX has introduced the One Prudential vision to the company's 55,000 employees in nearly 300 large‐scale meetings in 12 cities, and has institutionalized problem resolution and breakthrough dialogue processes in over 3,500 follow‐up work unit meetings.

Promotion stress is the experienced feelings of anxiety, concern, or tension with one's career reality in terms of the level one has reached in the organization. This study considers how promotion stress may differ depending on an individual's internal career orientation (balance, high, free, ahead, secure) as well as an individual's external, professional career stage (apprentice, colleague, mentor, sponsor). The results suggest no clear pattern of differences based on internal career orientation; however, there is a clear pattern with regard to external career stage such that as an individual progresses in his/her professional career, promotion stress decreases. Implications for research and practice are discussed.

In recent years, rewarding CEOs with long-term forms of compensation (e.g., stock options, performance plans, restricted stock) has become more popular than using year-end pay adjustments. Surprisingly, there is little empirical evidence to support the benefits of this trend. This study found that the benefits of long-term compensation flowed primarily to CEOs as they received significantly greater levels of total compensation than CEOs in firms that emphasized year-end pay adjustments. Paradoxically, however, firms that emphasized year-end pay adjustments performed significantly better than firms that were heavy users of long-term forms of contingent compensation.

Transformations often fail to activate the energy of those whose creativity and action are needed to realize fundamental change. In 1991 Lufthansa was almost bankrupt. Today it has become one of the world's most profitable airline companies and a founding member of the STAR ALLIANCE, aspiring to become the world's leading aviation group. Lufthansa has undergone a fundamental ongoing change—its approach relies on people. Core elements of this strategy involve providing space for reflection and dialogue despite the crisis pressure, building networks of change actors and creating durable platforms for emotional mobilization and reflection on action.