In 1986 Edward Lawler first alerted American business to the power of high-involvement management--management that encourages employees to participate fully in the business of their employer. Then, he demonstrated how it can inspire innovation, increase cost-effectiveness, and deliver improved quality, service, and speed. Now Lawler goes one step further. Citing such thriving companies as Hewlett-Packard, General Electric, Xerox, and Motorola, he offers an integrated overview of just how an organization must be designed--how it must look and act--to realize the full potential of high-involvement management. He details the types of management and reward systems, leadership behaviors, job design, and training programs that make high-involvement organizations really work. And he shows how to implement specific practices, such as work teams, skill-based pay, gain sharing, and improvement groups, that help create an environment where employees grow and the organization prospers.
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EDWARD E. LAWLER is professor of management and organization at the Graduate School of Business Administration, University of Southern California, and founder and director of the school's Center for Effective Organizations.
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