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Overview
In this much-praised book, Edward Lawler offers an integrated overview of just how an organization must be designed 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 at such thriving companies as Hewlett-Packard, General Electric, and Xerox. And he shows how to implement such specific practices as work teams, skill-based pay, gainsharing, and improvement groups."One of the strengths of Lawler's book is its readiness to confront directly the sort of questions that really worry most top managers." —Financial Times
Synopsis
Offers an integrated overview of just how an organization must be designed to realize the full potential of high-involvement management. Details the types of management and reward systems, leadership behaviors, job design, and training programs that make high-involvement organizations really work at such thriving companies as Hewlett-Packard, General Electric, and Xerox. Shows how to implement such specific practices as work teams, skill-based pay, gainsharing, and improvement groups.
Editorials
From the Publisher
"One of the strengths of Lawler's book is its readiness to confront directly the sort of questions that really worry most top managers."
"A valuable reference for human resource specialists, management consultants, and managers in search of a compass. It clearly lays out where many organizations are heading and presents the new wisdom on how to get there."
"A solid, insightful, and instructive book."