Edward E. Lawler III , Susan Albers Mohrman and Gerry Ledford (Jossey-Bass, 1995)
Companies are more competitive and productive and create higher quality services and products when employees are involved in decisions about their jobs and work environment.
Creating High Performance Organizations offers the most up-to-date results from a unique longitudinal study that has systematically researched the adoption and impact of employee involvement (EI) and total quality management (TQM) practices on the largest companies in the United States.
With the research and analysis results of practices at Fortune 1000 companies from 1990 through 1993, this new study, commissioned by the Association for Quality and Participation (AQP), profiles the types of organizations that have adopted EI and TQM practices since the 1987-1990 results were last reported in Employee Involvement and Total Quality Management (Jossey-Bass, 1992). It reveals the type of practices both service and manufacturing firms in the U.S. have implemented, the results they have achieved, and how management practices have changed since 1990. And it provides, for the first time, evidence linking the use of EI and TQM to the financial results of companies.
Creating High Performance Organizations offers executives, managers, and researchers the most definitive research data available on how leading companies use employee involvement practices – self-managing work teams, profit sharing, and job enrichment – to shape organizations that are responsive, quality driven, and cost efficient. With a wealth of informative charts and graphs, this book allows managers to benchmark their own efforts with those of organizations in the study and to shape companies that are responsive, quality driven, and cost effective.