Research and Insights from the Center for Effective Organizations
A companion to the New American Workplace, which is co-published with Society for Human Resource Management and the Center for Effective Organizations, this volume edited by Edward E. Lawler III and James O’Toole (Palgrave-Macmillan, 2006) contains original articles on workplace issues in America today.
James O’Toole and Edward E. Lawler III, (Palgrave-Macmillan, 2006) Thirty years ago, the bestselling “letter to the government” Work in America published to national acclaim, including front-page coverage in The New York Times, Wall Street Journal, and Washington Post.
Edward E. Lawler, John W. Boudreau, and Susan Albers Mohrman (Stanford Press, 2006) This is the Center for Effective Organizations’s (CEO) fourth national study of the human resources (HR) function in large corporations. It is the only long-term national study of this important function.
In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be “built to change” so they can last and succeed in today’s global economy.
Edward E. Lawler III, David Ulrich, Jac Fitz-enz, James Madden, and Regina Maruca, (Jossey-Bass, 2004) discuss how today’s highly competitive marketplace demands that human resources departments emerge from under their administrative workloads and become full partners in determining their organizations’ winning strategies.
Edward E. Lawler III and Susan Albers Mohrman discuss how corporations are undergoing dramatic changes with significant implications for how human resources are best managed and organized. There is a growing consensus that human capital is critical to an organization’s success.
Let one of the nation’s most renowned management experts show you how to make your organization truly great by putting its people first. In Treat People Right!, Edward Lawler explains how companies can move beyond the usual acknowledgment that human capital is their greatest asset to actually making it so.
Edward E. Lawler III , Susan Albers Mohrman , and George Benson discuss how worldwide competition, the rapid expansion of the Internet, and the uncertainty of today’s economic climate are among the myriad forces testing the traditional approaches to management.
Jay A. Conger, Edward E. Lawler III and David L. Finegold (Jossey-Bass, 2001) discuss how corporate boards are under fire. Investors, government agencies, communities, and employees are scrutinizing boards’ performance and challenging their decisions like never before — and it is likely this attention will only increase.
Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.
Jay Conger, Gretchen M. Spreitzer, Edward E. Lawler III (eds.), (Jossey-Bass, 1999)
Full of fascinating case studies, action strategies, and unbeatable advice, The Leader’s Change Handbook contains the best new thinking from each of its distinguished contributors on the twin challenges leaders face as they try to create leaner, more responsive organizations while empowering their workforces.
The CEO Report by Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998) distills reams of surveys and research into an easy-to-interpret tool that managers can use to identify those improvement practices that best promote organizational effectiveness.