Research and Insights from the Center for Effective Organizations
The relationship between pay systems and total quality management systems is discussed in this paper by Edward Lawler III.
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Three different approaches to teams are identified–parallel teams, project teams and work teams in this article by Ed Lawler III and Susan Cohen.
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E. Lawler III, S. Cohen, and L. Chang discuss the role that human resource functions play in complex organization. Emphasis is placed on how the human resource function can become more strategically involved in the business and assesses the progress of large companies in moving toward a strategic partnership role for HR.
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E. Lawler III, S Mohrman, and G. Ledford, Jr. report on the results of the Center for Effective Organizations survey of the Fortune 1000 companies. Particular focus is on the kind of total quality management practices which are adopted by these companies.
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D. Bowen and E. Lawler III argue that human resources holds the key to sustained quality improvement. Consequently, the HRM department can potentially play a critical role in an organization’s TQM effort.
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This chapter by D. Jenkins and E. Lawler III presents theory and research on the role of pay systems in complex organizations.
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This paper by S. Mohrman, E. Lawler III, and A. Mohrman, Jr. explores the applicability of employee involvement approaches to the management of schools. Three approaches to involvement are each described for organizations in general and then applied to schools in particular.
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D. Bowen and E. Lawler III explain that in recent years, there has been a rush to adopt an empowerment approach, in which employees face the customer “free of rulebooks,” encouraged to do whatever is necessary to satisfy the customer. The production-line approach is a very different management style.
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This article by Edward Lawler III reviews problems with job based management systems and focuses particularly on the impact of job evaluation systems.
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Edward Lawler III considers three types of involvement: suggestion, job and high. Points out how they differ in structure and impact. Identifies the organization conditions where each fits best.
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This paper by A. Mohrman, Jr., S. Mohrman, and E. Lawler III describes some of the forces that are heightening the importance of teamwork in organizations today, and the challenges they pose for the management of performance.
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This article by Edward Lawler III reviews and updates an earlier article “The New Plant Revolution.” Concludes that the new plant model has worked well, but has some weaknesses. These include lack of financial incentive, team effectiveness and full business integration.
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