Research and Insights from the Center for Effective Organizations
Edward E. Lawler III , Susan Albers Mohrman and Gerry Ledford (Jossey-Bass, 1995)
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.
Drawing on multiple frameworks, this study by R. Tenkasi, S. Mohrman, G. Ledford, Jr., and E. Lawler III tested longitudinally on a matched set of 130 companies the contextual determinants of increased adoption of participative practices.
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Edward E. Lawler III, Philip H. Mirvis
1981 (republished 1994)
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G. McMahan and E. Lawler III examined the research literature on union status and employee involvement with respect to two issues: (1) the relationship between the presence of a union and the adoption of employee involvement; (2) the relationship between the presence of a union and the effectiveness of employee involvement.
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This paper by D. Bowen and E. Lawler III reviews the basic learnings that have been developed concerning how and when to use empowerment in customer service organizations. Points out that there are a number of factors which lead to the success and failure of empowerment efforts.
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This paper by Gretchen M. Spreitzer addresses the workunit design characteristics associated with individual feelings of empowerment in the workplace.
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Gretchen M. Spreitzer argues that the literature on empowerment lacks the integrated conceptual underpinning necessary for cumulative theory development and empirical research.
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Susan Mohrman explains that the term “empowerment” has come to express in many managers’ minds the essence of new approaches to management that are believed to be capable of delivering higher levels of performance by tapping into the energies and enthusiasm of employees.
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The similarities and differences between total quality management and employee involvement are examined in this paper by Edward Lawler III.
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Gerry Ledford reviews research findings and theoretical developments in research on employee involvement (EI) at the Center for Effective 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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