Research and Insights Archive

Research and Insights from the Center for Effective Organizations

A Perspective on Empowerment

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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Total Quality management and Employee Involvement: Similarities, Differences and Future Directions

The similarities and differences between total quality management and employee involvement are examined in this paper by Edward Lawler III.

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Employee Involvement: Lessons and Predictions

Gerry Ledford reviews research findings and theoretical developments in research on employee involvement (EI) at the Center for Effective Organizations.

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Applying Employee Involvement in Schools

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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Facing the Customer: Empowerment or Production Line?

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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Managing Employee Involvement

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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Small World, Isn’t It? Personal Networks and Infrastructural Development

Howard E. Aldrich and Mary Ann Von Glinow review some key concepts that help managers and planners understand the characteristics of networks and how people’s access to information is affected by their position in them.

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Group Empowerment: Group Purpose and QWL in a State Psychiatric Hospital for Adolescents

This study by Susan G. Cohen examines the relationship between group purpose and group empowerment for three staff teams in a psychiatric hospital–a top management team, a summer planning task force, and a clinical group.

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Employee Involvement and Pay System Design

This article by Edward E. Lawler III discusses a pay strategy that supports employee involvement. It emphasizes pushing information, knowledge, power and rewards to lower organization levels.

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Executive Behavior in High Involvement Organizations

This paper by Edward E. Lawler III (CEO) is not about leadership per se, however, it is about how senior managers in organizations should structure and carry out their jobs in order to be consistent with a high involvement approach to management.

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The High Involvement Manager: Going it Alone

Edward E. Lawler III and Susan A. Mohrman argue that the literature on participation and employee involvement often places the supervisor in the role of the villain.

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The Influence of Early History on Team Development Customer Service Manager Teams at People Express Airlines

This chapter by Susan G. Cohen and Daniel R. Denison compares the performance of two Customer Service Manager Teams, one highly effective and the other relatively ineffective, at an airline designed and managed to foster high employee commitment.

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