Research and Insights from the Center for Effective Organizations
Edward E. Lawler III and Susan A. Mohrman argue that quality circles are a widely practiced approach to improving organizational performance.
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This paper by Katherine I. Miller and Peter R. Monge reports the results of a meta-analytic review of research investigating the effects of participation in decision making on employee satisfaction and productivity.
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Susan A. Mohrman, G. Ledford, Jr., Edward E. Lawler III, and A. Mohrman, Jr. state that involvement approaches to the organization of human resources has implications for most human resource systems, including the design of jobs, selection, training, appraisal, rewards and the conduct of labor relations.
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This paper by S. Hocevar and Susan A. Mohrman describes the background and status of a quality circles program in one division of a large metropolitan police department.
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This paper by Susan A. Mohrman and G. Ledford, Jr. explores the importance of various design features in employee participation programs.
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Edward E. Lawler III and Susan A. Mohrman review the stages of quality circle development and enumerate threats to their continued existence.
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Susan A. Mohrman and A. Mohrman, Jr. argue that declining organizations are both an impetus for and an impediment to employee involvement approaches to management.
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Susan A. Mohrman and Edward E. Lawler III discuss how in the middle 1970s, American industry began to search for new approaches to management suitable for an emerging world economy characterized by rapid technological change, and for a workforce with increased education, expectations, and willingness to challenge the status quo.
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Phil Mirvis and Edward E. Lawler III describe the development and issuance of an independent report on the quality of work life in a Corporation.
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Susan A. Mohrman states that Quality Circles (Q.C. Circles) are one of the most recent managerial innovations to be widely adopted by American businesses.
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Edward E. Lawler III discusses the current fascination with participative management and points out how many companies are inadequately using participative management.
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Quality of Work Life (QWL) programs are examined as a strategy for human resource management in this paper by C. Cammann and G. Ledford, Jr.
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