The New American Workplace

Thirty years ago, the best-selling letter to the government <Work in America> was published to national acclaim, sounding an alarm about worker dissatisfaction and the effects on the nation as a whole. This follow-up, based on thirty years of research, sheds light on what has changed since then and what hasn t.

Business & Money

Edward E. Lawler, III

James O'Toole

Business Culture

Blackstone Audio,Inc.

In this work, acclaimed management expert Edward Lawler tells companies what they can do to meet today's "rewards systems challenge"--attracting and retaining talented employees in a market where the employees hold the upper hand. Here, Lawler outlines a creative compensation system that recognizes employee knowledge and skill as a critical aspect of an organization's net worth. In basing his system on the individual employee's value to the organization, Lawler introduces an approach to compensation that simultaneously motivates employees to higher levels of performance and increases shareholder value. To read the introduction from this book, click here.

Rewarding Excellence : Pay Strategies for the New Economy

Business Development & Entrepreneurship

Jossey-Bass

Corporations are undergoing dramatic changes that have significant implications for how human resources are best managed and organized. There is growing consensus that human capital is critical to an organization's success. But how should the HR function itself be organized? Is change in HR keeping pace with organizational change overall? Creating a Strategic Human Resources Organization reports the findings from a 6-year longitudinal study of whether and how the HR functions in large corporations are responding to the challenges and opportunities posed by the changing business environment. The book identifies the changes that will be required in order for HR to become a true strategic partner, and suggests why, in too many companies, this transition is not occurring. It examines the paradoxical roles played in this transition by the focus on talent management and the application of IT capabilities, and proposes a new way of conceptualizing HR as providing three service lines. It finds that the most effective HR teams are substantially changing their mix of activities to become knowledge-based contributors to organizational strategy and effectiveness. The authors conclude that HR is at a crossroads, and will either have to face up to these challenges or become a marginal contributor to corporate success. The study was carried out at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California, and was funded by the Human Resource Planning Society and the corporate sponsors of the Center for Effective Organizations.

Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions

Susan Albers Mohrman

Management & Leadership

Stanford Business Books

Built to Change: How to Achieve Sustained Organizational Effectiveness

Christopher G. Worley

Jerry Porras

The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people. First, organizations must decide what structure they are: are you a high-involvement organization that has products and services that require a high level of coordination and cooperation among employees? Or do you have a more global competitor structure in which you are constantly bringing in new talent and technological expertise? Are you a mixture of both? Lawler outlines the unique human capital strategy for each approach, shows what it looks like in action, and provides the foundation and tools for creating competitive and innovative organizations.

Talent: Making People Your Competitive Advantage

Dave Ulrich

A research-based approach to achieving long-term profitability in business What does it take to guarantee success and profitability over time? Authors Christopher G. Worley, a senior research scientist, Thomas D. Williams, an executive advisor, and Edward E. Lawler III, one of the country's leading management experts, set out to find the answer. In The Agility Factor: Building Adaptable Organizations for Superior Performance the authors reveal the factors that drive long-term profitability based on the practices of successful companies that have consistently outperformed their peers. Of the 234 large companies across 18 industries that were studied, there were few companies that delivered sustained performance across the board. The authors found that across industries, the most successful companies were not the "usual suspects" found in the media, but companies who possessed a quiet agility that allowed them to quickly perceive and respond to changes so that they could continue to grow. Agility gives organizations the ability to adapt to fluctuations in the environment, test possible responses, and implement changes quickly. This book offers specific, research-based case studies to help organizational leaders use agility to achieve sustained profitability and performance while also becoming more adaptable to a changing marketplace. For executives, leaders, consultants, board members and all those responsible for the long-term health of organizations, this insightful guide outlines: <ul>
<li>The components of agility for business organizations</li> <li>How to successfully build agility within an organization</li> <li>How agility has its foundation in good management practices</li> <li>How to use agility to gain a competitive advantage in the marketplace</li> </ul>

The Agility Factor: Building Adaptable Organizations for Superior Performance

Thomas, Williams

Thomas D. Williams

A comprehensive guide to planning, designing, and implementing appraisal systems that are tailored to meet an organization's real needs. For human resource professionals and managers, the authors show how to define performance, who should measure it, who should give and receive feedback, and how often appraisals should be made. They examine and evaluate the common approaches to appraisals--those oriented to the performer, the behavior, the result, or the situation--and shows how they can be integrated into an effective system.

Designing Performance Appraisal Systems: Aligning Appraisals and Organizational Realities

Allan M. Mohrman, Jr.

Susan M. Resnick-West

Human Resources

See the best price to sell, buy, or rent books by Edward E. Lawler, III. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Edward E. Lawler, III