First published in 1998, Strategies for High Performance Organizations gave executives their first comprehensive look at how well the most popular improvement programs of the day were actually working throughout the Fortune 1000. Now, three years later, this latest edition updates those findings for today's business world and reviews some new developments as well. Like its predecessor, this edition distills a library's worth of research into an easy-to-interpret, jargon-free presentation. It examines the various employee involvement, TQM, and reengineering efforts embraced by leading corporations over the years, explains how they were managed, and tells which worked, which did not, and why. Trends and patterns in the newly emerging fields of knowledge management and e-commerce are also presented for the first time. Readers can expect a goldmine of information that they can use to benchmark their own programs, to determine if a program is right for their organization, and to set new strategies for the future. Includes a CD-ROM containing all the informative charts and graphs found in the book.
Edward E. Lawler III joined the faculty of Yale University after receiving his Ph.D. from the University of California at Berkeley in 1964. Three years later he was promoted to Associate Professor.
He moved to the University of Michigan in 1972 as Professor of Psychology and also became Program Director in the Survey Research Center at the Institute for Social Research. In 1978, he became a Professor in the Marshall School of Business at the University of Southern California. That same year, he founded and became Director of the University's Center for Effective Organizations. He was named Professor of Research at the University of Southern California in 1982 and Distinguished Professor of Business in 1999.
Lawler has been honored as a major contributor to theory, research, and practice in the fields of human resources management, compensation, organizational development, corporate governance, and organizational effectiveness. He is the author and co-author of over thirty-eight books and more than three hundred articles, which have appeared in the Harvard Business Review, MIT-Sloan Management Review, California Management Review, USA Today, Strategy and Business, the Financial Times, and more than thirty other magazines, journals, and newspapers.
His most recent books include Rewarding Excellence (Jossey-Bass, 2000), Corporate Boards: New Strategies for Adding Value at the Top (Jossey-Bass, 2001), Organizing for High Performance (Jossey-Bass, 2001), Treat People Right (Jossey-Bass, 2003), Human Resources Business Process Outsourcing (Jossey-Bass, 2004), Achieving Strategic Excellence: An Assessment of Human Resource Organizations (Stanford Press, 2006), Built to Change (Jossey-Bass, 2006), The New American Workplace (Palgrave-Macmillan, 2006), and America at Work (Palgrave-Macmillan, 2006), Talent: Making People Your Competitive Advantage (Jossey-Bass, 2008), and Achieving Excellence in HR Management: An Assessment of Human Resource Organizations (Stanford Press, 2009) and Management Reset (Jossey-Bass, 2011).
Business Week has proclaimed Lawler one of the top six gurus in the field of management, and Human Resource Executive called him one of HR's most influential people. Workforce magazine identified him as one of the twenty-five visionaries who have shaped today's workplace over the past century. He has been a consultant to many corporations, including the majority of the Fortune 100, as well as governments at all levels.
