Bøger af Edward E. Lawler

Examines a wide range of practical methods for increasing employee involvement and brings together the best of each approach into a comprehensive model for implementing participative management at all levels of an organization.

The eighth version of this serial publication draws on twenty-one years of data collected by the Center for Effective Organizations to chart the state of the Human Resources-how it is organized and managed, how it contributes to organizational performance, and how it is changing. It provides an international benchmark against which to measure real-world practice.

Global Trends in Human Resource Management draws on twenty years of data collected by the Center for Effective Organizations to chart the changing nature of HR practice, and show how it can meet the demands of an evolving global marketplace.

Provocative new management principles and practices that create effective organizations for shareholders and society Management experts Lawler and Worley have developed a set of management principles that enable organizations to be both successful and responsible.

Citing such thriving companies as Hewlett-Packard, Xerox and Motorola, Lawler offers an integrated overview of just how an organization must be designed to realize the full potential of high-involvement management. He shows how to implement practices to help create a prosperous environment.

Marketplace demands that human resource departments emerge from beneath their crushing administrative workloads and become full partners in determining their organizations strategy. This book deals with this issue.

Written by a management guru, this book shows how organizations can treat people right by doing more than ensuring workers have good working conditions, fair supervision, good pay and benefits. It details specific practices designed to keep employees satisfied but still motivated to continue improving their performance.

Presents the Center for Effective Organizations's (CEO) fourth national study of the human resources (HR) function in large corporations. It analyzes how organizations can effectively manage their human capital, and compares data from earlier studies to data collected in 2004. The results indicate what HR needs to do to be effective.

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.

Technological, political and economic change have created a complex work world, inspiring a mass of new management trends. The six principles that form the foundation of a new logic are explained in this book.

Describes the building blocks for creating tomorrow's organization and provides guidance on how to do it. The book covers the full range of business issues, from leadership and strategy to team development, compensation and technology.

Renowned management expert Ed Lawler and coauthor Chris Worley show how to create an organization that encourages experimentation, learning about new practices and technologies, monitoring the environment, assessing performance, and a commitment to continuously improving performance.

In this work, 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.

Make Your Pay System Pay Off A comprehensive look at not only the choices surrounding the development of a pay system but also the pros and cons associated with each choice. Thorough.

This title explores the role a board should play within the 21st century organization and what behaviours make a board effective as a group.

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.