In 1986 Edward E. Lawler first alerted businesses to the power of high-involvement management - management that encourages employees to participate fully in the business of their employer. In this new book, he goes one step further. Citing such thriving companies as Hewlett-Packard, Xerox and Motorola, he offers an integrated overview of just how an organization must be designed - how it must look and act - to realise the full potential of high-involvement management. And he shows how to implement practices that help create an environment where employees grow and the organization prospers.

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...

A companion to The New American Workplace, which is co-published with the Society for Human Resource Management and the Centre for Effective Organizations, this volume contains original articles and groundbreaking research, on workplace issues in America today from leading scholars in the fields of business, management and human resources.

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 in organizations.