University of Southern California

Edward Lawler
Distinguished Professor of Business, Professor of Management and Organization, & Director of the Center for Effective Organizations

USC Marshall School of Business
Los Angeles, CA 90089-0808

PhD, UC-Berkeley; BA, Brown University


Ed Lawler has been honored as a top contributor to the fields of organizational development, human resources management, organizational behavior and compensation. He is the author of over 350 articles (2008), Achieving Excellence in HR Management: An Assessment of Human Resource Organizations (2009), Useful Research: Advancing Theory and Practice (2011) Management Reset: Organizing for Sustainable Effectiveness (2011), and Effective Human Resource Management: A Global Analysis (2012).


Conference 2013 2013
Huffington Post 2013
Generating Knowledge That Drives Change 2012 2012
Huffington Post 2012
Performance Management and Reward Systems 2012
Should We Audit Executive Pay? 2012
Effective Human Resource Management: A Global Analysis 2012
Celebrating 50 Years: HR: Time for a Reset 2011
CHROs and Boards: A Missing Link. 2011
Creating a new employment deal: Total rewards and the new workforce 2011
Creating an Effective Appraisal System 2011 2011
Huffington Post 2011
Management Reset: Organizing for sustainable effectiveness 2011
Management Reset: You can achieve sustainability 2011
Nine Principles for Sustainable Talent Management 2011
The future is now 2011
Time to reboot: How to Transform Today’s Businesses into Tomorrow’s Sustainable Effective Leaders 2011
Useful research: Advancing theory and practice 2011
Building a change capability at Capital One Financial 2009
Just rewards: Let’s get CEO pay right this time 2009
Sharing leadership on corporate boards: A critical requirement for teamwork at the top 2009
Fixing executive compensation: Right time, wrong approach 2009
Reducing labor costs: Choosing the right cost-cutting solution for your talent management strategy 2009
The knowing-doing gap 2009
Boards as overseers of human capital 2009
Value-based motivation 2009
Achieving excellence in human resources management 2009
Fixing executive compensation excesses 2009
Appraising your board’s performance 2009
Behind the boardroom doors: Changes underway in U.S. corporate governance post Sarbanes-Oxley 2009
Designing organizations that are built to change 2009
Executive pay 2009
Make human capital a source of competitive advantage 2009
The rebirth of change 2009
HR as a strategic partner: What makes it happen? 2009
Boards are MIA for workforce decisions 2008
Stop keeping pay secret 2008
Good riddance to the imperial ceo 2008
Quandary of job offer that cuts loyal team members adrift 2008
Treat employees right in tough times 2008
Are retention bonuses the right way to lock in staff? 2008
The four pillars of managing performance 2008
The HR Department: Give it more respect 2008
Choosing the right talent management strategy 2008
How American Corporations Can Succeed in the 21st Century 2008
Reinventing HR 2008
Strategic human resource management 2008
Talent: Making people your competitive advantage 2008
Why are we losing our good people? 2008
CEO compensation: What board members think 2007
Low costs versus high wages? 2007
Strategic human resource management 2007
What results when firms implement practices: The differential relationship between specific practices, firm financial performance, customer service, and quality 2007
Why HR practices are not evidence-based 2007
Benefits of having executives at board meetings 2006
Revising work in America 2006
The choices managers make - or don't 2006
A piece of work 2006
No more excuses: learn to add value and cut costs 2006
Built to change 2006
Winning support for organizational change: Designing employee reward systems that keep on working 2006
A mission for the front line 2006
Achieving strategic excellence: An assessment of human resource organizations 2006
America at Work 2006
Built to change: How to achieve sustained organizational effectiveness 2006
Creating a virtuous spiral organization 2006
Designing organizations that are built to change 2006
High-involvement work practices and analysts' forecasts of corporate earnings 2006
The new American workplace 2006
Who's in the boardroom and does it matter: The impact of having non-director executives attend board meetings 2006
Becoming a key player in business strategy 2006
HR support for corporate boards 2006
People skills still rule in the virtual company 2005
All about effectiveness 2005
Business process outsourcers 2005
Creating high performance organizations 2005
From human resource management to organizational effectiveness 2005
Human Resources Consulting 2005
Making strategic partnership a reality 2005
The changing face of corporate boards 2005
Develop people right 2004
HR metric and analytics: Use and impact 2004
HR on Top 2004
Human resources business process outsourcing: Transforming how HR gets its work done 2004
Ideal composition of a board 2004
Leading a virtuous spiral organization 2004
Why forced ranking is a bad idea 2004
What it means to treat people right 2003
Creating a strategic human resources organization: An assessment of trends and new directions 2003
Current performance management practices 2003
Employee Involvement: Utilization, impacts and future prospects 2003
HR as a strategic planner: What does it take to make it happen? 2003
Pay practices in Fortune 1000 corporations 2003
Pay systems for virtual teams 2003
Reward practices and performance management system effectiveness 2003
Reward systems in knowledge-bases organizations 2003
The boardroom of the future 2003
The promise and pitfalls of shared leadership 2003
Treat people right: How organizations and individuals can propel each other into a virtuous spiral of success 2003
Move out the paperwork! 2003
Individual director evaluations: The next step in boardroom effectiveness 2002
A corporate board's first duty should be that of a watchdog 2002
Building better boards 2002
Assessing value in the boardroom 2002
Corporate Boards: Keys to effectiveness 2002
Making Boards Effective 2002
Managing organizational change in the information age 2002
Pay strategies for the next Economy: Lessons from the dot-comp Era 2002
The folly of forced ranking 2002
Then two (or more) heads are better than one: The promise and pitfalls of shared leadership 2002
Toward high-performance organizations 2002
A Canadian titan could offer a glimpse of the future of boards 2001
Building a better board 2001
Building a high-performing board: How to choose the right members 2001
Corporate boards: New strategies for adding value at the top 2001
Designing change-capable organizations 2001
From meek to mighty: Reforming the boardroom 2001
Human Capital 2001
Organizing for high performance: The CEO report on employee involvement, TQM, reengineering, and knowledge management in fortune 1000 companies 2001
The era of human capital has finally arrived 2001
To whom are boards accountable? 2001
Who wanted to be a millionaire? 2001
Rev up old-line firms by slimming down CEO perks 2000
Beyond the vision: What makes HR effective? 2000
CEO appraisal: Keys to effectiveness 2000
Creating a strategic human resources organization 2000
Does cultural fit matter? 2000
Individualizing the organization: Past, present, and future 2000
Pay can be a change agent 2000
Pay strategy: New thinking for the new millennium 2000
Pay system change: Lag, lead, or both? 2000
Research directions 2000
Rewarding excellence: Pay strategies for the new economy 2000
A lesson from the ballpark 1999
Creating effective pay systems for teams 1999
Employee involvement makes a difference 1999
The leader's change handbook 1999
Who needs an MBA? USC's strategic human resource management MBA concentration 1999
Appraising boardroom performance 1998
CEO appraisals: Holding corporate leadership accountable 1998
Evaluating individual directors 1998
Strategies for high performance organizations: the CEO Report 1998
Tomorrow's organization: Crafting winning capabilities in a dynamic world 1998
Why doesn't this HR department get any respect? 1998
CEO Selection: Why boards get it wrong 1997
L'organizzazione delle impresse di servizi: Empowerment o linea-di-produzione 1997
New approaches to organizing: Competencies, capabilities and the decline of the bureaucratic model 1997
Rethinking organization size 1997
Transforming the Human Resource Function 1997
Report on changing skills in the workplace 1997
Let's Give Credit Where It Is Due 1996
Belonningssystem som stodjer organisationsforandringar 1996
Competencies: A poor foundation for the new pay 1996
Do employee involvement and TQM programs work? 1996
Far from the In-crowd 1996
From the ground up: Six principles for creating the new logic corporation 1996
Le motivazioni e le implicazioni dell'empowerment 1996
Motivation for School Reform 1996
New directions for the human resources organization 1996
Organizing for effectiveness: Lessons from business 1996
The current practice of the human resource function 1996
Creating high performance work organizations 1996
Reinventing management: A report from the United States 1995
Reinventando a administracao 1995
Creating high performance organizations: Practices and results of company involvement and quality management in fortune 1000 companies 1995
Effects of union status on employee involvement: Diffusion and effectiveness 1995
Empowering service employees 1995
High involvement organizations and industrial democracy 1995
Organizational effectiveness: New realities and challenges 1995
Organizing for Service: Empowerment or production line? 1995
Reward innovations in fortune 1000 companies 1995
Strategic human resource management: An idea whose time has come 1995
The new pay: A strategic approach 1995
Total quality management: Practice and outcomes in the largest US firms 1995
High performance organizations 1994
Avoiding the corporate dinosaur syndrome 1994
Compensation strategies for the global organizations: An exclusive interview with honeywell CEO Michael R. Bonsignore 1994
Effective reward systems: Strategy, diagnosis and design 1994
From job-based to competency-based organizations 1994
Motivation in work organizations 1994
Performance management: The next generation 1994
Research on employee participation: Beating a dead horse? 1994
Total quality management and employee involvement: Are they compatible? 1994
New logic is here to stay 1994
Managing employee involvement 1993
Organizing for the future: The new logic for managing complex organizations 1993
Strategic human resource management 1993
Understanding work motivation and organizational effectiveness: A career long journey 1993
When times get tough what happens to TQM 1993
Who uses skill-based pay and why? 1993
Executive pay too high? 1992
Pay and quality 1992
A skill-based approach to human science 1992
Applying employee involvement in schools 1992
Designing pay systems for teams 1992
Employee involvement and total quality management: Practices and results in Fortune 1000 companies 1992
On the relationship between objective increases in pay and employees' subjective reactions 1992
Pay systems must suppose equality 1992
Strategic reward systems 1992
The empowerment of service workers: What, why, how, and when 1992
The fortune 1000 and total quality 1992
The performance management of teams 1992
The ultimate advantage: Creating the high-involvement organization 1992
Total quality-oriented human resources management 1992
Employee involvement and pay system designs 1991
Executive behavior in high-involvement organizations 1991
Participative management strategies 1991
Paying the person: A better approach to management? 1991
The new plant approach: A second generation approach 1991
The organizational impact of executive compensation 1991
Making your firm more competitive 1990
Achieving competitiveness by creating new organization cultures and structures 1990
Alternative pay system, firm performance and productivity 1990
Let the workers make the white knuckle decisions 1990
Strategic pay 1990
The new plant revolution revisited 1990
Whatever it takes: The realities of managerial decision making 1990
Champions of change 1989
Designing performance appraisal systems 1989
Employee Investment in America 1989
Employee Involvement: New challenges 1989
High-involvement management 1989
Parallel participation structures 1989
Participative management in the United States: Three classics revisited 1989
Pay for performance: A strategic analysis 1989
Large-Scale Organization Change 1989
Rehire the air controllers Reagan fired in the 1981 strike 1988
Choosing an involvement strategy 1988
Gainsharing theory and research: Findings and future directions 1988
Human resources management: Meeting the new challenges 1988
Participative managerial behavior and organizational change 1988
Pay for performance: Making it work 1988
Substitutes for hierarchy 1988
The quality circle and its variations 1988
Transformation from control to involvement 1988
Global Competitiveness: Will you Be Ready? 1988
Pay and organization development consultation 1987
Pay for performance: A motivational analysis 1987
Paying for Organizational Performance 1987
Paying for performance: Future directions 1987
Quality Circles: After the honeymoon 1987
The design of effective reward systems 1987
Unions and the new management 1987
Profit sharing plans lack key motivation 1986
Managers must share power with employee 1986
Scrap Merit Pay, Focus on Team Performance 1986
Does salary discussion hurt the developmental performance appraisal? 1986
Gainsharing: It works 1986
Quality of work life and employee involvement 1986
Reward systems and strategy 1986
What's wrong with point-factor job evaluation 1986
Education, management style, and organizational effectiveness 1985
High involvement management 1985
Making performance pay 1985
Quality circles after the fad 1985
Skill based pay 1985
The diffusion of QWL as a paradigm shift 1985
The new pay 1985
Participation to involvement: A personal view of work place change 1985
Doing research that is useful for theory and practice 1985
Epilogue: Walking the Tightrope Between Practice and Theory 1985
Producing Knowledge for Theory and Practice 1985
A review of theory and research 1984
Accounting for the quality of work life 1984
Gainsharing: A few questions, and fewer answer 1984
Human resource productivity in the eighties: A critical analysis of trends 1984
Leadership in participative organizations 1984
Performance appraisal revisited 1984
Qu'en est-il aujourd'hui du salaire au rendement 1984
Quality of work life 1984
The strategic design of reward systems 1984
Whatever happened to incentive pay 1984
Assessing organizational change 1983
Creating useful research with organizations: Relationships and process issues 1983
Human resource productivity in the '80s 1983
Managing creation: the Challenges of building a new organization 1983
Motivation and performance-appraisal behavior 1983
Perspectives on behavior in organizations 1983
Quality of Work Life: Perspectives and Directions 1983
Systems are not solutions: Issues in creating information systems that account for the human organization 1983
Creating Useful Knowledge with Organizations: Relationship and Process Issues 1983
Creating high involvement work organizations 1982
Entwicklung and anwendung von bewerlungsmabstoben fur das humankopitol in organisationen 1982
Increasing worker involvement to enhance organizational effectiveness 1982
Productivity and the quality of work life 1982
Quality of work life programs, coordination, and productivity 1982
Quality of work life: An overview 1982
Strategies for improving the quality of work life 1982
Employee influence on decisions: An analysis 1981
Entrepreneurship in the large corporation: Is it possible? 1981
How graphic controls assesses the human side of the corporation 1981
Impact of employee participation of a pay plan 1981
Merit pay: fact or fiction 1981
Pay and organization development 1981
Quality of work life in the 1980s 1981
Factors influencing the success of labour-management quality of life projects 1980
Improving the quality of life at work: Assessment of a collaborative selection process 1980
In defense of peer assessment: A rebuttal of brief's critique 1980
Incentives and gain-sharing: Stimuli for productivity 1980
Motivation: Closing the gap between theory and practice 1980
Organizational Assessment 1980
Task Design 1980
Performance appraisal and merit pay 1979
Etats unis (United States) 1979
Managing organizational behavior 1979
Performance appraisal effectiveness 1979
Winning union-management cooperation on quality of work life projects 1979
Methods of peer assessment 1978
Pay and organizational change 1978
The dynamics of establishing cooperative equality of work life projects 1978
The new plant revolution 1978
What you really want from your job 1978
A union-management cooperative project to improve the quality of work life 1977
Adaptive experiments: An approach to organizational behavior research 1977
Administering pay programs 1977
Designing reward systems for new organizations 1977
Developing a motivating work climate 1977
Measuring the financial impact of employee attitudes 1977
Reward systems 1977
Sources of professional staff turnover in public accounting firms revealed by the exit interview 1977
Workers can set their own wages--responsibly 1977
A behavioral study of staff retention in the profession of public accounting 1976
An analysis of personal characteristics related to professional staff turnover in public accounting firms 1976
Comment 1976
Comments on H.H. Meyer's "The pay for performance dilemma" 1976
Conference Review: Issue of Understanding 1976
Control systems in organizations 1976
High school students' perceptions of work 1976
Human resource accounting: A critical assessment 1976
Humanizing organizational behavior 1976
Information and control in organizations 1976
New approaches to pay: Innovations that work 1976
Should the quality of work life be legislated? 1976
Behavior in Organizations 1975
Contabilisacion del valor de los recursos humanos 1975
Job Choice and post decision dissonance 1975
Measuring the psychological quality of working life: The why and how of it 1975
Participation and pay 1975
Pay, participation and organizational change 1975
Standardization observations: an approach to measuring the nature of jobs 1975
For a more effective organization--Match the job to the man 1974
Organizational climate: Relationship to organizational structure, process and performance 1974
The individualized organization: Problems and promise 1974
Effects of job redesign: A field experiment 1973
Employee reactions to pay incentive plan 1973
Expectancy Theory and Job Behavior 1973
Human resource accounting: Accounting system of the future 1973
Quality of working life and social accounts 1973
The generation gap in public accounting 1973
A casual correlational test of the need hierarchy concept 1972
Corporate profits and employee satisfaction: Must they be in conflict? 1972
Measurement and meaning of job satisfaction 1972
Secrecy and the need to know 1972
What makes a work group successful? 1972
A positive view of job pressure 1971
Compensating the new life-style workers 1971
Employee reactions to job characteristics 1971
Hickory dockery dick, Let's get off the stick 1971
Pay and organizational effectiveness: A psychological view 1971
The changing role of industrial psychology in university education: A symposium 1971
The long-term impact of employee participation in the development of pay incentive plans: A field experiment revisited 1971
Accounting data and behavior in organizations 1970
Job attitudes and employee motivation: Theory, research and practice 1970
Job characteristics and job pressures and the organizational integration of the professions 1970
Managerial Behavior, performance and effectiveness 1970
The effects of piece rate overpayment on productivity 1970
The relationship of job characteristics to job involvement, satisfaction, and intrinsic motivation 1970
Job design and employee motivation 1969
Money as an (expensive) communication device 1969
Pay, promotion, and motivation 1969
Unused potential in R. and D. labs 1969
Does money make people work harder? 1968
Effects of hourly overpayment on productivity and work quality 1968
Equity theory as a predictor of productivity and work quality 1968
Inequity reflection over time in an induced overpayment situation 1968
Managerial attitudes and performance 1968
Managers' attitudes toward communication episodes 1968
Motivation and the design of jobs 1968
Union officers' perceptions of members' pay preferences 1968
What job attitudes can tell us about employee motivation 1968
Antecedent attitudes of effective managerial performance 1967
Attitude surveys as predictors of employee behavior: The missing link 1967
How much money do executives want? 1967
Management performance as seen from above, below, and within 1967
Post-doctoral training for industrial psychologists 1967
Secrecy about management compensation: Are there hidden costs? 1967
The effects of performance on job satisfaction 1967
The multi-trait-multitrater approach to measuring managerial job performance 1967
Ability as a moderator of the relationship between job attitudes and job performance 1966
Managers' attitudes toward how their pay is and should be determined 1966
Predicting mangers' pay and their satisfaction with their pay 1966
The mythology of management compensation 1966
Color-mood association in young children 1965
Mangers' perception of their subordinates' pay and of their superiors' pay 1965
Properties of organization structure in relation to job attitudes and job behavior 1965
Secondary reinforcement value of stimuli associated with shock reduction 1965
Should managers' compensation be kept under wraps? 1965
How long should a manager stay in the same job? 1964
The effects of "tall" vs "flat" organization structures on managerial job satisfaction 1964
Who cites whom in psychology 1964
Age and authorship of citations in selected psychological journals 1963
Perceptions regarding management compensation 1963