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Edward LawlerDistinguished Professor of Business, Professor of Management and Organization, & Director of the Center for Effective OrganizationsUSC Marshall School of Business
Los Angeles, CA 90089-0808Phone:213-740-9814Education:PhD, UC-Berkeley; BA, Brown UniversityPersonal Website:http://www.edwardlawler.comOverview
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).
Research
Generating Knowledge That Drives Change • 2012Effective Human Resource Management: A Global Analysis • 2012Performance Management and Reward Systems • 2012Should We Audit Executive Pay? • 2012Why Boards Need to Change • 2012Effective Human Resource Management: A Global Analysis • 2012Useful research: Advancing theory and practice • 2011Celebrating 50 Years: HR: Time for a Reset • 2011CHROs and Boards: A Missing Link. • 2011Creating a new employment deal: Total rewards and the new workforce • 2011Creating an Effective Appraisal System • 2011Forbes.com • 2011Huffington Post • 2011Management Reset: Organizing for sustainable effectiveness • 2011Management Reset: You can achieve sustainability • 2011Nine Principles for Sustainable Talent Management • 2011The future is now • 2011Time to reboot: How to Transform Today?s Businesses into Tomorrow?s Sustainable Effective Leaders • 2011Building a change capability at Capital One Financial • 2009Just rewards: Let?s get CEO pay right this time • 2009Sharing leadership on corporate boards: A critical requirement for teamwork at the top • 2009Fixing executive compensation: Right time, wrong approach • 2009Reducing labor costs: Choosing the right cost-cutting solution for your talent management strategy • 2009The knowing-doing gap • 2009Achieving excellence in human resources management • 2009Boards as overseers of human capital • 2009Value-based motivation • 2009Fixing executive compensation excesses • 2009Appraising your board?s performance • 2009Behind the boardroom doors: Changes underway in U.S. corporate governance post Sarbanes-Oxley • 2009Designing organizations that are built to change • 2009Executive pay • 2009Make human capital a source of competitive advantage • 2009The rebirth of change • 2009Boards are MIA for workforce decisions • 2008Stop keeping pay secret • 2008Good riddance to the imperial ceo • 2008Quandary of job offer that cuts loyal team members adrift • 2008Treat employees right in tough times • 2008Are retention bonuses the right way to lock in staff? • 2008The four pillars of managing performance • 2008The HR Department: Give it more respect • 2008Choosing the right talent management strategy • 2008How American Corporations Can Succeed in the 21st Century • 2008Reinventing HR • 2008Strategic human resource management • 2008Talent: Making people your competitive advantage • 2008Why are we losing our good people? • 2008CEO compensation: What board members think • 2007Low costs versus high wages? • 2007Strategic human resource management • 2007What results when firms implement practices: The differential relationship between specific practices, firm financial performance, customer service, and quality • 2007Why HR practices are not evidence-based • 2007Benefits of having executives at board meetings • 2006Revising work in America • 2006The choices managers make - or don't • 2006A piece of work • 2006No more excuses: learn to add value and cut costs • 2006Built to change • 2006Winning support for organizational change: Designing employee reward systems that keep on working • 2006HR support for corporate boards • 2006A mission for the front line • 2006Achieving strategic excellence: An assessment of human resource organizations • 2006America at Work • 2006Built to change: How to achieve sustained organizational effectiveness • 2006Creating a virtuous spiral organization • 2006Designing organizations that are built to change • 2006High-involvement work practices and analysts' forecasts of corporate earnings • 2006The new American workplace • 2006Who's in the boardroom and does it matter: The impact of having non-director executives attend board meetings • 2006Becoming a key player in business strategy • 2006People skills still rule in the virtual company • 2005All about effectiveness • 2005Business process outsourcers • 2005Creating high performance organizations • 2005From human resource management to organizational effectiveness • 2005Human Resources Consulting • 2005Making strategic partnership a reality • 2005The changing face of corporate boards • 2005Develop people right • 2004HR metric and analytics: Use and impact • 2004HR on Top • 2004Human resources business process outsourcing: Transforming how HR gets its work done • 2004Ideal composition of a board • 2004Leading a virtuous spiral organization • 2004Why forced ranking is a bad idea • 2004What it means to treat people right • 2003Creating a strategic human resources organization: An assessment of trends and new directions • 2003Current performance management practices • 2003Employee Involvement: Utilization, impacts and future prospects • 2003HR as a strategic planner: What does it take to make it happen? • 2003Pay practices in Fortune 1000 corporations • 2003Pay systems for virtual teams • 2003Reward practices and performance management system effectiveness • 2003Reward systems in knowledge-bases organizations • 2003The boardroom of the future • 2003The promise and pitfalls of shared leadership • 2003Treat people right: How organizations and individuals can propel each other into a virtuous spiral of success • 2003Move out the paperwork! • 2003Individual director evaluations: The next step in boardroom effectiveness • 2002A corporate board's first duty should be that of a watchdog • 2002Building better boards • 2002Assessing value in the boardroom • 2002Corporate Boards: Keys to effectiveness • 2002Making Boards Effective • 2002Managing organizational change in the information age • 2002Pay strategies for the next Economy: Lessons from the dot-comp Era • 2002The folly of forced ranking • 2002Then two (or more) heads are better than one: The promise and pitfalls of shared leadership • 2002Toward high-performance organizations • 2002A Canadian titan could offer a glimpse of the future of boards • 2001Building a better board • 2001Building a high-performing board: How to choose the right members • 2001Corporate boards: New strategies for adding value at the top • 2001Designing change-capable organizations • 2001From meek to mighty: Reforming the boardroom • 2001Human Capital • 2001Organizing for high performance: The CEO report on employee involvement, TQM, reengineering, and knowledge management in fortune 1000 companies • 2001The era of human capital has finally arrived • 2001To whom are boards accountable? • 2001Who wanted to be a millionaire? • 2001Rev up old-line firms by slimming down CEO perks • 2000Beyond the vision: What makes HR effective? • 2000CEO appraisal: Keys to effectiveness • 2000Creating a strategic human resources organization • 2000Does cultural fit matter? • 2000Individualizing the organization: Past, present, and future • 2000Pay can be a change agent • 2000Pay strategy: New thinking for the new millennium • 2000Pay system change: Lag, lead, or both? • 2000Research directions • 2000Rewarding excellence: Pay strategies for the new economy • 2000A lesson from the ballpark • 1999Creating effective pay systems for teams • 1999Employee involvement makes a difference • 1999The leader's change handbook • 1999Who needs an MBA? USC's strategic human resource management MBA concentration • 1999Appraising boardroom performance • 1998CEO appraisals: Holding corporate leadership accountable • 1998Evaluating individual directors • 1998Strategies for high performance organizations: the CEO Report • 1998Tomorrow's organization: Crafting winning capabilities in a dynamic world • 1998Why doesn't this HR department get any respect? • 1998CEO Selection: Why boards get it wrong • 1997L'organizzazione delle impresse di servizi: Empowerment o linea-di-produzione • 1997New approaches to organizing: Competencies, capabilities and the decline of the bureaucratic model • 1997Rethinking organization size • 1997Transforming the Human Resource Function • 1997Report on changing skills in the workplace • 1997Let's Give Credit Where It Is Due • 1996Belonningssystem som stodjer organisationsforandringar • 1996Competencies: A poor foundation for the new pay • 1996Do employee involvement and TQM programs work? • 1996Far from the In-crowd • 1996From the ground up: Six principles for creating the new logic corporation • 1996Le motivazioni e le implicazioni dell'empowerment • 1996Motivation for School Reform • 1996New directions for the human resources organization • 1996Organizing for effectiveness: Lessons from business • 1996The current practice of the human resource function • 1996Creating high performance work organizations • 1996Reinventing management: A report from the United States • 1995Reinventando a administracao • 1995Creating high performance organizations: Practices and results of company involvement and quality management in fortune 1000 companies • 1995Effects of union status on employee involvement: Diffusion and effectiveness • 1995Empowering service employees • 1995High involvement organizations and industrial democracy • 1995Organizational effectiveness: New realities and challenges • 1995Organizing for Service: Empowerment or production line? • 1995Reward innovations in fortune 1000 companies • 1995Strategic human resource management: An idea whose time has come • 1995The new pay: A strategic approach • 1995Total quality management: Practice and outcomes in the largest US firms • 1995High performance organizations • 1994Avoiding the corporate dinosaur syndrome • 1994Compensation strategies for the global organizations: An exclusive interview with honeywell CEO Michael R. Bonsignore • 1994Effective reward systems: Strategy, diagnosis and design • 1994From job-based to competency-based organizations • 1994Motivation in work organizations • 1994Performance management: The next generation • 1994Research on employee participation: Beating a dead horse? • 1994Total quality management and employee involvement: Are they compatible? • 1994New logic is here to stay • 1994Managing employee involvement • 1993Organizing for the future: The new logic for managing complex organizations • 1993Strategic human resource management • 1993Understanding work motivation and organizational effectiveness: A career long journey • 1993When times get tough what happens to TQM • 1993Who uses skill-based pay and why? • 1993Executive pay too high? • 1992Pay and quality • 1992A skill-based approach to human science • 1992Applying employee involvement in schools • 1992Designing pay systems for teams • 1992Employee involvement and total quality management: Practices and results in Fortune 1000 companies • 1992On the relationship between objective increases in pay and employees' subjective reactions • 1992Pay systems must suppose equality • 1992Strategic reward systems • 1992The empowerment of service workers: What, why, how, and when • 1992The fortune 1000 and total quality • 1992The performance management of teams • 1992The ultimate advantage: Creating the high-involvement organization • 1992Total quality-oriented human resources management • 1992Employee involvement and pay system designs • 1991Executive behavior in high-involvement organizations • 1991Participative management strategies • 1991Paying the person: A better approach to management? • 1991The new plant approach: A second generation approach • 1991The organizational impact of executive compensation • 1991Making your firm more competitive • 1990Achieving competitiveness by creating new organization cultures and structures • 1990Alternative pay system, firm performance and productivity • 1990Let the workers make the white knuckle decisions • 1990Strategic pay • 1990The new plant revolution revisited • 1990Whatever it takes: The realities of managerial decision making • 1990Champions of change • 1989Large-Scale Organization Change • 1989Designing performance appraisal systems • 1989Employee Investment in America • 1989Employee Involvement: New challenges • 1989High-involvement management • 1989Parallel participation structures • 1989Participative management in the United States: Three classics revisited • 1989Pay for performance: A strategic analysis • 1989Rehire the air controllers Reagan fired in the 1981 strike • 1988Choosing an involvement strategy • 1988Gainsharing theory and research: Findings and future directions • 1988Human resources management: Meeting the new challenges • 1988Participative managerial behavior and organizational change • 1988Pay for performance: Making it work • 1988Substitutes for hierarchy • 1988The quality circle and its variations • 1988Transformation from control to involvement • 1988Global Competitiveness: Will you Be Ready? • 1988Pay and organization development consultation • 1987Pay for performance: A motivational analysis • 1987Paying for Organizational Performance • 1987Paying for performance: Future directions • 1987Quality Circles: After the honeymoon • 1987The design of effective reward systems • 1987Unions and the new management • 1987Profit sharing plans lack key motivation • 1986Managers must share power with employee • 1986Scrap Merit Pay, Focus on Team Performance • 1986Does salary discussion hurt the developmental performance appraisal? • 1986Gainsharing: It works • 1986Quality of work life and employee involvement • 1986Reward systems and strategy • 1986What's wrong with point-factor job evaluation • 1986Doing research that is useful for theory and practice • 1985Epilogue: Walking the Tightrope Between Practice and Theory • 1985Producing Knowledge for Theory and Practice • 1985Education, management style, and organizational effectiveness • 1985High involvement management • 1985Making performance pay • 1985Quality circles after the fad • 1985Skill based pay • 1985The diffusion of QWL as a paradigm shift • 1985The new pay • 1985Participation to involvement: A personal view of work place change • 1985A review of theory and research • 1984Accounting for the quality of work life • 1984Gainsharing: A few questions, and fewer answer • 1984Human resource productivity in the eighties: A critical analysis of trends • 1984Leadership in participative organizations • 1984Performance appraisal revisited • 1984Qu'en est-il aujourd'hui du salaire au rendement • 1984Quality of work life • 1984The strategic design of reward systems • 1984Whatever happened to incentive pay • 1984Creating Useful Knowledge with Organizations: Relationship and Process Issues • 1983Assessing organizational change • 1983Creating useful research with organizations: Relationships and process issues • 1983Human resource productivity in the '80s • 1983Managing creation: the Challenges of building a new organization • 1983Motivation and performance-appraisal behavior • 1983Perspectives on behavior in organizations • 1983Quality of Work Life: Perspectives and Directions • 1983Systems are not solutions: Issues in creating information systems that account for the human organization • 1983Creating high involvement work organizations • 1982Entwicklung and anwendung von bewerlungsmabstoben fur das humankopitol in organisationen • 1982Increasing worker involvement to enhance organizational effectiveness • 1982Productivity and the quality of work life • 1982Quality of work life programs, coordination, and productivity • 1982Quality of work life: An overview • 1982Strategies for improving the quality of work life • 1982Employee influence on decisions: An analysis • 1981Entrepreneurship in the large corporation: Is it possible? • 1981How graphic controls assesses the human side of the corporation • 1981Impact of employee participation of a pay plan • 1981Merit pay: fact or fiction • 1981Pay and organization development • 1981Quality of work life in the 1980s • 1981Factors influencing the success of labour-management quality of life projects • 1980Improving the quality of life at work: Assessment of a collaborative selection process • 1980In defense of peer assessment: A rebuttal of brief's critique • 1980Incentives and gain-sharing: Stimuli for productivity • 1980Motivation: Closing the gap between theory and practice • 1980Organizational Assessment • 1980Task Design • 1980Performance appraisal and merit pay • 1979Etats unis (United States) • 1979Managing organizational behavior • 1979Performance appraisal effectiveness • 1979Winning union-management cooperation on quality of work life projects • 1979Methods of peer assessment • 1978Pay and organizational change • 1978The dynamics of establishing cooperative equality of work life projects • 1978The new plant revolution • 1978What you really want from your job • 1978A union-management cooperative project to improve the quality of work life • 1977Adaptive experiments: An approach to organizational behavior research • 1977Administering pay programs • 1977Designing reward systems for new organizations • 1977Developing a motivating work climate • 1977Measuring the financial impact of employee attitudes • 1977Reward systems • 1977Sources of professional staff turnover in public accounting firms revealed by the exit interview • 1977Workers can set their own wages--responsibly • 1977A behavioral study of staff retention in the profession of public accounting • 1976An analysis of personal characteristics related to professional staff turnover in public accounting firms • 1976Comment • 1976Comments on H.H. Meyer's "The pay for performance dilemma" • 1976Conference Review: Issue of Understanding • 1976Control systems in organizations • 1976High school students' perceptions of work • 1976Human resource accounting: A critical assessment • 1976Humanizing organizational behavior • 1976Information and control in organizations • 1976New approaches to pay: Innovations that work • 1976Should the quality of work life be legislated? • 1976Behavior in Organizations • 1975Contabilisacion del valor de los recursos humanos • 1975Job Choice and post decision dissonance • 1975Measuring the psychological quality of working life: The why and how of it • 1975Participation and pay • 1975Pay, participation and organizational change • 1975Standardization observations: an approach to measuring the nature of jobs • 1975For a more effective organization--Match the job to the man • 1974Organizational climate: Relationship to organizational structure, process and performance • 1974The individualized organization: Problems and promise • 1974Effects of job redesign: A field experiment • 1973Employee reactions to pay incentive plan • 1973Expectancy Theory and Job Behavior • 1973Human resource accounting: Accounting system of the future • 1973Quality of working life and social accounts • 1973The generation gap in public accounting • 1973A casual correlational test of the need hierarchy concept • 1972Corporate profits and employee satisfaction: Must they be in conflict? • 1972Measurement and meaning of job satisfaction • 1972Secrecy and the need to know • 1972What makes a work group successful? • 1972A positive view of job pressure • 1971Compensating the new life-style workers • 1971Employee reactions to job characteristics • 1971Hickory dockery dick, Let's get off the stick • 1971Pay and organizational effectiveness: A psychological view • 1971The changing role of industrial psychology in university education: A symposium • 1971The long-term impact of employee participation in the development of pay incentive plans: A field experiment revisited • 1971Accounting data and behavior in organizations • 1970Job attitudes and employee motivation: Theory, research and practice • 1970Job characteristics and job pressures and the organizational integration of the professions • 1970Managerial Behavior, performance and effectiveness • 1970The effects of piece rate overpayment on productivity • 1970The relationship of job characteristics to job involvement, satisfaction, and intrinsic motivation • 1970Job design and employee motivation • 1969Money as an (expensive) communication device • 1969Pay, promotion, and motivation • 1969Unused potential in R. and D. labs • 1969Does money make people work harder? • 1968Effects of hourly overpayment on productivity and work quality • 1968Equity theory as a predictor of productivity and work quality • 1968Inequity reflection over time in an induced overpayment situation • 1968Managerial attitudes and performance • 1968Managers' attitudes toward communication episodes • 1968Motivation and the design of jobs • 1968Union officers' perceptions of members' pay preferences • 1968What job attitudes can tell us about employee motivation • 1968Antecedent attitudes of effective managerial performance • 1967Attitude surveys as predictors of employee behavior: The missing link • 1967How much money do executives want? • 1967Management performance as seen from above, below, and within • 1967Post-doctoral training for industrial psychologists • 1967Secrecy about management compensation: Are there hidden costs? • 1967The effects of performance on job satisfaction • 1967The multi-trait-multitrater approach to measuring managerial job performance • 1967Ability as a moderator of the relationship between job attitudes and job performance • 1966Managers' attitudes toward how their pay is and should be determined • 1966Predicting mangers' pay and their satisfaction with their pay • 1966The mythology of management compensation • 1966Color-mood association in young children • 1965Mangers' perception of their subordinates' pay and of their superiors' pay • 1965Properties of organization structure in relation to job attitudes and job behavior • 1965Secondary reinforcement value of stimuli associated with shock reduction • 1965Should managers' compensation be kept under wraps? • 1965How long should a manager stay in the same job? • 1964The effects of "tall" vs "flat" organization structures on managerial job satisfaction • 1964Who cites whom in psychology • 1964Age and authorship of citations in selected psychological journals • 1963Perceptions regarding management compensation • 1963HR as a strategic partner: What makes it happen?
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