- Prospective Students
- Faculty & Research
- Alumni & Friends
- Corporate Connections
- News Room
Faculty Finder
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 and 43 books. His most recent books include Built to Change (2006), The New American Workplace (2006), America at Work (2006), Talent: Making People Your Competitive Advantage (2008), Achieving Excellence in HR Management: An Assessment of Human Resource Organizations (2009), Useful Research: Advancing Theory and Practice (Berrett-Koehler, 2011), and Management Reset: Organizing for Sustainable Effectiveness (2011).
Research
Effective Human Resource Management: A Global Assessment • 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?
- News Room
- Corporate Connections
- Alumni & Friends
- Faculty & Research
