Offers an integrated overview of just how an organization must be designed to realize the full potential of high-involvement management. Details the types of management and reward systems, leadership behaviors, job design, and training programs that make high-involvement organizations really work at such thriving companies as Hewlett-Packard, General Electric, and Xerox. Shows how to implement such specific practices as work teams, skill-based pay, gainsharing, and improvement groups.
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.
