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High Commitment High Performance: How to Build A Resilient
Organization for Sustained Advantage

Description:    Beer outlines a method for how to create value for your company through strategic human resource
                management. High Commitment High Performance builds on a platform provided by an earlier work
                of the author, Managing Human Assets (Free Press, 1984) but focuses on three additional issues
                outside of the typical Human Resources Management arena:

                1.) How to help managers create and sustain outstanding performance in their organizations.
                2.) How employees behavior--with each other, across organizational and national boundaries, and
                with suppliers and customers - has a significant impact on the organizations ability to impact and
                sustain high performance.
                3.) How to adapt, develop, and transform organizations in response to an increasingly dynamic
                competitive environment.

                Michael Beer is Cahners-Rabb Professor of Business Administration, Emeritus at Harvard Business
                School and chairman of TruePoint, a research-based consultancy. Beer is the author or coauthor of
                nine books including Managing Human Assets and the award-winning The Critical Path to Corporate
                Renewal.

                About the Author

                Michael Beer is Cahners-Rabb Professor of Business Administration, Emeritus at Harvard Business
                School and chairman of TruePoint, a research-based consultancy. Beer is the author or coauthor of
                nine books including Managing Human Assets and the award-winning The Critical Path to Corporate
                Renewal.



Contents:       Preface.

                1. Introduction.

                Part I: The High Commitment, High Performance Organization.

                2. Pillars of High Commitment and Performance Organizations.

                3. Principled Choice and Discipline Are Essential.

                4. Building the High Commitment, High Performance System.

                Part II: What Stands in the Way.

                5. Hidden Barriers to Sustained High Commitment and High Performance.

                Part III: Leadership and Learning Change Levers.

                6. Change Lever 1: Lead a Collective Learning Process.

                7. Change Lever 2: Enable Truth to Speak to Power.

                Part IV: Organization Design Change Levers.

                8. Change Lever 3: Manage Organizational Performance Strategically.

                9. Change Lever 4: Organize for Performance and Commitment.

                10. Change Lever 5: Develop Human and Social Capital.
            Part V: Transforming the Organization.

            11. Embrace E and O Change Strategies.

            12. Epilogue.

            Endnotes.

            Acknowledgments.

            The Author.



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