High-performance companies don't get the extraordinary performers they need by tossing another fad management program on their people. Instead, they adhere to fundamental beliefs and operating strategies that pay off in the long run--both in higher profits and more productive employees.

The book shows managers and executives how to shift their primary focus away from short-term process improvement (reengineering, benchmarking, quality) and toward the enduring human asset management practices that can make these efforts long-term successes.