Organizational behavior: improving performance and commitment in the workplace
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY
McGraw-Hill
[2023]
|
| Ausgabe: | Eighth edition, international student edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xxi, 610 Seiten Illustrationen, Diagramme |
| ISBN: | 9781265049409 |
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Datensatz im Suchindex
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| adam_text | PART 1 Introduction to Organizational Behavior i TAKEAWAYS CHAPTER 1 2 What Is Organizational Behavior? CASE: UBER What Is Organizational Behavior? 4 KEY TERMS 48 49 DISCUSSION QUESTIONS 49 49 EXERCISE: PERFORMANCE OF A SERVER ENDNOTES 50 51 Organizational Behavior Defined 4 An Integrative Model of OB 5 Does Organizational Behavior Matter? 7 Building a Conceptual Argument 8 How Do We “Know” What We Know About Organizational Summary: Moving Forward in This Book 19 Trends Affecting Commitment 77 Diversity of the Workforce 77 21 21 The Changing Employee-Employer Relationship 77 DISCUSSION QUESTIONS 21 Application: Commitment initiatives 79 22 TAKEAWAYS EXERCISE: IS OB COMMON SENSE? ENDNOTES Withdrawal Behavior 71 Summary: What Does It Mean to Be “Committed”? 75 Behavior? 13 CASE: GOOGLE Organizational Commitment 62 Types of Commitment 63 So What s So Hard? 12 KEY TERMS Organizational Commitment What Does It Mean to Be “Committed”? 63 Research Evidence 10 TAKEAWAYS CHAPTERS 60 23 24 KEY TERMS 81 82 DISCUSSION QUESTIONS CASE: AMAZON CHAPTER 2 26 82 82 EXERCISE: REACTING TO NEGATIVE EVENTS Job Performance ENDNOTES Job Performance 28 83 84 What Does It Mean to Be a “Good Performer”? 30 Task Performance 30 PART 2 Individual Mechanisms 93 Citizenship Behavior 34 CHAPTER 4 94 Job Satisfaction Counterproductive Behavior 37 Summary: What Does It Mean to Be a “Good Performer ? 42 Trends Affecting Performance 43 Knowledge Work 4^ Service Work 43 * Gig Work 44 Application: Performance Management 45 Management by Objectives 45 Behaviorally Anchored Rating Scales 45 360֊Degree Feedback 45
Forced Ranking 47 Social Performance Management 48 xviii Job Satisfaction 96 Why Are Some Employees More Satisfied Than Others? 96 Value Fulfillment 96 Satisfaction with the Work Itself 100 Mood and Emotions 104 Summary: Why Are Some Employees More Satisfied Than Others? 109 How Important Is Job Satisfaction? 110 Life Satisfaction 113 Application: Tracking Satisfaction 114
Table of Contents TAKEAWAYS KEY TERMS CHAPTER? 206 Trust, Justice, and Ethics 117 118 DISCUSSION QUESTIONS CASE: HILTON 118 Trust, Justice, and Ethics 208 118 Why Are Some Authorities More Trusted Than Others? 209 EXERCISE: JOB SATISFACTION ACROSS JOBS ENDNOTES 1 19 120 Trust 209 Justice 214 Ethics 221 CHAPTERS 128 Stress Summary: Why Are Some Authorities More Trusted Than Others? 228 Stress 130 Why Are Some Employees More “Stressed” Than How Important Is Trust? 230 Application: Social Responsibility 231 Others? 131 TAKEAWAYS Types of Stressors 132 How Do People Cope with Stressors? 136 KEY TERMS 232 233 233 234 DISCUSSION QUESTIONS The Experience of Strain 139 CASE: BEN JERRY’S Accounting for Individuals in the Stress Process 141 EXERCISE: UNETHICAL BEHAVIOR Summary: Why Are Some Employees More “Stressed ENDNOTES 234 236 Than Others? 145 How Important Is Stress? 146 CHAPTERS 246 Learning and Decision Making Application: Stress Management 148 Assessment 148 Learning and Decision Making 248 Reducing Stressors 149 Why Do Some Employees Learn to Make Decisions Better Than Others? 248 Providing Resources 150 Reducing Strains 151 Types of Knowledge 249 TMVENNMS 153 KEY TERMS 154 DISCUSSION QUESTIONS CASE: GENERAL MOTORS Methods of Learning 249 Methods of Decision Making 256 1 54 154 EXERCISE: MANAGING STRESS ENDNOTES Decision-Making Problems 260 Summary: Why Do Some Employees Learn to Make 1 55 Better Decisions Than Others? 265 157 How Important Is Learning? 267 CHAPTER 6 168 Motivation Application: Training 268 TAKEAWAYS Motivation 170 KEY TERMS Why Are Some Employees More
Motivated Than 269 269 DISCUSSION QUESTIONS CASE: CHOBANI Others? 172 270 270 EXERCISE: DECISION-MAKING BIAS Expectancy Theory 172 271 ENDNOTES T12 Goal Setting Theory 178 Eguity Theory 181 Psychological Empowerment 186 PART 3 Individual Characteristics 279 Summary: Why Are Some Employees More Motivated CHAPTERS 280 Personality and Cultural Values Than Others? 187 How Important Is Motivation? 188 Personality and Cultural Values 282 Application: Compensation Systems 191 How Can We Describe What Employees Are Like? 282 TAKEAWAYS KEY TERMS 193 193 DISCUSSION QUESTIONS CASE: NETFLIX The Big Five Taxonomy 282 Other Taxonomies of Personality 294 1 94 Cultural Values 295 194 EXERCISE: EXPLAINING PAY DIFFERENCES ENDNOTES 196 IX 1 95 Summary: How Can We Describe What Employees Are Like? 301
Table of Contents XX How Important Are Personality and Cultural Values? 302 Application: Personality Tests 303 TAKEAWAYS KEY TERMS 307 308 Team Processes and Communication 398 Why Are Some Teams More Than the Sum of Their 308 DISCUSSION QUESTIONS CASE: BRIDGEWATER ASSOCIATES Parts? 398 309 EXERCISE: GUESSING PERSONALITY PROFILES 31 0 310 ENDNOTES CHAPTER 12 396 Teams: Processes and Communication Taskwork Processes 399 Teamwork Processes 404 Communication 406 Team States 411 CHAPTER 10 322 Ability Summary: Why Are Some Teams More Than the Ability 324 Sum of Their Parts? 414 What Does It Mean for an Employee to Be Able ? 325 How Important Are Team Processes? 415 Application: Training Teams 416 Cognitive Ability 325 Emotional Ability 331 Transportable Teamwork Competencies 416 Physical Ability 335 Cross-Training 417 Summary: What Does It Mean for an Team Process Training 418 Employee to Be ‘Able ? 339 Team Building 419 How Important Is Ability? 340 TAKEAWAYS Application: Hiring High Cognitive Ability KEY TERMS DISCUSSION QUESTIONS Employees 341 TAKEAWAYS KEY TERMS CASE: MAYO CLINIC 344 345 DISCUSSION QUESTIONS CASE: PEPSICO 420 420 EXERCISE: WILDERNESS SURVIVAL 345 346 347 421 424 ENDNOTES 345 EXERCISE: EMOTIONAL INTELLIGENCE ENDNOTES 419 420 CHAPTER 13 434 Leadership: Power and Negotiation Leadership: Power and Negotiation 436 Why Are Some Leaders More Powerful Than Others? 436 Acquiring Power 436 PART 4 Group Mechanisms 355 Using influence 441 CHAPTER 11 356 Teams: Characteristics and Diversity Power and Influence in Action 445 Team Characteristics and Diversity 358 What
Characteristics Can Be Used to Variations Within Team Types 362 CASE: UPS Summary: What Characteristics Can Be Used to Describe Teams?! 378 How Important Are Team Characteristics? 379 381 381 458 459 CHAPTER 14 466 Leadership: Styles and Behaviors Leadership: Styles and Behaviors 468 Why Are Some Leaders More Effective Than Others? 470 382 382 EXERCISE: PAPER PLANE CORPORATION 385 457 457 EXERCISE: LOBBYING FOR INFLUENCE ENDNOTES Application: Team Compensation 380 ENDNOTES 456 457 DISCUSSION QUESTIONS Team Composition 369 CASE: NISSAN TAKEAWAYS KEY TERMS Team Interdependence 364 DISCUSSION QUESTIONS Than Others? 453 Application: Alternative Dispute Resolution 455 Team Types 359 KEY TERMS Summary: Why Are Some Leaders More Powerful How Important Are Power and Influence? 453 Describe Teams? 359 TAKEAWAYS Negotiations 450 Leader Decision-Making Styles 471 383 Day-to-Day Leadership Behaviors 476 Transformational Leadership Behaviors 480
Table of Contents Summary: Why Are Some Leaders More Effective Than Others? 485 CHAPTER 16 538 Organizational Culture How Important Is Leadership? 488 Organizational Culture 540 Application: Leadership Training 490 Why Do Some Organizations Have Different Cultures TAKEAWAYS KEY TERMS Than Others? 540 491 491 discussion questions CASE: APPLE Culture Components 540 492 General Culture Types 544 492 EXERCISE: TAKE ME TO YOUR LEADER ENDNOTES 493 494 Specific Culture Types 544 Culture Strength 547 Maintaining an Organizational Culture 550 Changing an Organizational Culture 553 PART 5 Organizational Mechanisms 507 Summary: Why Do Some Organizations Have Different Cultures Than Others? 556 CHAPTER 15 508 Organizational Structure How Important Is Organizational Culture? 557 Organizational Structure 510 Application: Managing Socialization 559 Why Do Some Organizations Have Different Structures TAKEAWAYS KEY TERMS Than Others? 510 Elements of Organizational Structure 511 Organizational Design 517 Common Organizational Forms 520 561 562 DISCUSSION QUESTIONS CASE: MCDONALD’S 562 562 EXERCISE: UNIVERSITY CULTURE ENDNOTES 564 Summary: Why Do Some Organizations Have Different Structures Than Others? 525 How Important is Structure? 526 Application: Restructuring 528 TAKEAWAYS KEY TERMS 529 529 DISCUSSION QUESTIONS 530 530 EXERCISE: CREATIVE CARDS, INC. 532 531 573 GLOSSARY/SUBJECT INDEX NAME INDEX 596 COMPANY INDEX CASE: PROCTER GAMBLE ENDNOTES INTEGRATIVE CASES 609 582 563 г
|
| adam_txt |
PART 1 Introduction to Organizational Behavior i TAKEAWAYS CHAPTER 1 2 What Is Organizational Behavior? CASE: UBER What Is Organizational Behavior? 4 KEY TERMS 48 49 DISCUSSION QUESTIONS 49 49 EXERCISE: PERFORMANCE OF A SERVER ENDNOTES 50 51 Organizational Behavior Defined 4 An Integrative Model of OB 5 Does Organizational Behavior Matter? 7 Building a Conceptual Argument 8 How Do We “Know” What We Know About Organizational Summary: Moving Forward in This Book 19 Trends Affecting Commitment 77 Diversity of the Workforce 77 21 21 The Changing Employee-Employer Relationship 77 DISCUSSION QUESTIONS 21 Application: Commitment initiatives 79 22 TAKEAWAYS EXERCISE: IS OB COMMON SENSE? ENDNOTES Withdrawal Behavior 71 Summary: What Does It Mean to Be “Committed”? 75 Behavior? 13 CASE: GOOGLE Organizational Commitment 62 Types of Commitment 63 So What's So Hard? 12 KEY TERMS Organizational Commitment What Does It Mean to Be “Committed”? 63 Research Evidence 10 TAKEAWAYS CHAPTERS 60 23 24 KEY TERMS 81 82 DISCUSSION QUESTIONS CASE: AMAZON CHAPTER 2 26 82 82 EXERCISE: REACTING TO NEGATIVE EVENTS Job Performance ENDNOTES Job Performance 28 83 84 What Does It Mean to Be a “Good Performer”? 30 Task Performance 30 PART 2 Individual Mechanisms 93 Citizenship Behavior 34 CHAPTER 4 94 Job Satisfaction Counterproductive Behavior 37 Summary: What Does It Mean to Be a “Good Performer"? 42 Trends Affecting Performance 43 Knowledge Work 4^ Service Work 43 * Gig Work 44 Application: Performance Management 45 Management by Objectives 45 Behaviorally Anchored Rating Scales 45 360֊Degree Feedback 45
Forced Ranking 47 Social Performance Management 48 xviii Job Satisfaction 96 Why Are Some Employees More Satisfied Than Others? 96 Value Fulfillment 96 Satisfaction with the Work Itself 100 Mood and Emotions 104 Summary: Why Are Some Employees More Satisfied Than Others? 109 How Important Is Job Satisfaction? 110 Life Satisfaction 113 Application: Tracking Satisfaction 114
Table of Contents TAKEAWAYS KEY TERMS CHAPTER? 206 Trust, Justice, and Ethics 117 118 DISCUSSION QUESTIONS CASE: HILTON 118 Trust, Justice, and Ethics 208 118 Why Are Some Authorities More Trusted Than Others? 209 EXERCISE: JOB SATISFACTION ACROSS JOBS ENDNOTES 1 19 120 Trust 209 Justice 214 Ethics 221 CHAPTERS 128 Stress Summary: Why Are Some Authorities More Trusted Than Others? 228 Stress 130 Why Are Some Employees More “Stressed” Than How Important Is Trust? 230 Application: Social Responsibility 231 Others? 131 TAKEAWAYS Types of Stressors 132 How Do People Cope with Stressors? 136 KEY TERMS 232 233 233 234 DISCUSSION QUESTIONS The Experience of Strain 139 CASE: BEN JERRY’S Accounting for Individuals in the Stress Process 141 EXERCISE: UNETHICAL BEHAVIOR Summary: Why Are Some Employees More “Stressed" ENDNOTES 234 236 Than Others? 145 How Important Is Stress? 146 CHAPTERS 246 Learning and Decision Making Application: Stress Management 148 Assessment 148 Learning and Decision Making 248 Reducing Stressors 149 Why Do Some Employees Learn to Make Decisions Better Than Others? 248 Providing Resources 150 Reducing Strains 151 Types of Knowledge 249 TMVENNMS 153 KEY TERMS 154 DISCUSSION QUESTIONS CASE: GENERAL MOTORS Methods of Learning 249 Methods of Decision Making 256 1 54 154 EXERCISE: MANAGING STRESS ENDNOTES Decision-Making Problems 260 Summary: Why Do Some Employees Learn to Make 1 55 Better Decisions Than Others? 265 157 How Important Is Learning? 267 CHAPTER 6 168 Motivation Application: Training 268 TAKEAWAYS Motivation 170 KEY TERMS Why Are Some Employees More
Motivated Than 269 269 DISCUSSION QUESTIONS CASE: CHOBANI Others? 172 270 270 EXERCISE: DECISION-MAKING BIAS Expectancy Theory 172 271 ENDNOTES T12 Goal Setting Theory 178 Eguity Theory 181 Psychological Empowerment 186 PART 3 Individual Characteristics 279 Summary: Why Are Some Employees More Motivated CHAPTERS 280 Personality and Cultural Values Than Others? 187 How Important Is Motivation? 188 Personality and Cultural Values 282 Application: Compensation Systems 191 How Can We Describe What Employees Are Like? 282 TAKEAWAYS KEY TERMS 193 193 DISCUSSION QUESTIONS CASE: NETFLIX The Big Five Taxonomy 282 Other Taxonomies of Personality 294 1 94 Cultural Values 295 194 EXERCISE: EXPLAINING PAY DIFFERENCES ENDNOTES 196 IX 1 95 Summary: How Can We Describe What Employees Are Like? 301
Table of Contents XX How Important Are Personality and Cultural Values? 302 Application: Personality Tests 303 TAKEAWAYS KEY TERMS 307 308 Team Processes and Communication 398 Why Are Some Teams More Than the Sum of Their 308 DISCUSSION QUESTIONS CASE: BRIDGEWATER ASSOCIATES Parts? 398 309 EXERCISE: GUESSING PERSONALITY PROFILES 31 0 310 ENDNOTES CHAPTER 12 396 Teams: Processes and Communication Taskwork Processes 399 Teamwork Processes 404 Communication 406 Team States 411 CHAPTER 10 322 Ability Summary: Why Are Some Teams More Than the Ability 324 Sum of Their Parts? 414 What Does It Mean for an Employee to Be 'Able"? 325 How Important Are Team Processes? 415 Application: Training Teams 416 Cognitive Ability 325 Emotional Ability 331 Transportable Teamwork Competencies 416 Physical Ability 335 Cross-Training 417 Summary: What Does It Mean for an Team Process Training 418 Employee to Be ‘Able"? 339 Team Building 419 How Important Is Ability? 340 TAKEAWAYS Application: Hiring High Cognitive Ability KEY TERMS DISCUSSION QUESTIONS Employees 341 TAKEAWAYS KEY TERMS CASE: MAYO CLINIC 344 345 DISCUSSION QUESTIONS CASE: PEPSICO 420 420 EXERCISE: WILDERNESS SURVIVAL 345 346 347 421 424 ENDNOTES 345 EXERCISE: EMOTIONAL INTELLIGENCE ENDNOTES 419 420 CHAPTER 13 434 Leadership: Power and Negotiation Leadership: Power and Negotiation 436 Why Are Some Leaders More Powerful Than Others? 436 Acquiring Power 436 PART 4 Group Mechanisms 355 Using influence 441 CHAPTER 11 356 Teams: Characteristics and Diversity Power and Influence in Action 445 Team Characteristics and Diversity 358 What
Characteristics Can Be Used to Variations Within Team Types 362 CASE: UPS Summary: What Characteristics Can Be Used to Describe Teams?! 378 How Important Are Team Characteristics? 379 381 381 458 459 CHAPTER 14 466 Leadership: Styles and Behaviors Leadership: Styles and Behaviors 468 Why Are Some Leaders More Effective Than Others? 470 382 382 EXERCISE: PAPER PLANE CORPORATION 385 457 457 EXERCISE: LOBBYING FOR INFLUENCE ENDNOTES Application: Team Compensation 380 ENDNOTES 456 457 DISCUSSION QUESTIONS Team Composition 369 CASE: NISSAN TAKEAWAYS KEY TERMS Team Interdependence 364 DISCUSSION QUESTIONS Than Others? 453 Application: Alternative Dispute Resolution 455 Team Types 359 KEY TERMS Summary: Why Are Some Leaders More Powerful How Important Are Power and Influence? 453 Describe Teams? 359 TAKEAWAYS Negotiations 450 Leader Decision-Making Styles 471 383 Day-to-Day Leadership Behaviors 476 Transformational Leadership Behaviors 480
Table of Contents Summary: Why Are Some Leaders More Effective Than Others? 485 CHAPTER 16 538 Organizational Culture How Important Is Leadership? 488 Organizational Culture 540 Application: Leadership Training 490 Why Do Some Organizations Have Different Cultures TAKEAWAYS KEY TERMS Than Others? 540 491 491 discussion questions CASE: APPLE Culture Components 540 492 General Culture Types 544 492 EXERCISE: TAKE ME TO YOUR LEADER ENDNOTES 493 494 Specific Culture Types 544 Culture Strength 547 Maintaining an Organizational Culture 550 Changing an Organizational Culture 553 PART 5 Organizational Mechanisms 507 Summary: Why Do Some Organizations Have Different Cultures Than Others? 556 CHAPTER 15 508 Organizational Structure How Important Is Organizational Culture? 557 Organizational Structure 510 Application: Managing Socialization 559 Why Do Some Organizations Have Different Structures TAKEAWAYS KEY TERMS Than Others? 510 Elements of Organizational Structure 511 Organizational Design 517 Common Organizational Forms 520 561 562 DISCUSSION QUESTIONS CASE: MCDONALD’S 562 562 EXERCISE: UNIVERSITY CULTURE ENDNOTES 564 Summary: Why Do Some Organizations Have Different Structures Than Others? 525 How Important is Structure? 526 Application: Restructuring 528 TAKEAWAYS KEY TERMS 529 529 DISCUSSION QUESTIONS 530 530 EXERCISE: CREATIVE CARDS, INC. 532 531 573 GLOSSARY/SUBJECT INDEX NAME INDEX 596 COMPANY INDEX CASE: PROCTER GAMBLE ENDNOTES INTEGRATIVE CASES 609 582 563 г |
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| index_date | 2024-07-03T20:05:25Z |
| indexdate | 2024-08-01T11:33:31Z |
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| language | English |
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| oclc_num | 1322362630 |
| open_access_boolean | |
| owner | DE-1050 DE-945 DE-739 DE-898 DE-BY-UBR DE-862 DE-BY-FWS |
| owner_facet | DE-1050 DE-945 DE-739 DE-898 DE-BY-UBR DE-862 DE-BY-FWS |
| physical | xxi, 610 Seiten Illustrationen, Diagramme |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | McGraw-Hill |
| record_format | marc |
| spellingShingle | Colquitt, Jason A. LePine, Jeffery A. Wesson, Michael J. Organizational behavior improving performance and commitment in the workplace Führung (DE-588)4018776-7 gnd Strategische Planung (DE-588)4309237-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4309237-8 (DE-588)4043786-3 (DE-588)4285859-8 |
| title | Organizational behavior improving performance and commitment in the workplace |
| title_auth | Organizational behavior improving performance and commitment in the workplace |
| title_exact_search | Organizational behavior improving performance and commitment in the workplace |
| title_exact_search_txtP | Organizational behavior improving performance and commitment in the workplace |
| title_full | Organizational behavior improving performance and commitment in the workplace Jason A. Colquitt (University of Notre Dame), Jeffery A. LePine (Arizona State University), Michael J. Wesson (Auburn University) |
| title_fullStr | Organizational behavior improving performance and commitment in the workplace Jason A. Colquitt (University of Notre Dame), Jeffery A. LePine (Arizona State University), Michael J. Wesson (Auburn University) |
| title_full_unstemmed | Organizational behavior improving performance and commitment in the workplace Jason A. Colquitt (University of Notre Dame), Jeffery A. LePine (Arizona State University), Michael J. Wesson (Auburn University) |
| title_short | Organizational behavior |
| title_sort | organizational behavior improving performance and commitment in the workplace |
| title_sub | improving performance and commitment in the workplace |
| topic | Führung (DE-588)4018776-7 gnd Strategische Planung (DE-588)4309237-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Führung Strategische Planung Organisationspsychologie Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033676350&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT colquittjasona organizationalbehaviorimprovingperformanceandcommitmentintheworkplace AT lepinejefferya organizationalbehaviorimprovingperformanceandcommitmentintheworkplace AT wessonmichaelj organizationalbehaviorimprovingperformanceandcommitmentintheworkplace |
Inhaltsverzeichnis
Sonderhandapparate SW
| Signatur: |
2000 QP 342 C722(8) |
|---|---|
| Exemplar 1 | nicht ausleihbar Checked out – Rückgabe bis: 31.12.2099 Vormerken |