Organizational behavior:
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Harlow, England ; London ; New York ; Boston ; San Francisco ; Toronto ; Sydney ; Dubai ; Singapore ; Hong Kong ; Tokyo ; Seoul ; Taipei ; New Delhi ; Cape Town ; São Paulo ; Mexico City ; Madrid ; Amsterdam ; Munich ; Paris ; Milan
Pearson
[2024]
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| Ausgabe: | 19th edition, global edition |
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| Beschreibung: | Authorized adaptation from the United States edition, entitled Organizational Behaviour, 19th edition, ISBN 978-0-13-747464-6 by Stephen P. Robbins and Timothy A. Judge, published by Pearson Education © 2023. |
| Beschreibung: | 798 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292450025 |
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Preface 21 I· Introduction 1 What Is Organizational Behavior? зб Management and Organizational Behavior 38 Who’s Who in the World of Work 39 · Management Activities 40 · Management Roles 40 · Management Skills 42 · Effecüve Versus Successful Managerial Activities 42 · Organizational Behavior (OB) Defined 43 Complementing Intuition with Systematic Study 44 Building on Big Dáta with Artificial Intelligence 45 Myth or Science? Management by Walking Around Is the Most Effective Management 46 Disciplines That Contribute to OB 49 Psychology 49 · Social Psychology 50 · Sociology 50 · Anthropology 51 There Are Few Absolutes in OB 51 Challenges and Opportunities 51 Workforce Diversity and Inclusion 52 · Continuing Globalization 52 · Technology and Social Media 54 · (Un)ethical Behavior 55 · Corporate Social Responsibility (CSR) 56 Toward a Better World Ben Jerry’s: The Scoop on What It Takes to Be a CSR-Oriented Company 57 Positive Work Environments 58 · The Gig Economy 58 · OB During Crises 60 Coming Attractions: Developing an OB Model 60 An Overview 60 · Inputs 60 · Processes 61 · Outcomes 61 An Ethical Choice What Should You Do If Your Values Do Not Align with Your Company’s? 65 Employability Skills 66 Employability Skills That Apply Across Majors 67 Summary 69 Implications for Managers 6Э Point/Counterpoint Business Books: Facts? Or Just Fads? 70 Questions for Review 71 Experiential Exercise Managing Remote Teams 71 Ethical Dilemma Credit Where Credit Is Due 72 Case Incident Work-Life Balance at R.G. Company 72 5
Contents 6 The Individual 2 Diversity, Equity, and Inclusion in Organizations 74 Understanding Diversity 76 Levels of Diversity 77 · Biographical Characteristics 77 Myth or Science? Bald Is Better 79 Prejudice and Discrimination in Organizations 82 Prejudice and Implicit Bias 82 · Discrimination, Disparate Impact, and Treatment 83 · Subtle Discrimination in the Workplace 85 Theoretical Perspectives on Prejudice, Discrimination, and Diversity 85 Social Categorization 85 · Stereotyping, Stereotype Threat, and Stigma 86 Toward a Better World Hot Chicken Takeover: Putting Restorative Justice into Practice 88 System Justification and Social Dominance 89 · Intersectionality and the Cultural Mosaic 90 Diversity Dynamics 92 Group Composition 92 · Fault Lines 93 Cross-Cultural Organizational Behavior (OB) 94 Hofstede’s Framework 94 · The GLOBE Framework 95 · Cultural Tightness and Looseness 97 · Religion 98 · Expatriate Adjustment 99 · Cultural Intelligence (CQ) 99 Implementing Diversity Management 100 An Ethical Choice Affirmative Action for Unemployed Veterans 101 Theoretical Basis Underlying Diversity Management 102 · Diversity Management Practices 103 · Cultures and Climates for Diversity 106 · The Challenge of Diversity Management 106 Summary 107 Implications for Managers 108 Point/Counterpoint Using Artificial Intelligence for Hiring Leads to Greater Diversity 109 Questions for Review 108 Experiential Exercise Differences 110 Ethical Dilemma Should You Question an Employer About Its DEI Policy? 110 Case Incident Encouraging Female Engineers 111 3 Job Attitudes иг Attitudes 114
Attitudes and Behavior 116 Job Attitudes 117 Job Satisfaction and Job Involvement 118 An Ethical Choice Office Talk 118
7 Contents Organizational Commitment 119 · Perceived Organizational Support 120 · Employee Engagement 120 · Job Attitudes in the Gig Economy 121 · Are These Job Attitudes All That Distinct? 121 Job Satisfaction 122 How Do I Measure Job Satisfaction? 122 · How Satisfied Are People in TheirJobs? 123 What Causes Job Satisfaction? 125 Job Conditions 125 · Personality and Individual Differences 126 · Pay 127 Outcomes of Job Satisfaction 127 Job Performance 127 Toward a Better World Nvidians: Together Transforming Communities Around the World 128 ՜ Organizational Citizenship Behavior (OCB) 128 · Customer Satisfaction 129 · Life Satisfaction 129 The Impact of Job Dissatisfaction 129 Counterproductive Work Behavior (CWB) 130 Myth or Science? Happy Workers Means Happy Profits 132 Managers Often “Don’t Get It” 132 Summary 133 Implications for Managers 133 Polnt/Counterpoint Earning That Promotion May Be Key to Higher Job Satisfaction 134 Questions for Review 134 Experiential Exercise Managing Political Views in the Office 135 Ethical Dilemma Tell-All Websites 136 Case Incident Jobs, Money, and Satisfaction 136 4 Emotions and Moods 138 What Are Emotions and Moods? 140 Positive and Negative Affect 141 · The Basic Emotions. 142 · Moral Emotions 143 · Experiencing Moods and Emotions 144 · The Function of Emotions 145 Sources of Emotions and Moods 146 Personality 146 · Time of Day 146 · Day of the Week 148 · Weather 148 · Stress 148 · Social Interactions 148 · Sleep 150 · Exercise 150 · Gender Identity 150 Emotional Labor 151 Controlling Emotional Displays 151 Myth or Science? All
Employees Experience Emotional Labor in the Same Way 152 Affective Events Theory 153 Emotional Intelligence 153 An Ethical Choice Should Managers Use Emotional Intelligence (El) Tests? 155 Emotion Regulation 156 Emotion Regulation Influences and Outcomes 156 · Emotion Regulation Techniques 157 · Ethics of Emotion Regulation 158 OB Applications of Emotions and Moods 158 The Selection Process 158 · Decision Making 159 · Creativity 159 · Motivation 160 · Leadership 160 · Negotiation 161 · Customer Service 161 · Work-Life Conflict 161
Contents 8 Toward a Better World Scream Agency: Harnessing Customer Emotions to Bolster CSR 162 Unethical Workplace Behaviors 163 · Safety and Injury at Work 163 Summary 164 Implications for Managers 164 Point/Counterpoint Sometimes Yelling Is for Everyone’s Good 165 Questions for Review 165 Experiential Exercise Mindfulness at Work 166 Ethical Dilemma Data Mining Emotions 166 Case Incident Performance Review Shock: Being Told How to Feel and Act 167 5 Personality and Individual Differences i68 Linking Individuals to the Workplace 170 Person-Job Fit 171 · Person-Organization Fit 172 · Other Dimensions of Fit 172 Toward a Better World Uber: In the Median or Back on the Road Again? 173 Personality 174 What Is Personality? 174 Personality frameworks 176 The Myers-Briggs Type Indicator 176 · The Big Five Personality Model 177 · The Dark Triad 181 · Other Frameworks 182 An Ethical Choice Do Certain Personality Traits Make You More Unethical? 183 Other Personality Attributes Relevant to OB 184 Core Self-Evaluations (CSEs) 184 · Self-Monitoring 185 · Proactive Personality 185 Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds After Meeting Them 186 Personality and Situations 187 Situation Strength Theory 187 · Trait Activation Theory 188 Ability 189 Intellectual Abilities 189 · Physical Abilities 191 Values 192 Terminal Versus Instrumenta! Values 193 · Generational Values 193 Summary 195 Implications for Managers 195 Point/Counterpoint Millennials Are More Narcissistic Than Other Generations 196 Questions for Review 196 Experiential Exercise Acing
the Interview 197 Ethical Dilemma How Long Should You Wait Before Deciding If a Job Is Not a Good Fit? 198 Case Incident Sky Energy 198 θ Perception and Individual Decision Making 200 What Is Perception? 202 Factors That Influence Perception 203 Person Perception: Making Judgments About Others 204 Attribution Theory 204
Contents 9 Toward a Better World Volkswagen: Going Green or Just Greenwashing? 207 Common Shortcuts in Judging Others 208 · Specific Applications of Shortcuts in Organizations 209 Myth or Science? All Stereotypes Are Negative 211 The Link Between Perception and Individual Decision Making 211 Decision Making in Organizations 212 The Rational Model, Bounded Rationality, and Intuition 212 · Common Biases and Errors in Decision Making 214 Influences on Decision Making: Individual Differences and Organizational Constraints 21Ә Individual Differences 219 · Organizational Constraints 220 Ethics in Decision Making 222 Three Ethical Decision Criteria 222 · Choosing Between Criteria 223 · Behavioral Ethics 223 · Lying 224 An Ethical Choice Are We as Ethical as We Think We Are? 225 Creativity, Creative Decision Making, and Innovation in Organizations 225 Creative Behavior 226 · Causes of Creative Behavior 227 · Creative Outcomes (Innovation) 229 Summary 229 Implications for Managers 230 Point/Counterpoint Implicit Assessment 231 Questions for Review 231 Experiential Exercise Bringing Life to a Food Desert 232 Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics 232 Case Incident Warning: Collaboration Overload 233 Motivation Concepts 234 Motivation Defined 237 Classic Theories of Motivation 238 Hierarchy of Needs Theory 238 · Two-Factor Theory 238 · McClelland’s Theory of Needs 240 · Contemporary Theories: A Primer 241 Contemporary Theories of Motivation: Content-Based 242 Self-Determination Theory 242 Myth or Science? Work Has to Be Purposeful to Be Motivating 243 Regulatory
Focus Theory 244 · Job Engagement Theory 244 Contemporary Theories of Motivation: Context-Based 245 Reinforcement Theory 245 · Social Learning Theory 246 An Ethical Choice Motivated by Big Brother 247 Contemporary Theories of Motivation: Process-Based 247 Expectancy Theory 247 · Goal-Setting Theory 249 · Self-Efficacy Theory 253 Organizational Justice 255 Equity Theory 255 · Distributive Justice 257 · Procedural Justice 258 · Interactional Justice 258 · Justice Outcomes 259 · Culture and Justice 260
Contents 10 Integrating Contemporary Theories of Motivation 260 Toward a Better World Kroger: Zero Hunger, Zero Waste 262 Summary 263 Implications for Managers 263 Point/Counterpoint Feel-Good Messaging Is More Motivating Than Instrumental Messaging 264 Questions for Review 265 Experiential Exercise How Do You Motivate an Employee? 265 Ethical Dilemma Follies of Reward 266 Case Incident Why Lead by Example? 266 8 Motivation: From Concepts to Applications 268 Motivating by Job Design: The Job Characteristics Model (JCM) 271 Elements of the JCM 272 · Efficacy of the JCM 272 · Motivating Potential Score (MPS) 273 Job Redesign 273 Job Rotation and Job Enrichment 273 · Relational Job Design 274 Alternative Work Arrangements 275 Flextime 276 Myth or Science? Job Crafting Is a Practical Way to Reduce Boredom and Burnout 277 Job Sharing 278 · Telecommuting 278 “ Employee Involvement 281 Examples of Employee Involvement Programs (EIP) 281 · Cultural Considerations in Implementing EIP Programs 282 Using Extrinsic Rewards to Motivate Employees 283 What to Pay: Establishing a Pay Structure 284 · How to Pay: Rewarding Individual Employees Through Variable-Pay Programs 285 An Ethical Choice Workers’ Cooperatives 290 Using Benefits to Motivate Employees 291 Flexible Benefits: Developing a Benefits Package 291 Toward a Better World Sociabble Trees: Rewarding Through Reforestation 292 Using Intrinsic Rewards to Motivate Employees 293 Employee Recognition Programs 293 Summary 294 Implications for Managers 295 Point/Counterpoint Gainsharing: Fair Shares? 296 Questions for Review 296
Experiential Exercise Developing an Organizational Development and Compensation Plan for Automotive Sales Consultants 297 Ethical Dilemma Playing Favorites? 297 Case Incident JP Transport 298
Contents 11 The Group 9 Foundations of Group Behavior зоо Defining and Classifying Groups 302 Social Identity 303 Stages of Group Development 305 Group Property 1: Roles 306 Role Perception 306 · Role Expectations 306 · Role Conflict 308 Myth or Science? Gossip and Exclusion Are Toxic for Groups 308 Group Property 2: Norms 309 Norms and Emotions 309 · Norms and Conformity 309 · Norms and Behavior 310 · Positive Norms and Group Outcomes 311 · Negative Norms and Group Outcomes 312 · Norms and Culture 313 Group Property 3: Status and Group Property 4: Size and Dynamics 314 Group Property 3: Status 314 An Ethical Choice Managing a Narcissist in the Group 316 Group Property 4: Size and Dynamics 316 Group Property 5: Cohesion 318 Toward a Better World Whirlpool: Building Cohesion Through Volunteering 319 Group Decision Making 319 Groups Versus the Individual 320 · Group think and Groupshift 321 · Group Decision-Making Techniques 322 Summary 323 Implications for Managers 323 Point/Counterpoint Conformity Is Counterproductive and Should Be Avoided 325 Questions for Review 326 Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? 326 Ethical Dilemma Follow the Leader? 328 Case Incident Cultural Context and Group Dynamics 328 10 Understanding Work Teams ззо Differences Between Groups and Teams 332 Types of Teams 333 Problem-Solving Teams 334 · Self-Managed Work Teams 334 · Cross-Functional Teams 335 · Virtual Teams 336 · Multiteam Systems 336 An Ethical Choice The Size of Your Meeting’s Carbon Footprint 337 Creating Effective Teams 338 Team Context 338 · Team
Composition 340 Toward a Better World Hershey: Advancing Diversity, Equity, and Inclusion Through Groups and Teams 343 Team Processes and States 344
12 Contents Myth or Science? Teams Should Practice Collective Mindfulness 345 Turning Groups of Employees into Teams 349 Selecting: Hiring for Team Effectiveness 349 · Training: Creating Effective Teams 349 · Rewarding: Providing Incentives for Exceptional Teams 350 Beware! Teams Aren’t Always the Answer 351 Summary 352 Implications for Managers 352 Point/Counterpoint Team Building Exercises Are a Waste of Time 353 Questions for Review 354 Experiential Exercise Should You Use Self-Managed Teams? 354 Ethical Dilemma When Your Cycling Skills Matter! 354 Case Incident Psychological Safety and Team Effectiveness 355 11 Communication 356 Interpersonal Communication 359 Oral Communication 359 Myth or Science? Better Listening Is the Key to Better Working Relationships 362 Written Communication 364 · Nonverbal Communication 367 Choosing Communication Methods 370 Choosing Communication Methods 370 · Handling Barriers to Effective Communi cation 372 Toward a Better World Mobile Citizen and Mobile Beacon: Two Companies Enhanc ing Access to Smartphones and the Internet 374 Advancements in Virtual Communication 375 Videoconferencing 375 · Blogging, Vlogging, and Podcasting 377 · E-collaboration and E-learning 378 · The Currency of Virtual Communication: Emojis, Usernames, Selfies, and More 378 Smartphones, Social Media, and Cybersecurity 379 Smartphones (and Other Smart Devices) 380 · Social Media 381 An Ethical Choice What Should You Do If an Employee Is Being Cyberbullied or Harassed Online? 383 Cybersecurity 384 Cross-Cultural Communication 385 Cultural Context 385 · The Interface
Between Cultures 387 · Aspects of Cultural Communication 388 · A Guide to Cross-Cultural Communication 389 Summary 391 Implications for Managers 391 Point/Counterpoint Work Friendships Are Not a Good Idea 392 Questions for Review 393 Experiential Exercise Choosing the Right Modes of Communication 393 Ethical Dilemma BYOD 394 Case Incident How Do You Communicate That You Are Passionate During an Interview? 395
Contents 12 Leadership 13 396 Trait Theories 399 Personality Traits and Leadership 399 · Emotional Intelligence and Leadership 401 Behavioral Theories 402 Initiating Structure 402 · Consideration 402 An Ethical Choice The Ethics of Nudging 403 Summary of Trait Theories and Behavioral Theories 404 Contingency Theories 404 The Fiedler Model 404 · Situational Leadership Theory 405 · Follower Contin gency Theories 407 · Leading in Times of Crisis 409 Positive Leadership Styles and Relationships 410 Leader-Member Exchange (LMX) Theory 410 · Charismatic Leadership 411 · The Full Range Leadership Model 414 · Integrating and Evaluating Positive Leadership Styles 416 The (Un)ethical Aspects of Leadership 418 Authentic Leadership 418 Toward a Better World The Institute for Corporate Social Responsibility (¡CSR): Training Leaders to Work Toward a Better Tomorrow 420 (Un) ethical Leadership 421 · Servant Leadership 422 · Abusive Supervision 422 Leadership and Trust 424 Trust 424 Challenges and Opportunities to Our Understanding of Leadership 426 Leadership Challenges 427 · Leadership Opportunities 429 Myth or Science? Leaders Can Be Trained 430 Summary 432 Implications for Managers 432 Point/Counterpoint CEOs Start Early 434 Questions for Review 435 Experiential Exercise What’s in a Leader? 435 Ethical Dilemma Innocent, but What About Trust? 436 Case Incident Andrea Illy: Leading a Family Company Responsibly 436 13 Power and Politics 4зѕ Power and Leadership 441 Bases of Power 442 Formai Power 442 · Personal Power 443 · Which Bases of Power Are Most Effective? 444 Dependence: The Key
to Power 444 The General Dependence Postulate 444 · What Creates Dependence? 445 · Formal Small-Group Networks 446 · Social Network Analysis: A Tool for Assessing Resource Dependence 447 Influence Tactics 449 Using Influence Tactics 449 · Automatic and Controlled Processing of Influence 451 · Applying Influence Tactics 452
14 Contents Toward a Better World Old Mutual: Realizing a Sustainability Vision Through Influence 453 How Power Affects People 454 Power Dynamics 454 · Sexual Harassment: Unequal Power in the Workplace 455 Politics: Power in Action 456 Political Behavior 457 · The Reality of Politics 457 · Gossip and the Grapevine 458 The Causes and Consequences of Political Behavior 458 Factors Contributing to Political Behavior 458 · Factors Contributing to Political Behavior Acquiescence 460 · How Do People Respond to Organizational Politics? 460 Myth or Science? Office Politics Should Be Avoided Altogether 462 Voice and Silence 462 · Impression Management 465 An Ethical Choice How Much Should You Manage Interviewer Impressions? 467 The Ethics of Behaving Politically 468 · Mapping Your Political Career 468 Summary 470 Implications for Managers 471 Point/Counterpoint Emphasize the Strategies Women Can Use to Get Ahead 472 Questions for Review 473 Experiential Exercise The Turnaround Task Force 473 Ethical Dilemma Sexual Harassment and Office Romances 474 Case Incident Imperium Omni 474 14 Conflict and Negotiation 476 A Definition of Conflict 478 (Dys)functional Conflict 479 · Types of Conflict 479 · Loci of Conflict 481 The Conflict Process 482 Stage I: Potential Opposition or Incompatibility 483 · Stage II: Cognition and Personalization 485 · Stage III: Intentions 485 · Stage IV: Behavior 487 · Stage V: Outcomes 488 · Managing Conflict 489 Negotiation 491 Bargaining Strategies 491 The Negotiation Process 495 Preparation and Planning 495 · Definition of Ground Rules 496 · Clarification
and Justification 497 · Bargaining and Problem Solving 497 · Closure and Implementation 497 Myth or Science? Good Negotiators Rely on Intuition 497 Individual Differences in Negotiation Effectiveness 498 Personality Traits in Negotiations 498 · Moods and Emotions in Negotiations 499 · Culture and Race in Negotiations 500 · Gender in Negotiations 501 Negotiating in a Social Context 502 Reputation 502 Toward a Better World ALDI: Downstream Environmental and Social Implications of Supplier Negotiations 503 Relationships 504 An Ethical Choice Ethical Challenges in Negotiation 504
Contents 15 Third-Parties in Negotiations 505 Summary 505 Implications for Managers 506 Point/Counterpoint Nonunion Positions and the Gig Economy Are Bad for Workers 508 Questions for Review 509 Experiential Exercise A Negotiation Role Play 509 Ethical Dilemma To Intervene or Not to Intervene? 510 Case Incident Disorderly Conduct 511 15 Foundations of Organization Structure 512 What Is Organizational Structure? 514 Work Specialization 515· Departmentalization 517 · Chain of Command 519 · Span of Control 520 · Centralization and Decentralization 521 · Formalization 522 · Boundary Spanning 522 Common Organizational Frameworks and Structures 524 The Simple Structure 524 · The Bureaucracy 525 Myth or Science? Bureaucracy Is the Enemy of Innovation and Productivity 526 The Matrix Structure 526 Newer Trends in Organizational Design 528 The Virtual Structure 528 · The Team Structure 53Ó An Ethical Choice Flexible Structures, Deskless Workplaces 531 The Circular Structure 532 The Leaner Organization: Downsizing 532 Why Do Structures Differ? 534 Organizational Strategies 535 Toward a Better World Grove Collaborative: Innovating in the CSR and Sustainability Market Space 536 Organization Size 538 · Technology 538 · Environment 538 · Institutions 539 Organizational Designs and Employee Behavior 540 Span of Control 540 · Centralization 540 · Predictability Versus Autonomy 541 · National Culture 541 Summary 542 Implications for Managers 542 Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance Productivity 543 Questions for Review 543 Experiential Exercise Remote Work 544
Ethical Dilemma The Ethics of Layoffs 544 Case Incident Kuuki: Reading the Atmosphere 545
16 Contents The Organization System 16 Organizational Culture and Change 546 What Is Organizational Culture? 549 A Definition of Organizational Culture 549 · Do Organizations Have Uniform Cultures? 551 Strong Versus Weak Cultures 552 Myth or Science? An Organization’s Culture Is Forever 552 How Employees Learn Culture 553 Stories 553 · Rituals 553 · Symbols 554 Language 554 An Ethical Choice A Culture of Compassion 555 Creating and Sustaining Culture 556 How a Culture Begins 556 · Keeping a Culture Alive 557 What Do Cultures Do? 561 The Functions of Culture 561 · Culture Creates Climate 562 · Culture as an Asset 564 Toward a Better World Morgan Stanley. Sustainable and Ethical Organizational Cultures Influence Investment Decisions 566 Culture as a Liability 567 Influencing Organizational Cultures 569 Developing a Positive Culture 570 · Developing an Ethical Culture 571 · Developing an Innovative Culture 572 Change 574 The Nature of Change 575 · Resistance to Change 575 · The Politics of Change 578 Approaches to Managing Organizational Change 579 Lewin’s Three-Step Model 579 · Kotter’s Eight-Step Plan 580 · Action Research 580 · Organizational Development 581 · The Change Paradox 583 Summary 583 Implications for Managers 584 Point/Counterpoint Organizational Change Management Is Not Worth the Effort 585 Questions for Review 585 Experiential Exercise Culture Architects 586 Ethical Dilemma Toxic Culture 586 Case Incident Culture of Fear 587 17 Human Resource Systems and Practices 588 Recruitment 590 Applicant Attraction 591 · The Ubiquity of Referral Hiring 591 · The Role of
Recruiters 592 · Realistic Job Previews 593
Contents 17 Selection 594 How the Selection Process Works 594 · Initial Selection 594 Substantive and Contingent Selection 598 Written Tests 599 · Performance-Simulation Tests 600 · Interviews 601 · Contingent Selection Tests 602 Training and Development 603 Training Content 605 · Training Methods 605 · Evaluating Effectiveness 607 Performance Management 607 What Do We Evaluate? 608 · Who Should Do the Evaluating? 610 · Methods of Performance Evaluation 611· Improving Performance Evaluations 612 An Ethical Choice Eliminating Bias from Performance Reviews 614 Providing Performance Feedback 614 Myth or Science? The 24-Hour Workplace Is Harmful 615 Accessible Workplaces 615 Accommodations for Physical Disabilities 616 · Accommodations for Hidden Disabilities 616 Human Resources (HR) Leadership 617 Toward a Better World Kawasaki: Learning from Each Other at Takumi luku and Manabiya 618 Communicating HR Practices 618 · Drafting and Enforcing Employment Policies 619 Summary 620 Implications for Managers 621 Point/Counterpoint Employers Should Check Applicants’ Criminal Backgrounds 622 Questions for Review 622 ■ Experiential Exercise Designing a Virtual Assessment Center Exercise 623 Ethical Dilemma Should I Pay the Staff More and Reduce the Company’s Profit? 624 Case Incident Fired via Video Message 624 Stress and Health in Organizations 626 The Nature of Stress in Organizations 629 Stressors 630 · Strain 632 · Eustress 632 Physical Health at Work 633 Sleep 634 · Illness and Injury 634 Myth or Science? When You Are Working Hard, Sleep Is Optional 635 Mental Health at Work 636 Job
Insecurity 636 Toward a Better World Freelancers Union: Advocating for Gig Workers Faced with Consistent Job Insecurity 637 Workaholism 638 · Psychological Distress at Work 638
18 Contents Mechanisms of Health and Stress 639 Conservation of Resources 639 · Effort-Reward Imbalance Model 640 · Job Demand-Control-Support Model 640 · Job Demands-Resources Model 641 Work-Life Balance 643 The State of Work-Life Balance: A New Normal? 643 · Work-Life Boundaries 643 · Work-Life Spillover 645 · Flexible and Supportive Policies 647 Managing Stress and Health 648 Individual Approaches 649 An Ethical Choice Talking About Mental Health Without Overstepping Boundaries 652 Organizational Approaches 653 Summary 656 Implications for Managers 657 Point/Counterpoint Companies Should Encourage Stress Reduction 658 Questions for Review 659 Experiential Exercise Micro-Stressors 659 Ethical Dilemma The Fear of Redundancy and Ceasing Operations 659 Case Incident Burnout Despite Flexibility: Working Parents and COVID-19 661 Appendix Research in Organizational Behavior 662 Comprehensive Cases 668 Glossary Endnotes 681 691 Organization Index Subject Index 783 780 |
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Preface 21 I· Introduction 1 What Is Organizational Behavior? зб Management and Organizational Behavior 38 Who’s Who in the World of Work 39 · Management Activities 40 · Management Roles 40 · Management Skills 42 · Effecüve Versus Successful Managerial Activities 42 · Organizational Behavior (OB) Defined 43 Complementing Intuition with Systematic Study 44 Building on Big Dáta with Artificial Intelligence 45 Myth or Science? Management by Walking Around Is the Most Effective Management 46 Disciplines That Contribute to OB 49 Psychology 49 · Social Psychology 50 · Sociology 50 · Anthropology 51 There Are Few Absolutes in OB 51 Challenges and Opportunities 51 Workforce Diversity and Inclusion 52 · Continuing Globalization 52 · Technology and Social Media 54 · (Un)ethical Behavior 55 · Corporate Social Responsibility (CSR) 56 Toward a Better World Ben Jerry’s: The Scoop on What It Takes to Be a CSR-Oriented Company 57 Positive Work Environments 58 · The Gig Economy 58 · OB During Crises 60 Coming Attractions: Developing an OB Model 60 An Overview 60 · Inputs 60 · Processes 61 · Outcomes 61 An Ethical Choice What Should You Do If Your Values Do Not Align with Your Company’s? 65 Employability Skills 66 Employability Skills That Apply Across Majors 67 Summary 69 Implications for Managers 6Э Point/Counterpoint Business Books: Facts? Or Just Fads? 70 Questions for Review 71 Experiential Exercise Managing Remote Teams 71 Ethical Dilemma Credit Where Credit Is Due 72 Case Incident Work-Life Balance at R.G. Company 72 5
Contents 6 The Individual 2 Diversity, Equity, and Inclusion in Organizations 74 Understanding Diversity 76 Levels of Diversity 77 · Biographical Characteristics 77 Myth or Science? Bald Is Better 79 Prejudice and Discrimination in Organizations 82 Prejudice and Implicit Bias 82 · Discrimination, Disparate Impact, and Treatment 83 · Subtle Discrimination in the Workplace 85 Theoretical Perspectives on Prejudice, Discrimination, and Diversity 85 Social Categorization 85 · Stereotyping, Stereotype Threat, and Stigma 86 Toward a Better World Hot Chicken Takeover: Putting Restorative Justice into Practice 88 System Justification and Social Dominance 89 · Intersectionality and the Cultural Mosaic 90 Diversity Dynamics 92 Group Composition 92 · Fault Lines 93 Cross-Cultural Organizational Behavior (OB) 94 Hofstede’s Framework 94 · The GLOBE Framework 95 · Cultural Tightness and Looseness 97 · Religion 98 · Expatriate Adjustment 99 · Cultural Intelligence (CQ) 99 Implementing Diversity Management 100 An Ethical Choice Affirmative Action for Unemployed Veterans 101 Theoretical Basis Underlying Diversity Management 102 · Diversity Management Practices 103 · Cultures and Climates for Diversity 106 · The Challenge of Diversity Management 106 Summary 107 Implications for Managers 108 Point/Counterpoint Using Artificial Intelligence for Hiring Leads to Greater Diversity 109 Questions for Review 108 Experiential Exercise Differences 110 Ethical Dilemma Should You Question an Employer About Its DEI Policy? 110 Case Incident Encouraging Female Engineers 111 3 Job Attitudes иг Attitudes 114
Attitudes and Behavior 116 Job Attitudes 117 Job Satisfaction and Job Involvement 118 An Ethical Choice Office Talk 118
7 Contents Organizational Commitment 119 · Perceived Organizational Support 120 · Employee Engagement 120 · Job Attitudes in the Gig Economy 121 · Are These Job Attitudes All That Distinct? 121 Job Satisfaction 122 How Do I Measure Job Satisfaction? 122 · How Satisfied Are People in TheirJobs? 123 What Causes Job Satisfaction? 125 Job Conditions 125 · Personality and Individual Differences 126 · Pay 127 Outcomes of Job Satisfaction 127 Job Performance 127 Toward a Better World Nvidians: Together Transforming Communities Around the World 128 ՜ Organizational Citizenship Behavior (OCB) 128 · Customer Satisfaction 129 · Life Satisfaction 129 The Impact of Job Dissatisfaction 129 Counterproductive Work Behavior (CWB) 130 Myth or Science? Happy Workers Means Happy Profits 132 Managers Often “Don’t Get It” 132 Summary 133 Implications for Managers 133 Polnt/Counterpoint Earning That Promotion May Be Key to Higher Job Satisfaction 134 Questions for Review 134 Experiential Exercise Managing Political Views in the Office 135 Ethical Dilemma Tell-All Websites 136 Case Incident Jobs, Money, and Satisfaction 136 4 Emotions and Moods 138 What Are Emotions and Moods? 140 Positive and Negative Affect 141 · The Basic Emotions. 142 · Moral Emotions 143 · Experiencing Moods and Emotions 144 · The Function of Emotions 145 Sources of Emotions and Moods 146 Personality 146 · Time of Day 146 · Day of the Week 148 · Weather 148 · Stress 148 · Social Interactions 148 · Sleep 150 · Exercise 150 · Gender Identity 150 Emotional Labor 151 Controlling Emotional Displays 151 Myth or Science? All
Employees Experience Emotional Labor in the Same Way 152 Affective Events Theory 153 Emotional Intelligence 153 An Ethical Choice Should Managers Use Emotional Intelligence (El) Tests? 155 Emotion Regulation 156 Emotion Regulation Influences and Outcomes 156 · Emotion Regulation Techniques 157 · Ethics of Emotion Regulation 158 OB Applications of Emotions and Moods 158 The Selection Process 158 · Decision Making 159 · Creativity 159 · Motivation 160 · Leadership 160 · Negotiation 161 · Customer Service 161 · Work-Life Conflict 161
Contents 8 Toward a Better World Scream Agency: Harnessing Customer Emotions to Bolster CSR 162 Unethical Workplace Behaviors 163 · Safety and Injury at Work 163 Summary 164 Implications for Managers 164 Point/Counterpoint Sometimes Yelling Is for Everyone’s Good 165 Questions for Review 165 Experiential Exercise Mindfulness at Work 166 Ethical Dilemma Data Mining Emotions 166 Case Incident Performance Review Shock: Being Told How to Feel and Act 167 5 Personality and Individual Differences i68 Linking Individuals to the Workplace 170 Person-Job Fit 171 · Person-Organization Fit 172 · Other Dimensions of Fit 172 Toward a Better World Uber: In the Median or Back on the Road Again? 173 Personality 174 What Is Personality? 174 Personality frameworks 176 The Myers-Briggs Type Indicator 176 · The Big Five Personality Model 177 · The Dark Triad 181 · Other Frameworks 182 An Ethical Choice Do Certain Personality Traits Make You More Unethical? 183 Other Personality Attributes Relevant to OB 184 Core Self-Evaluations (CSEs) 184 · Self-Monitoring 185 · Proactive Personality 185 Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds After Meeting Them 186 Personality and Situations 187 Situation Strength Theory 187 · Trait Activation Theory 188 Ability 189 Intellectual Abilities 189 · Physical Abilities 191 Values 192 Terminal Versus Instrumenta! Values 193 · Generational Values 193 Summary 195 Implications for Managers 195 Point/Counterpoint Millennials Are More Narcissistic Than Other Generations 196 Questions for Review 196 Experiential Exercise Acing
the Interview 197 Ethical Dilemma How Long Should You Wait Before Deciding If a Job Is Not a Good Fit? 198 Case Incident Sky Energy 198 θ Perception and Individual Decision Making 200 What Is Perception? 202 Factors That Influence Perception 203 Person Perception: Making Judgments About Others 204 Attribution Theory 204
Contents 9 Toward a Better World Volkswagen: Going Green or Just Greenwashing? 207 Common Shortcuts in Judging Others 208 · Specific Applications of Shortcuts in Organizations 209 Myth or Science? All Stereotypes Are Negative 211 The Link Between Perception and Individual Decision Making 211 Decision Making in Organizations 212 The Rational Model, Bounded Rationality, and Intuition 212 · Common Biases and Errors in Decision Making 214 Influences on Decision Making: Individual Differences and Organizational Constraints 21Ә Individual Differences 219 · Organizational Constraints 220 Ethics in Decision Making 222 Three Ethical Decision Criteria 222 · Choosing Between Criteria 223 · Behavioral Ethics 223 · Lying 224 An Ethical Choice Are We as Ethical as We Think We Are? 225 Creativity, Creative Decision Making, and Innovation in Organizations 225 Creative Behavior 226 · Causes of Creative Behavior 227 · Creative Outcomes (Innovation) 229 Summary 229 Implications for Managers 230 Point/Counterpoint Implicit Assessment 231 Questions for Review 231 Experiential Exercise Bringing Life to a Food Desert 232 Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics 232 Case Incident Warning: Collaboration Overload 233 Motivation Concepts 234 Motivation Defined 237 Classic Theories of Motivation 238 Hierarchy of Needs Theory 238 · Two-Factor Theory 238 · McClelland’s Theory of Needs 240 · Contemporary Theories: A Primer 241 Contemporary Theories of Motivation: Content-Based 242 Self-Determination Theory 242 Myth or Science? Work Has to Be Purposeful to Be Motivating 243 Regulatory
Focus Theory 244 · Job Engagement Theory 244 Contemporary Theories of Motivation: Context-Based 245 Reinforcement Theory 245 · Social Learning Theory 246 An Ethical Choice Motivated by Big Brother 247 Contemporary Theories of Motivation: Process-Based 247 Expectancy Theory 247 · Goal-Setting Theory 249 · Self-Efficacy Theory 253 Organizational Justice 255 Equity Theory 255 · Distributive Justice 257 · Procedural Justice 258 · Interactional Justice 258 · Justice Outcomes 259 · Culture and Justice 260
Contents 10 Integrating Contemporary Theories of Motivation 260 Toward a Better World Kroger: Zero Hunger, Zero Waste 262 Summary 263 Implications for Managers 263 Point/Counterpoint Feel-Good Messaging Is More Motivating Than Instrumental Messaging 264 Questions for Review 265 Experiential Exercise How Do You Motivate an Employee? 265 Ethical Dilemma Follies of Reward 266 Case Incident Why Lead by Example? 266 8 Motivation: From Concepts to Applications 268 Motivating by Job Design: The Job Characteristics Model (JCM) 271 Elements of the JCM 272 · Efficacy of the JCM 272 · Motivating Potential Score (MPS) 273 Job Redesign 273 Job Rotation and Job Enrichment 273 · Relational Job Design 274 Alternative Work Arrangements 275 Flextime 276 Myth or Science? Job Crafting Is a Practical Way to Reduce Boredom and Burnout 277 Job Sharing 278 · Telecommuting 278 “ Employee Involvement 281 Examples of Employee Involvement Programs (EIP) 281 · Cultural Considerations in Implementing EIP Programs 282 Using Extrinsic Rewards to Motivate Employees 283 What to Pay: Establishing a Pay Structure 284 · How to Pay: Rewarding Individual Employees Through Variable-Pay Programs 285 An Ethical Choice Workers’ Cooperatives 290 Using Benefits to Motivate Employees 291 Flexible Benefits: Developing a Benefits Package 291 Toward a Better World Sociabble Trees: Rewarding Through Reforestation 292 Using Intrinsic Rewards to Motivate Employees 293 Employee Recognition Programs 293 Summary 294 Implications for Managers 295 Point/Counterpoint Gainsharing: Fair Shares? 296 Questions for Review 296
Experiential Exercise Developing an Organizational Development and Compensation Plan for Automotive Sales Consultants 297 Ethical Dilemma Playing Favorites? 297 Case Incident JP Transport 298
Contents 11 The Group 9 Foundations of Group Behavior зоо Defining and Classifying Groups 302 Social Identity 303 Stages of Group Development 305 Group Property 1: Roles 306 Role Perception 306 · Role Expectations 306 · Role Conflict 308 Myth or Science? Gossip and Exclusion Are Toxic for Groups 308 Group Property 2: Norms 309 Norms and Emotions 309 · Norms and Conformity 309 · Norms and Behavior 310 · Positive Norms and Group Outcomes 311 · Negative Norms and Group Outcomes 312 · Norms and Culture 313 Group Property 3: Status and Group Property 4: Size and Dynamics 314 Group Property 3: Status 314 An Ethical Choice Managing a Narcissist in the Group 316 Group Property 4: Size and Dynamics 316 Group Property 5: Cohesion 318 Toward a Better World Whirlpool: Building Cohesion Through Volunteering 319 Group Decision Making 319 Groups Versus the Individual 320 · Group think and Groupshift 321 · Group Decision-Making Techniques 322 Summary 323 Implications for Managers 323 Point/Counterpoint Conformity Is Counterproductive and Should Be Avoided 325 Questions for Review 326 Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? 326 Ethical Dilemma Follow the Leader? 328 Case Incident Cultural Context and Group Dynamics 328 10 Understanding Work Teams ззо Differences Between Groups and Teams 332 Types of Teams 333 Problem-Solving Teams 334 · Self-Managed Work Teams 334 · Cross-Functional Teams 335 · Virtual Teams 336 · Multiteam Systems 336 An Ethical Choice The Size of Your Meeting’s Carbon Footprint 337 Creating Effective Teams 338 Team Context 338 · Team
Composition 340 Toward a Better World Hershey: Advancing Diversity, Equity, and Inclusion Through Groups and Teams 343 Team Processes and States 344
12 Contents Myth or Science? Teams Should Practice Collective Mindfulness 345 Turning Groups of Employees into Teams 349 Selecting: Hiring for Team Effectiveness 349 · Training: Creating Effective Teams 349 · Rewarding: Providing Incentives for Exceptional Teams 350 Beware! Teams Aren’t Always the Answer 351 Summary 352 Implications for Managers 352 Point/Counterpoint Team Building Exercises Are a Waste of Time 353 Questions for Review 354 Experiential Exercise Should You Use Self-Managed Teams? 354 Ethical Dilemma When Your Cycling Skills Matter! 354 Case Incident Psychological Safety and Team Effectiveness 355 11 Communication 356 Interpersonal Communication 359 Oral Communication 359 Myth or Science? Better Listening Is the Key to Better Working Relationships 362 Written Communication 364 · Nonverbal Communication 367 Choosing Communication Methods 370 Choosing Communication Methods 370 · Handling Barriers to Effective Communi cation 372 Toward a Better World Mobile Citizen and Mobile Beacon: Two Companies Enhanc ing Access to Smartphones and the Internet 374 Advancements in Virtual Communication 375 Videoconferencing 375 · Blogging, Vlogging, and Podcasting 377 · E-collaboration and E-learning 378 · The Currency of Virtual Communication: Emojis, Usernames, Selfies, and More 378 Smartphones, Social Media, and Cybersecurity 379 Smartphones (and Other Smart Devices) 380 · Social Media 381 An Ethical Choice What Should You Do If an Employee Is Being Cyberbullied or Harassed Online? 383 Cybersecurity 384 Cross-Cultural Communication 385 Cultural Context 385 · The Interface
Between Cultures 387 · Aspects of Cultural Communication 388 · A Guide to Cross-Cultural Communication 389 Summary 391 Implications for Managers 391 Point/Counterpoint Work Friendships Are Not a Good Idea 392 Questions for Review 393 Experiential Exercise Choosing the Right Modes of Communication 393 Ethical Dilemma BYOD 394 Case Incident How Do You Communicate That You Are Passionate During an Interview? 395
Contents 12 Leadership 13 396 Trait Theories 399 Personality Traits and Leadership 399 · Emotional Intelligence and Leadership 401 Behavioral Theories 402 Initiating Structure 402 · Consideration 402 An Ethical Choice The Ethics of Nudging 403 Summary of Trait Theories and Behavioral Theories 404 Contingency Theories 404 The Fiedler Model 404 · Situational Leadership Theory 405 · Follower Contin gency Theories 407 · Leading in Times of Crisis 409 Positive Leadership Styles and Relationships 410 Leader-Member Exchange (LMX) Theory 410 · Charismatic Leadership 411 · The Full Range Leadership Model 414 · Integrating and Evaluating Positive Leadership Styles 416 The (Un)ethical Aspects of Leadership 418 Authentic Leadership 418 Toward a Better World The Institute for Corporate Social Responsibility (¡CSR): Training Leaders to Work Toward a Better Tomorrow 420 (Un) ethical Leadership 421 · Servant Leadership 422 · Abusive Supervision 422 Leadership and Trust 424 Trust 424 Challenges and Opportunities to Our Understanding of Leadership 426 Leadership Challenges 427 · Leadership Opportunities 429 Myth or Science? Leaders Can Be Trained 430 Summary 432 Implications for Managers 432 Point/Counterpoint CEOs Start Early 434 Questions for Review 435 Experiential Exercise What’s in a Leader? 435 Ethical Dilemma Innocent, but What About Trust? 436 Case Incident Andrea Illy: Leading a Family Company Responsibly 436 13 Power and Politics 4зѕ Power and Leadership 441 Bases of Power 442 Formai Power 442 · Personal Power 443 · Which Bases of Power Are Most Effective? 444 Dependence: The Key
to Power 444 The General Dependence Postulate 444 · What Creates Dependence? 445 · Formal Small-Group Networks 446 · Social Network Analysis: A Tool for Assessing Resource Dependence 447 Influence Tactics 449 Using Influence Tactics 449 · Automatic and Controlled Processing of Influence 451 · Applying Influence Tactics 452
14 Contents Toward a Better World Old Mutual: Realizing a Sustainability Vision Through Influence 453 How Power Affects People 454 Power Dynamics 454 · Sexual Harassment: Unequal Power in the Workplace 455 Politics: Power in Action 456 Political Behavior 457 · The Reality of Politics 457 · Gossip and the Grapevine 458 The Causes and Consequences of Political Behavior 458 Factors Contributing to Political Behavior 458 · Factors Contributing to Political Behavior Acquiescence 460 · How Do People Respond to Organizational Politics? 460 Myth or Science? Office Politics Should Be Avoided Altogether 462 Voice and Silence 462 · Impression Management 465 An Ethical Choice How Much Should You Manage Interviewer Impressions? 467 The Ethics of Behaving Politically 468 · Mapping Your Political Career 468 Summary 470 Implications for Managers 471 Point/Counterpoint Emphasize the Strategies Women Can Use to Get Ahead 472 Questions for Review 473 Experiential Exercise The Turnaround Task Force 473 Ethical Dilemma Sexual Harassment and Office Romances 474 Case Incident Imperium Omni 474 14 Conflict and Negotiation 476 A Definition of Conflict 478 (Dys)functional Conflict 479 · Types of Conflict 479 · Loci of Conflict 481 The Conflict Process 482 Stage I: Potential Opposition or Incompatibility 483 · Stage II: Cognition and Personalization 485 · Stage III: Intentions 485 · Stage IV: Behavior 487 · Stage V: Outcomes 488 · Managing Conflict 489 Negotiation 491 Bargaining Strategies 491 The Negotiation Process 495 Preparation and Planning 495 · Definition of Ground Rules 496 · Clarification
and Justification 497 · Bargaining and Problem Solving 497 · Closure and Implementation 497 Myth or Science? Good Negotiators Rely on Intuition 497 Individual Differences in Negotiation Effectiveness 498 Personality Traits in Negotiations 498 · Moods and Emotions in Negotiations 499 · Culture and Race in Negotiations 500 · Gender in Negotiations 501 Negotiating in a Social Context 502 Reputation 502 Toward a Better World ALDI: Downstream Environmental and Social Implications of Supplier Negotiations 503 Relationships 504 An Ethical Choice Ethical Challenges in Negotiation 504
Contents 15 Third-Parties in Negotiations 505 Summary 505 Implications for Managers 506 Point/Counterpoint Nonunion Positions and the Gig Economy Are Bad for Workers 508 Questions for Review 509 Experiential Exercise A Negotiation Role Play 509 Ethical Dilemma To Intervene or Not to Intervene? 510 Case Incident Disorderly Conduct 511 15 Foundations of Organization Structure 512 What Is Organizational Structure? 514 Work Specialization 515· Departmentalization 517 · Chain of Command 519 · Span of Control 520 · Centralization and Decentralization 521 · Formalization 522 · Boundary Spanning 522 Common Organizational Frameworks and Structures 524 The Simple Structure 524 · The Bureaucracy 525 Myth or Science? Bureaucracy Is the Enemy of Innovation and Productivity 526 The Matrix Structure 526 Newer Trends in Organizational Design 528 The Virtual Structure 528 · The Team Structure 53Ó An Ethical Choice Flexible Structures, Deskless Workplaces 531 The Circular Structure 532 The Leaner Organization: Downsizing 532 Why Do Structures Differ? 534 Organizational Strategies 535 Toward a Better World Grove Collaborative: Innovating in the CSR and Sustainability Market Space 536 Organization Size 538 · Technology 538 · Environment 538 · Institutions 539 Organizational Designs and Employee Behavior 540 Span of Control 540 · Centralization 540 · Predictability Versus Autonomy 541 · National Culture 541 Summary 542 Implications for Managers 542 Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance Productivity 543 Questions for Review 543 Experiential Exercise Remote Work 544
Ethical Dilemma The Ethics of Layoffs 544 Case Incident Kuuki: Reading the Atmosphere 545
16 Contents The Organization System 16 Organizational Culture and Change 546 What Is Organizational Culture? 549 A Definition of Organizational Culture 549 · Do Organizations Have Uniform Cultures? 551 Strong Versus Weak Cultures 552 Myth or Science? An Organization’s Culture Is Forever 552 How Employees Learn Culture 553 Stories 553 · Rituals 553 · Symbols 554 Language 554 An Ethical Choice A Culture of Compassion 555 Creating and Sustaining Culture 556 How a Culture Begins 556 · Keeping a Culture Alive 557 What Do Cultures Do? 561 The Functions of Culture 561 · Culture Creates Climate 562 · Culture as an Asset 564 Toward a Better World Morgan Stanley. Sustainable and Ethical Organizational Cultures Influence Investment Decisions 566 Culture as a Liability 567 Influencing Organizational Cultures 569 Developing a Positive Culture 570 · Developing an Ethical Culture 571 · Developing an Innovative Culture 572 Change 574 The Nature of Change 575 · Resistance to Change 575 · The Politics of Change 578 Approaches to Managing Organizational Change 579 Lewin’s Three-Step Model 579 · Kotter’s Eight-Step Plan 580 · Action Research 580 · Organizational Development 581 · The Change Paradox 583 Summary 583 Implications for Managers 584 Point/Counterpoint Organizational Change Management Is Not Worth the Effort 585 Questions for Review 585 Experiential Exercise Culture Architects 586 Ethical Dilemma Toxic Culture 586 Case Incident Culture of Fear 587 17 Human Resource Systems and Practices 588 Recruitment 590 Applicant Attraction 591 · The Ubiquity of Referral Hiring 591 · The Role of
Recruiters 592 · Realistic Job Previews 593
Contents 17 Selection 594 How the Selection Process Works 594 · Initial Selection 594 Substantive and Contingent Selection 598 Written Tests 599 · Performance-Simulation Tests 600 · Interviews 601 · Contingent Selection Tests 602 Training and Development 603 Training Content 605 · Training Methods 605 · Evaluating Effectiveness 607 Performance Management 607 What Do We Evaluate? 608 · Who Should Do the Evaluating? 610 · Methods of Performance Evaluation 611· Improving Performance Evaluations 612 An Ethical Choice Eliminating Bias from Performance Reviews 614 Providing Performance Feedback 614 Myth or Science? The 24-Hour Workplace Is Harmful 615 Accessible Workplaces 615 Accommodations for Physical Disabilities 616 · Accommodations for Hidden Disabilities 616 Human Resources (HR) Leadership 617 Toward a Better World Kawasaki: Learning from Each Other at Takumi luku and Manabiya 618 Communicating HR Practices 618 · Drafting and Enforcing Employment Policies 619 Summary 620 Implications for Managers 621 Point/Counterpoint Employers Should Check Applicants’ Criminal Backgrounds 622 Questions for Review 622 ■ Experiential Exercise Designing a Virtual Assessment Center Exercise 623 Ethical Dilemma Should I Pay the Staff More and Reduce the Company’s Profit? 624 Case Incident Fired via Video Message 624 Stress and Health in Organizations 626 The Nature of Stress in Organizations 629 Stressors 630 · Strain 632 · Eustress 632 Physical Health at Work 633 Sleep 634 · Illness and Injury 634 Myth or Science? When You Are Working Hard, Sleep Is Optional 635 Mental Health at Work 636 Job
Insecurity 636 Toward a Better World Freelancers Union: Advocating for Gig Workers Faced with Consistent Job Insecurity 637 Workaholism 638 · Psychological Distress at Work 638
18 Contents Mechanisms of Health and Stress 639 Conservation of Resources 639 · Effort-Reward Imbalance Model 640 · Job Demand-Control-Support Model 640 · Job Demands-Resources Model 641 Work-Life Balance 643 The State of Work-Life Balance: A New Normal? 643 · Work-Life Boundaries 643 · Work-Life Spillover 645 · Flexible and Supportive Policies 647 Managing Stress and Health 648 Individual Approaches 649 An Ethical Choice Talking About Mental Health Without Overstepping Boundaries 652 Organizational Approaches 653 Summary 656 Implications for Managers 657 Point/Counterpoint Companies Should Encourage Stress Reduction 658 Questions for Review 659 Experiential Exercise Micro-Stressors 659 Ethical Dilemma The Fear of Redundancy and Ceasing Operations 659 Case Incident Burnout Despite Flexibility: Working Parents and COVID-19 661 Appendix Research in Organizational Behavior 662 Comprehensive Cases 668 Glossary Endnotes 681 691 Organization Index Subject Index 783 780 |
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| author | Robbins, Stephen P. 1943- Judge, Timothy A. |
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| classification_rvk | CW 4500 MS 5650 QP 340 QP 342 |
| ctrlnum | (OCoLC)1371696784 (DE-599)BVBBV048825129 |
| discipline | Soziologie Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Soziologie Psychologie Wirtschaftswissenschaften |
| edition | 19th edition, global edition |
| format | Book |
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| publisher | Pearson |
| record_format | marc |
| spelling | Robbins, Stephen P. 1943- Verfasser (DE-588)124203973 aut Organizational behavior Stephen P. Robbins, Timothy A. Judge 19th edition, global edition Harlow, England ; London ; New York ; Boston ; San Francisco ; Toronto ; Sydney ; Dubai ; Singapore ; Hong Kong ; Tokyo ; Seoul ; Taipei ; New Delhi ; Cape Town ; São Paulo ; Mexico City ; Madrid ; Amsterdam ; Munich ; Paris ; Milan Pearson [2024] 798 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Authorized adaptation from the United States edition, entitled Organizational Behaviour, 19th edition, ISBN 978-0-13-747464-6 by Stephen P. Robbins and Timothy A. Judge, published by Pearson Education © 2023. Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Organisationssoziologie (DE-588)4043788-7 s Unternehmen (DE-588)4061963-1 s Führung (DE-588)4018776-7 s Organisationsverhalten (DE-588)4285859-8 s DE-604 Organisation (DE-588)4043774-7 s Judge, Timothy A. Verfasser (DE-588)143142909 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034090793&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Robbins, Stephen P. 1943- Judge, Timothy A. Organizational behavior Unternehmen (DE-588)4061963-1 gnd Organisationssoziologie (DE-588)4043788-7 gnd Führung (DE-588)4018776-7 gnd Organisation (DE-588)4043774-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4043788-7 (DE-588)4018776-7 (DE-588)4043774-7 (DE-588)4285859-8 (DE-588)4123623-3 |
| title | Organizational behavior |
| title_auth | Organizational behavior |
| title_exact_search | Organizational behavior |
| title_exact_search_txtP | Organizational behavior |
| title_full | Organizational behavior Stephen P. Robbins, Timothy A. Judge |
| title_fullStr | Organizational behavior Stephen P. Robbins, Timothy A. Judge |
| title_full_unstemmed | Organizational behavior Stephen P. Robbins, Timothy A. Judge |
| title_short | Organizational behavior |
| title_sort | organizational behavior |
| topic | Unternehmen (DE-588)4061963-1 gnd Organisationssoziologie (DE-588)4043788-7 gnd Führung (DE-588)4018776-7 gnd Organisation (DE-588)4043774-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Unternehmen Organisationssoziologie Führung Organisation Organisationsverhalten Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034090793&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT robbinsstephenp organizationalbehavior AT judgetimothya organizationalbehavior |