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Loose Leaf Organizational Behavior: Improving Performance and Commitment in the Workplace 8th ed. [köitmata]

, (Arizona State Univ Tempe), (Univ of Georgia Athens)
  • Formaat: Loose-leaf, 632 pages, kõrgus x laius x paksus: 274x211x23 mm, kaal: 1111 g
  • Ilmumisaeg: 15-Feb-2022
  • Kirjastus: OM Books International
  • ISBN-10: 1265368589
  • ISBN-13: 9781265368586
Teised raamatud teemal:
Loose Leaf Organizational Behavior: Improving Performance and Commitment in the Workplace 8th ed.Suurem pilt
  • Formaat: Loose-leaf, 632 pages, kõrgus x laius x paksus: 274x211x23 mm, kaal: 1111 g
  • Ilmumisaeg: 15-Feb-2022
  • Kirjastus: OM Books International
  • ISBN-10: 1265368589
  • ISBN-13: 9781265368586
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781265368586.html
Colquitt, LePine, and Wesson’s, Organizational Behavior 8th edition continues to offer a novel approach that uses an integrative model to illustrate how individual, team, leader, and organizational factors shape employee attitudes—and how those attitudes impact job performance and organizational commitment. This model reminds students where they are, where they've been, and where they're going while elevating two topics that receive less coverage in other books: job performance and organizational commitment. The text also continues to include features that encourage students to see OB concepts playing out all around them, such as OB on Screen, OB at the Bookstore, and OB Assessments.
PART 1 Introduction to Organizational Behavior
1(92)
Chapter 1 What Is Organizational Behavior?
2(24)
What Is Organizational Behavior?
4(3)
Organizational Behavior Defined
4(1)
An Integrative Model of OB
5(2)
Does Organizational Behavior Matter?
7(6)
Building a Conceptual Argument
8(2)
Research Evidence
10(2)
So What's So Hard?
12(1)
How Do We "Know" What We Know About Organizational Behavior?
13(6)
Summary: Moving Forward in This Book
19(2)
Takeaways
21(1)
Key Terms
21(1)
Discussion Questions
21(1)
Case: Google
22(1)
Exercise: Is Ob Common Sense?
23(1)
Endnotes
24(2)
Chapter 2 Job Performance
26(34)
Job Performance
28(2)
What Does It Mean to Be a "Good Performer"?
30(13)
Task Performance
30(4)
Citizenship Behavior
34(3)
Counterproductive Behavior
37(5)
Summary: What Does It Mean to Be a "Good Performer"?
42(1)
Trends Affecting Performance
43(2)
Knowledge Work
43(1)
Service Work
43(1)
Gig Work
44(1)
Application: Performance Management
45(3)
Management by Objectives
45(1)
Behaviorally Anchored Rating Scales
45(1)
360-Degree Feedback
45(2)
Forced Ranking
47(1)
Social Performance Management
48(1)
Takeaways
48(1)
Key Terms
49(1)
Discussion Questions
49(1)
Case: Uber
49(1)
Exercise: Performance Of A Server
50(1)
Endnotes
51(9)
Chapter 3 Organizational Commitment
60(33)
Organizational Commitment
62(1)
What Does It Mean to Be "Committed"?
63(14)
Types of Commitment
63(8)
Withdrawal Behavior
71(4)
Summary: What Does It Mean to Be "Committed"?
75(2)
Trends Affecting Commitment
77(2)
Diversity of the Workforce
77(1)
The Changing Employee-Employer Relationship
77(2)
Application: Commitment initiatives
79(2)
Takeaways
81(1)
Key Terms
82(1)
Discussion Questions
82(1)
Case: Amazon
82(1)
Exercise: Reacting To Negative Events
83(1)
Endnotes
84(9)
PART 2 Individual Mechanisms
93(186)
Chapter 4 Job Satisfaction
94(34)
Job Satisfaction
96(1)
Why Are Some Employees More Satisfied Than Others?
96(14)
Value Fulfillment
96(4)
Satisfaction with the Work Itself
100(4)
Mood and Emotions
104(5)
Summary: Why Are Some Employees More Satisfied Than Others?
109(1)
How Important Is Job Satisfaction?
110(4)
Life Satisfaction
113(1)
Application: Tracking Satisfaction
114(3)
Takeaways
117(1)
Key Terms
118(1)
Discussion Questions
118(1)
CASE: HILTON
118(1)
EXERCISE: JOB SATISFACTION ACROSS JOBS
119(1)
Endnotes
120(8)
Chapter 5 Stress
128(40)
Stress
130(1)
Why Are Some Employees More "Stressed" Than Others?
131(15)
Types of Stressors
132(4)
How Do People Cope with Stressors?
136(3)
The Experience of Strain
139(2)
Accounting for Individuals in the Stress Process
141(4)
Summary: Why Are Some Employees More "Stressed" Than Others?
145(1)
How Important Is Stress?
146(2)
Application: Stress Management
148(5)
Assessment
148(1)
Reducing Stressors
149(1)
Providing Resources
150(1)
Reducing Strains
151(2)
Takeaways
153(1)
Key Terms
154(1)
Discussion Questions
154(1)
Case: General Motors
154(1)
Exercise: Managing Stress
155(2)
Endnotes
157(11)
Chapter 6 Motivation
168(38)
Motivation
170(2)
Why Are Some Employees More Motivated Than Others?
172(1)
Expectancy Theory
172(6)
Goal Setting Theory
178(3)
Equity Theory
181(5)
Psychological Empowerment
186(1)
Summary: Why Are Some Employees More Motivated Than Others?
187(1)
How Important Is Motivation?
188(3)
Application: Compensation Systems
191(2)
Takeaways
193(1)
Key Terms
193(1)
Discussion Questions
194(1)
Case: Netflix
194(1)
Exercise: Explaining Pay Differences
195(1)
Endnotes
196(10)
Chapter 7 Trust, Justice, and Ethics
206(40)
Trust, Justice, And Ethics
208(1)
Why Are Some Authorities More Trusted Than Others?
209(21)
Trust
209(5)
Justice
214(7)
Ethics
221(7)
Summary: Why Are Some Authorities More Trusted Than Others?
228(2)
How Important Is Trust?
230(1)
Application: Social Responsibility
231(1)
Takeaways
232(1)
Key Terms
233(1)
Discussion Questions
233(1)
Case: Ben & Jerry's
234(1)
Exercise: Unethical Behavior
234(2)
Endnotes
236(10)
Chapter 8 Learning and Decision Making
246(33)
Learning And Decision Making
248(1)
Why Do Some Employees Learn To Make Decisions Better Than Others?
248(19)
Types of Knowledge
249(1)
Methods of Learning
249(7)
Methods of Decision Making
256(4)
Decision-Making Problems
260(5)
Summary: Why Do Some Employees Learn to Make Better Decisions Than Others?
265(2)
How Important Is Learning?
267(1)
Application: Training
268(1)
Takeaways
269(1)
Key Terms
269(1)
Discussion Questions
270(1)
Case: Chobani
270(1)
Exercise: Decision-Making Bias
271(1)
Endnotes
272(7)
PART 3 Individual Characteristics
279(76)
Chapter 9 Personality and Cultural Values
280(42)
Personality and Cultural Values
282(1)
How Can We Describe What Employees Are Like?
282(25)
The Big Five Taxonomy
282(12)
Other Taxonomies of Personality
294(1)
Cultural Values
295(6)
Summary: How Can We Describe What Employees Are Like?
301(1)
How Important Are Personality and Cultural Values?
302(1)
Application: Personality Tests
303(4)
Takeaways
307(1)
Key Terms
308(1)
Discussion Questions
308(1)
Case: Bridgewater Associates
309(1)
Exercise: Guessing Personality Profiles
310(1)
Endnotes
310(12)
Chapter 10 Ability
322(2)
Ability
324(1)
What Does It Mean for an Employee to Be `Able'?
325(1)
Cognitive Ability
325(6)
Emotional Ability
331(4)
Physical Ability
335(4)
Summary: What Does It Mean for an Employee to Be "Able"?
339(1)
How Important Is Ability?
340(1)
Application: Hiring High Cognitive Ability Employees
341(3)
Takeaways
344(1)
Key Terms
345(1)
Discussion Questions
345(1)
Case: Pepsico
345(1)
Exercise: Emotional Intelligence
346(1)
Endnotes
347(8)
PART 4 Group Mechanisms
355(152)
Chapter 11 Teams: Characteristics and Diversity
356(40)
Team Characteristics and Diversity
358(1)
What Characteristics Can Be Used to Describe Teams?
359(20)
Team Types
359(3)
Variations Within Team Types
362(2)
Team Interdependence
364(5)
Team Composition
369(9)
Summary: What Characteristics Can Be Used to Describe Teams?
378(1)
How Important Are Team Characteristics?
379(1)
Application: Team Compensation
380(1)
Takeaways
381(1)
Key Terms
381(1)
Discussion Questions
382(1)
Case: Nissan
382(1)
Exercise: Paper Plane Corporation
383(2)
Endnotes
385(11)
Chapter 12 Teams: Processes and Communication
396(38)
Team Processes and Communication
398(1)
Why Are Some Teams More Than the Sum of Their Parts?
398(17)
Taskwork Processes
399(5)
Teamwork Processes
404(2)
Communication
406(5)
Team States
411(3)
Summary: Why Are Some Teams More Than the Sum of Their Parts?
414(1)
How Important Are Team Processes?
415(1)
Application: Training Teams
416(3)
Transportable Teamwork Competencies
416(1)
Cross-Training
417(1)
Team Process Training
418(1)
Team Building
419(1)
Takeaways
419(1)
Key Terms
420(1)
Discussion Questions
420(1)
Case: Mayo Clinic
420(1)
Exercise: Wilderness Survival
421(3)
Endnotes
424(10)
Chapter 13 Leadership: Power and Negotiation
434(32)
Leadership: Power and Negotiation
436(1)
Why Are Some Leaders More Powerful Than Others?
436(17)
Acquiring Power
436(5)
Using influence
441(4)
Power and Influence in Action
445(5)
Negotiations
450(3)
Summary: Why Are Some Leaders More Powerful Than Others?
453(1)
How Important Are Power and Influence?
453(2)
Application: Alternative Dispute Resolution
455(1)
Takeaways
456(1)
Key Terms
457(1)
Discussion Questions
457(1)
Case: Ups
457(1)
Exercise: Lobbying For Influence
458(1)
Endnotes
459(7)
Chapter 14 Leadership: Styles and Behaviors
466(41)
Leadership: Styles and Behaviors
468(2)
Why Are Some Leaders More Effective Than Others?
470(18)
Leader Decision-Making Styles
471(5)
Day-to-Day Leadership Behaviors
476(4)
Transformational Leadership Behaviors
480(5)
Summary: Why Are Some Leaders More Effective Than Others?
485(3)
How Important Is Leadership?
488(2)
Application: Leadership Training
490(1)
Takeaways
491(1)
Key Terms
491(1)
Discussion Questions
492(1)
Case: Apple
492(1)
Exercise: Take Me To Your Leader
493(1)
Endnotes
494(13)
PART 5 Organizational Mechanisms
507(66)
Chapter 15 Organizational Structure
508(30)
Organizational Structure
510(1)
Why Do Some Organizations Have Different Structures Than Others?
510(16)
Elements of Organizational Structure
511(6)
Organizational Design
517(3)
Common Organizational Forms
520(5)
Summary: Why Do Some Organizations Have Different Structures Than Others?
525(1)
How Important Is Structure?
526(2)
Application: Restructuring
528(1)
Takeaways
529(1)
Key Terms
529(1)
Discussion Questions
530(1)
Case: Procter & Gamble
530(1)
Exercise: Creative Cards, Inc.
531(1)
Endnotes
532(6)
Chapter 16 Organizational Culture
538(35)
Organizational Culture
540(1)
Why Do Some Organizations Have Different Cultures Than Others?
540(17)
Culture Components
540(4)
General Culture Types
544(1)
Specific Culture Types
544(3)
Culture Strength
547(3)
Maintaining an Organizational Culture
550(3)
Changing an Organizational Culture
553(3)
Summary: Why Do Some Organizations Have Different Cultures Than Others?
556(1)
How Important Is Organizational Culture?
557(2)
Application: Managing Socialization
559(2)
Takeaways
561(1)
Key Terms
562(1)
Discussion Questions
562(1)
Case: Mcdonald's
562(1)
Exercise: University Culture
563(1)
Endnotes
564(9)
Integrative Cases 573(9)
Glossary/Subject Index 582(14)
Name Index 596(13)
Company Index 609