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• Title Page
• Copyright
• Brief Contents
• Contents
• About the Authors
• Pearson’s Commitment to Diversity, Equity, and Inclusion
• Preface
• Acknowledgments
• Part 1: Introduction
• Chapter 1. What Is Organizational Behavior?
• Management and Organizational Behavior
• Who’s Who in the World of Work
• Management Activities
• Management Roles
• Management Skills
• Effective Versus Successful Managerial Activities
• Organizational Behavior (OB) Defined
• Complementing Intuition with Systematic Study
• Building on Big Data with Artificial Intelligence
• Myth or Science? Management by Walking Around Is the Most Effective Management
• Disciplines That Contribute to OB
• Psychology
• Social Psychology
• Sociology
• Anthropology
• There Are Few Absolutes in OB
• Challenges and Opportunities
• Workforce Diversity and Inclusion
• Continuing Globalization
• Technology and Social Media
• (Un)ethical Behavior
• Corporate Social Responsibility (CSR)
• Toward a Better World Ben & Jerry’s: The Scoop on What It Takes to Be a CSR-Oriented Company
• Positive Work Environments
• The Gig Economy
• OB During Crises
• Coming Attractions: Developing an OB Model
• An Overview
• Inputs
• Processes
• Outcomes
• An Ethical Choice: What Should You Do If Your Values Do Not Align with Your Company’s?
• Employability Skills
• Employability Skills That Apply Across Majors
• Summary
• Implications for Managers
• Point/Counterpoint Business Books: Facts? Or Just Fads?
• Questions for Review
• Experiential Exercise: Managing Remote Teams
• Ethical Dilemma: Credit Where Credit Is Due
• Case Incident: Work–Life Balance at R.G. & Company
• Part 2: The Individual
• Chapter 2. Diversity, Equity, and Inclusion in Organizations
• Understanding Diversity
• Levels of Diversity
• Biographical Characteristics
• Myth or Science? Bald Is Better
• Prejudice and Discrimination in Organizations
• Prejudice and Implicit Bias
• Discrimination, Disparate Impact, and Treatment
• Subtle Discrimination in the Workplace
• Theoretical Perspectives on Prejudice, Discrimination, and Diversity
• Social Categorization
• Stereotyping, Stereotype Threat, and Stigma
• Toward a Better World Hot Chicken Takeover: Putting Restorative Justice into Practice
• System Justification and Social Dominance
• Intersectionality and the Cultural Mosaic
• Diversity Dynamics
• Group Composition
• Fault Lines
• Cross-Cultural Organizational Behavior (OB)
• Hofstede’s Framework
• The GLOBE Framework
• Cultural Tightness and Looseness
• Religion
• Expatriate Adjustment
• Cultural Intelligence (CQ)
• Implementing Diversity Management
• An Ethical Choice: Affirmative Action for Unemployed Veterans
• Theoretical Basis Underlying Diversity Management
• Diversity Management Practices
• Cultures and Climates for Diversity
• The Challenge of Diversity Management
• Summary
• Implications for Managers
• Point/Counterpoint Using Artificial Intelligence for Hiring Leads to Greater Diversity
• Questions for Review
• Experiential Exercise: Differences
• Ethical Dilemma: Should You Question an Employer About Its DEI Policy?
• Case Incident: Encouraging Female Engineers
• Chapter 3. Job Attitudes
• Attitudes
• Attitudes and Behavior
• Job Attitudes
• Job Satisfaction and Job Involvement
• An Ethical Choice: Office Talk
• Organizational Commitment
• Perceived Organizational Support
• Employee Engagement
• Job Attitudes in the Gig Economy
• Are These Job Attitudes All That Distinct?
• Job Satisfaction
• How Do I Measure Job Satisfaction?
• How Satisfied Are People in Their Jobs?
• What Causes Job Satisfaction?
• Job Conditions
• Personality and Individual Differences
• Pay
• Outcomesof Job Satisfaction
• Job Performance
• Toward a Better World Nvidians: Together Transforming Communities Around the World
• Organizational Citizenship Behavior (OCB)
• Customer Satisfaction
• Life Satisfaction
• The Impact of Job Dissatisfaction
• Counterproductive Work Behavior (CWB)
• Myth or Science? Happy Workers Means Happy Profits
• Managers Often “Don’t Get It”
• Summary
• Implications for Managers
• Point/Counterpoint Earning That Promotion May Be Key to Higher Job Satisfaction
• Questions for Review
• Experiential Exercise: Managing Political Views in the Office
• Ethical Dilemma: Tell-All Websites
• Case Incident: Jobs, Money, and Satisfaction
• Chapter 4. Emotions and Moods
• What Are Emotions and Moods?
• Positive and Negative Affect
• The Basic Emotions
• Moral Emotions
• Experiencing Moods and Emotions
• The Function of Emotions
• Sources of Emotions and Moods
• Personality
• Time of Day
• Day of the Week
• Weather
• Stress
• Social Interactions
• Sleep
• Exercise
• Gender Identity
• Emotional Labor
• Controlling Emotional Displays
• Myth or Science? All Employees Experience Emotional Labor in the Same Way
• Affective Events Theory
• Emotional Intelligence
• An Ethical Choice: Should Managers Use Emotional Intelligence (EI) Tests?
• Emotion Regulation
• Emotion Regulation Influences and Outcomes
• Emotion Regulation Techniques
• Ethics of Emotion Regulation
• OB Applications of Emotions and Moods
• The Selection Process
• Decision Making
• Creativity
• Motivation
• Leadership
• Negotiation
• Customer Service
• Work–Life Conflict
• Toward a Better World Scream Agency: Harnessing Customer Emotions to Bolster CSR
• Unethical Workplace Behaviors
• Safety and Injury at Work
• Summary
• Implications for Managers
• Point/Counterpoint: Sometimes Yelling Is for Everyone’s Good
• Questions for Review
• Experiential Exercise: Mindfulness at Work
• Ethical Dilemma: Data Mining Emotions
• Case Incident Performance Review Shock: Being Told How to Feel and Act
• Chapter 5. Personality and Individual Differences
• Linking Individuals to the Workplace
• Person–Job Fit
• Person–Organization Fit
• Other Dimensions of Fit
• Toward a Better World Uber: In the Median or Back on the Road Again?
• Personality
• What Is Personality?
• Personality Frameworks
• The Myers-Briggs Type Indicator
• The Big Five Personality Model
• The Dark Triad
• Other Frameworks
• An Ethical Choice: Do Certain Personality Traits Make You More Unethical?
• Other Personality Attributes Relevant to OB
• Core Self-Evaluations (CSEs)
• Self-Monitoring
• Proactive Personality
• Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds After Meeting Th
• Personality and Situations
• Situation Strength Theory
• Trait Activation Theory
• Ability
• Intellectual Abilities
• Physical Abilities
• Values
• Terminal Versus Instrumental Values
• Generational Values
• Summary
• Implications for Managers
• Point/Counterpoint: Millennials Are More Narcissistic Than Other Generations
• Questions for Review
• Experiential Exercise: Acing the Interview
• Ethical Dilemma: How Long Should You Wait Before Deciding If a Job Is Not a Good Fit?
• Case Incident: Sky Energy
• Chapter 6. Perception and Individual Decision Making
• What Is Perception?
• Factors That Influence Perception
• Person Perception: Making Judgments About Others
• Attribution Theory
• Toward a Better World Volkswagen: Going Green or Just Greenwashing?
• Common Shortcuts in Judging Others
• Specific Applications of Shortcuts in Organizations
• Myth or Science? All Stereotypes Are Negative
• The Link Between Perception and Individual Decision Making
• Decision Making in Organizations
• The Rational Model, Bounded Rationality, and Intuition
• Common Biases and Errors in Decision Making
• Influences on Decision Making: Individual Differences and Organizational Constraints
• Individual Differences
• Organizational Constraints
• Ethics in Decision Making
• Three Ethical Decision Criteria
• Choosing Between Criteria
• Behavioral Ethics
• Lying
• An Ethical Choice: Are We as Ethical as We Think We Are?
• Creativity, Creative Decision Making, and Innovation in Organizations
• Creative Behavior
• Causes of Creative Behavior
• Creative Outcomes (Innovation)
• Summary
• Implications for Managers
• Point/Counterpoint: Implicit Assessment
• Questions for Review
• Experiential Exercise: Bringing Life to a Food Desert
• Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics
• Case Incident Warning: Collaboration Overload
• Chapter 7. Motivation Concepts
• Motivation Defined
• Classic Theories of Motivation
• Hierarchy of Needs Theory
• Two-Factor Theory
• McClelland’s Theory of Needs
• Contemporary Theories: A Primer
• Contemporary Theories of Motivation: Content-Based
• Self-Determination Theory
• Myth or Science? Work Has to Be Purposeful to Be Motivating
• Regulatory Focus Theory
• Job Engagement Theory
• Contemporary Theories of Motivation: Context-Based
• Reinforcement Theory
• Social Learning Theory
• An Ethical Choice: Motivated by Big Brother
• Contemporary Theories of Motivation: Process-Based
• Expectancy Theory
• Goal-Setting Theory
• Self-Efficacy Theory
• Organizational Justice
• Equity Theory
• Distributive Justice
• Procedural Justice
• Interactional Justice
• Justice Outcomes
• Culture and Justice
• Integrating Contemporary Theories of Motivation
• Toward a Better World Kroger: Zero Hunger, Zero Waste
• Summary
• Implications for Managers
• Point/Counterpoint: Feel-Good Messaging Is More Motivating Than Instrumental Messaging
• Questions for Review
• Experiential Exercise: How Do You Motivate an Employee?
• Ethical Dilemma: Follies of Reward
• Case Incident: Why Lead by Example?
• Chapter 8. Motivation: From Concepts to Applications
• Motivating by Job Design: The Job Characteristics Model (JCM)
• Elements of the JCM
• Efficacy of the JCM
• Motivating Potential Score (MPS)
• Job Redesign
• Job Rotation and Job Enrichment
• Relational Job Design
• Alternative Work Arrangements
• Flextime
• Myth or Science? Job Crafting Is a Practical Way to Reduce Boredom and Burnout
• Job Sharing
• Telecommuting
• Employee Involvement
• Examplesof Employee Involvement Programs (EIP)
• Cultural Considerations in Implementing EIP Programs
• Using Extrinsic Rewards to Motivate Employees
• What to Pay: Establishing a Pay Structure
• How to Pay: Rewarding Individual Employees Through Variable-Pay Programs
• An Ethical Choice: Workers’ Cooperatives
• Using Benefits to Motivate Employees
• Flexible Benefits: Developing a Benefits Package
• Toward a Better World Sociabble Trees: Rewarding Through Reforestation
• Using Intrinsic Rewards to Motivate Employees
• Employee Recognition Programs
• Summary
• Implications for Managers
• Point/Counterpoint Gainsharing: Fair Shares?
• Questions for Review
• Experiential Exercise: Developing an Organizational Development and Compensation Plan for Automotive
• Ethical Dilemma: Playing Favorites?
• Case Incident: JP Transport
• Part 3: The Group
• Chapter 9. Foundations of Group Behavior
• Defining and Classifying Groups
• Social Identity
• Stages of Group Development
• Group Property 1: Roles
• Role Perception
• Role Expectations
• Role Conflict
• Myth or Science? Gossip and Exclusion Are Toxic for Groups
• Group Property 2: Norms
• Norms and Emotions
• Norms and Conformity
• Norms and Behavior
• Positive Norms and Group Outcomes
• Negative Norms and Group Outcomes
• Norms and Culture
• Group Property 3: Status and Group Property 4: Size and Dynamics
• Group Property 3: Status
• An Ethical Choice: Managing a Narcissist in the Group
• Group Property 4: Size and Dynamics
• Group Property 5: Cohesion
• Toward a Better World Whirlpool: Building Cohesion Through Volunteering
• Group Decision Making
• Groups Versus the Individual
• Groupthink and Groupshift
• Group Decision-Making Techniques
• Summary
• Implications for Managers
• Point/Counterpoint: Conformity Is Counterproductive and Should Be Avoided
• Questions for Review
• Experiential Exercise Surviving the Wild: Join a Group or Go It Alone?
• Ethical Dilemma: Follow the Leader?
• Case Incident: Cultural Context and Group Dynamics
• Chapter 10. Understanding Work Teams
• Differences Between Groups and Teams
• Types of Teams
• Problem-Solving Teams
• Self-Managed Work Teams
• Cross-Functional Teams
• Virtual Teams
• Multiteam Systems
• An Ethical Choice: The Size of Your Meeting’s Carbon Footprint
• Creating Effective Teams
• Team Context
• Team Composition
• Toward a Better World Hershey: Advancing Diversity, Equity, and Inclusion Through Groups and Teams
• Team Processes and States
• Myth or Science? Teams Should Practice Collective Mindfulness
• Turning Groups of Employees into Teams
• Selecting: Hiring for Team Effectiveness
• Training: Creating Effective Teams
• Rewarding: Providing Incentives for Exceptional Teams
• Beware! Teams Aren’t Always the Answer
• Summary
• Implications for Managers
• Point/Counterpoint: Team Building Exercises Are a Waste of Time
• Questions for Review
• Experiential Exercise: Should You Use Self-Managed Teams?
• Ethical Dilemma: When Your Cycling Skills Matter!
• Case Incident: Psychological Safety and Team Effectiveness
• Chapter 11. Communication
• Interpersonal Communication
• Oral Communication
• Myth or Science? Better Listening Is the Key to Better Working Relationships
• Written Communication
• Nonverbal Communication
• Choosing Communication Methods
• Choosing Communication Methods
• Handling Barriers to Effective Communication
• Toward a Better World Mobile Citizen and Mobile Beacon: Two Companies Enhancing Access to Smartphone
• Advancements in Virtual Communication
• Videoconferencing
• Blogging, Vlogging, and Podcasting
• E-collaboration and E-learning
• The Currency of Virtual Communication: Emojis, Usernames, Selfies, and More
• Smartphones, Social Media, and Cybersecurity
• Smartphones (and Other Smart Devices)
• Social Media
• An Ethical Choice: What Should You Do If an Employee Is Being Cyberbullied or Harassed Online?
• Cybersecurity
• Cross-Cultural Communication
• Cultural Context
• The Interface Between Cultures
• Aspects of Cultural Communication
• A Guide to Cross-Cultural Communication
• Summary
• Implications for Managers
• Point/Counterpoint: Work Friendships Are Not a Good Idea
• Questions for Review
• Experiential Exercise: Choosing the Right Modes of Communication
• Ethical Dilemma: BYOD
• Case Incident: How Do You Communicate That You Are Passionate During an Interview?
• Chapter 12. Leadership
• Trait Theories
• Personality Traits and Leadership
• Emotional Intelligence and Leadership
• Behavioral Theories
• Initiating Structure
• Consideration
• An Ethical Choice: The Ethics of Nudging
• Summary of Trait Theories and Behavioral Theories
• Contingency Theories
• The Fiedler Model
• Situational Leadership Theory
• Follower Contingency Theories
• Leading in Times of Crisis
• Positive Leadership Styles and Relationships
• Leader–Member Exchange (LMX) Theory
• Charismatic Leadership
• The Full Range Leadership Model
• Integrating and Evaluating Positive Leadership Styles
• The (Un)ethical Aspects of Leadership
• Authentic Leadership
• Toward a Better World: The Institute for Corporate Social Responsibility (iCSR): Training Leaders to
• (Un)ethical Leadership
• Servant Leadership
• Abusive Supervision
• Leadership and Trust
• Trust
• Challenges and Opportunities to Our Understanding of Leadership
• Leadership Challenges
• Leadership Opportunities
• Myth or Science? Leaders Can Be Trained
• Summary
• Implications for Managers
• Point/Counterpoint: CEOs Start Early
• Questions for Review
• Experiential Exercise: What’s in a Leader?
• Ethical Dilemma: Innocent, but What About Trust?
• Case Incident Andrea Illy: Leading a Family Company Responsibly
• Chapter 13. Power and Politics
• Power and Leadership
• Bases of Power
• Formal Power
• Personal Power
• Which Bases of Power Are Most Effective?
• Dependence: The Key to Power
• The General Dependence Postulate
• What Creates Dependence?
• Formal Small-Group Networks
• Social Network Analysis: A Tool for Assessing Resource Dependence
• Influence Tactics
• Using Influence Tactics
• Automatic and Controlled Processing of Influence
• Applying Influence Tactics
• Towarda Better World Old Mutual: Realizing a Sustainability Vision Through Influence
• How Power Affects People
• Power Dynamics
• Sexual Harassment: Unequal Power in the Workplace
• Politics: Power in Action
• Political Behavior
• The Reality of Politics
• Gossip and the Grapevine
• The Causes and Consequences of Political Behavior
• Factors Contributing to Political Behavior
• Factors Contributing to Political Behavior Acquiescence
• How Do People Respond to Organizational Politics?
• Myth or Science? Office Politics Should Be Avoided Altogether
• Voice and Silence
• Impression Management
• An Ethical Choice: How Much Should You Manage Interviewer Impressions?
• The Ethics of Behaving Politically
• Mapping Your Political Career
• Summary
• Implications for Managers
• Point/Counterpoint: Emphasize the Strategies Women Can Use to Get Ahead
• Questions for Review
• Experiential Exercise: The Turnaround Task Force
• Ethical Dilemma: Sexual Harassment and Office Romances
• Case Incident: Imperium Omni
• Chapter 14. Conflict and Negotiation
• A Definition of Conflict
• (Dys)functional Conflict
• Types of Conflict
• Loci of Conflict
• The Conflict Process
• Stage I: Potential Opposition or Incompatibility
• Stage II: Cognition and Personalization
• Stage III: Intentions
• Stage IV: Behavior
• Stage V: Outcomes
• Managing Conflict
• Negotiation
• Bargaining Strategies
• The Negotiation Process
• Preparation and Planning
• Definition of Ground Rules
• Clarification and Justification
• Bargaining and Problem Solving
• Closure and Implementation
• Myth or Science? Good Negotiators Rely on Intuition
• Individual Differences in Negotiation Effectiveness
• Personality Traits in Negotiations
• Moods and Emotions in Negotiations
• Culture and Race in Negotiations
• Gender in Negotiations
• Negotiating in a Social Context
• Reputation
• Toward a Better World ALDI: Downstream Environmental and Social Implications of Supplier Negotiation
• Relationships
• An Ethical Choice: Ethical Challenges in Negotiation
• Third-Parties in Negotiations
• Summary
• Implications for Managers
• Point/Counterpoint: Nonunion Positions and the Gig Economy Are Bad for Workers
• Questions for Review
• Experiential Exercise: A Negotiation Role Play
• Ethical Dilemma: To Intervene or Not to Intervene?
• Case Incident: Disorderly Conduct
• Chapter 15. Foundations of Organization Structure
• What Is Organizational Structure?
• Work Specialization
• Departmentalization
• Chain of Command
• Span of Control
• Centralization and Decentralization
• Formalization
• Boundary Spanning
• Common Organizational Frameworks and Structures
• The Simple Structure
• The Bureaucracy
• Myth or Science? Bureaucracy Is the Enemy of Innovation and Productivity
• The Matrix Structure
• Newer Trends in Organizational Design
• The Virtual Structure
• The Team Structure
• An Ethical Choice: Flexible Structures, Deskless Workplaces
• The Circular Structure
• The Leaner Organization: Downsizing
• Why Do Structures Differ?
• Organizational Strategies
• Toward a Better World Grove Collaborative: Innovating in the CSR and Sustainability Market Space
• Organization Size
• Technology
• Environment
• Institutions
• Organizational Designs and Employee Behavior
• Span of Control
• Centralization
• Predictability Versus Autonomy
• National Culture
• Summary
• Implications for Managers
• Point/Counterpoint: Open-Air Offices Inspire Creativity and Enhance Productivity
• Questions for Review
• Experiential Exercise: Remote Work
• Ethical Dilemma: The Ethics of Layoffs
• Case Incident Kuuki: Reading the Atmosphere
• Part 4: The Organization System
• Chapter 16. Organizational Culture and Change
• What Is Organizational Culture?
• A Definition of Organizational Culture
• Do Organizations Have Uniform Cultures?
• Strong Versus Weak Cultures
• Myth or Science? An Organization’s Culture Is Forever
• How Employees Learn Culture
• Stories
• Rituals
• Symbols
• Language
• An Ethical Choice: A Culture of Compassion
• Creating and Sustaining Culture
• How a Culture Begins
• Keeping a Culture Alive
• What Do Cultures Do?
• The Functions of Culture
• Culture Creates Climate
• Culture as an Asset
• Toward a Better World Morgan Stanley: Sustainable and Ethical Organizational Cultures Influence Inve
• Culture as a Liability
• Influencing Organizational Cultures
• Developing a Positive Culture
• Developing an Ethical Culture
• Developing an Innovative Culture
• Change
• The Nature of Change
• Resistance to Change
• The Politics of Change
• Approaches to Managing Organizational Change
• Lewin’s Three-Step Model
• Kotter’s Eight-Step Plan
• Action Research
• Organizational Development
• The Change Paradox
• Summary
• Implications for Managers
• Point/Counterpoint: Organizational Change Management Is Not Worth the Effort
• Questions for Review
• Experiential Exercise: Culture Architects
• Ethical Dilemma: Toxic Culture
• Case Incident: Culture of Fear
• Chapter 17. Human Resource Systems and Practices
• Recruitment
• Applicant Attraction
• The Ubiquity of Referral Hiring
• The Role of Recruiters
• Realistic Job Previews
• Selection
• How the Selection Process Works
• Initial Selection
• Substantive and Contingent Selection
• Written Tests
• Performance-Simulation Tests
• Interviews
• Contingent Selection Tests
• Training and Development
• Training Content
• Training Methods
• Evaluating Effectiveness
• Performance Management
• What Do We Evaluate?
• Who Should Do the Evaluating?
• Methods of Performance Evaluation
• Improving Performance Evaluations
• An Ethical Choice: Eliminating Bias from Performance Reviews
• Providing Performance Feedback
• Myth or Science? The 24-Hour Workplace Is Harmful
• Accessible Workplaces
• Accommodations for Physical Disabilities
• Accommodations for Hidden Disabilities
• Human Resources (HR) Leadership
• Toward a Better World Kawasaki: Learning from Each Other at Takumi Juku and Manabiya
• Communicating HR Practices
• Drafting and Enforcing Employment Policies
• Summary
• Implications for Managers
• Point/Counterpoint: Employers Should Check Applicants’ Criminal Backgrounds
• Questions for Review
• Experiential Exercise: Designing a Virtual Assessment Center Exercise
• Ethical Dilemma: Should I Pay the Staff More and Reduce the Company’s Profit?
• Case Incident: Fired via Video Message
• Chapter 18. Stress and Health in Organizations
• The Nature of Stress in Organizations
• Stressors
• Strain
• Eustress
• Physical Health at Work
• Sleep
• Illness and Injury
• Myth or Science? When You Are Working Hard, Sleep Is Optional
• Mental Health at Work
• Job Insecurity
• Toward a Better World Freelancers Union: Advocating for Gig Workers Faced with Consistent Job Insecu
• Workaholism
• Psychological Distress at Work
• Mechanisms of Health and Stress
• Conservation of Resources
• Effort-Reward Imbalance Model
• Job Demand-Control-Support Model
• Job Demands-Resources Model
• Work–Life Balance
• The State of Work–Life Balance: A New Normal?
• Work–Life Boundaries
• Work–Life Spillover
• Flexible and Supportive Policies
• Managing Stress and Health
• Individual Approaches
• An Ethical Choice: Talking About Mental Health Without Overstepping Boundaries
• Organizational Approaches
• Summary
• Implications for Managers
• Point/Counterpoint: Companies Should Encourage Stress Reduction
• Questions for Review
• Experiential Exercise: Micro-Stressors
• Ethical Dilemma: The Fear of Redundancy and Ceasing Operations
• Case Incident: Burnout Despite Flexibility: Working Parents and COVID-19
• Appendix: Research in Organizational Behavior
• Comprehensive Cases
• Glossary
• Endnotes
• Organization Index
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• Subject Index
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