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• Cover
• Title Page
• Contents
• List of Figures
• List of Tables
• Contributors
• PART ONE   Introduction
• Introduction
• Stephen Perkins and Raisa Arvinen-Muondo
• Learning objectives
• Managing others to a purpose
• How did OB get onto the management curriculum?
• Definition of OB
• Definition of HRM
• Overview of the chapters to follow
• Conclusion
• Key learning points and conclusions
• Discussion questions
• PART TWO   Individuals at work under an employment relationship
• 01   Managing diverse identities at work
• Janice Johnson and Christina Schwabenland
• Learning objectives
• Introduction
• Key concepts and debates in diversity management
• Case study and discussion questions
• Key concepts and debates – summary
• Processes of identity formation at work
• Processes of identity formation – summary
• Diversity in a global context
• Key learning points and conclusions
• Case study and discussion questions
• 02   Perception, making decisions and people management
• Raisa Arvinen-Muondo
• Learning objectives
• Introduction
• Social perception and cultural perspectives
• Perception
• Common errors of perception
• Decision making
• Implications for HR practice and people management
• Key learning points and conclusions
• Case study and discussion questions
• 03   Motivation at work: engagement and facilitation
• Nahid Rozalin
• Learning objectives
• Introduction
• Employee motivation
• Historical perspectives of motivation
• Content theories of motivation
• Process theories of motivation
• Intrinsic and extrinsic motivation and the individual
• Motivation and HRM: the psychological contract and employee engagement
• Key learning points and conclusions
• Case study and discussion questions
• PART THREE   Employing human resources to work together for a purpose
• 04   Managing performance
• Caroline Bolam and Sarah Jones
• Learning objectives
• Introduction
• Performance and control
• Performance management systems
• Managing performance in practice
• Key learning points and conclusions
• Discussion questions
• Case study and discussion questions
• 05   Leadership, communication and organizational effectiveness
• Linda Holbeche
• Learning objectives
• Introduction
• Why is leadership so topical?
• What is leadership?
• Categories of leadership theory
• Critical management scholarship
• New approaches to leadership
• Discussion questions
• Key learning points and conclusions
• Case study and discussion questions
• 06   Talent management
• Raisa Arvinen-Muondo and Qi Wei
• Learning objectives
• Introduction
• Talent management versus HRM
• The OB perspective
• Talent identification
• Strategic talent management
• Emerging issues in managing talent
• Key learning points and conclusions
• Case study and discussion questions
• PART FOUR   Shifting contexts for organizational behaviour
• 07   Conflict, power and politics
• Philip Davies and Rod Smith
• Learning objectives
• Introduction
• Definitions – power, politics and conflict
• Main arguments in the literature
• Politics
• Power
• Conflict
• Difference
• Possibility of competitions degenerating into conflict
• Key learning points and conclusions
• Case study and discussion questions
• 08   Organizational culture
• Eliot Lloyd
• Learning objectives
• Introduction
• Defining organizational culture
• Interpretations of organizational culture
• Organizational culture and performance
• The development of culture
• Perspectives on the divisions of culture
• Managing organizational culture
• The role of recruitment and selection in organizational culture
• Key learning points and conclusions
• Discussion questions
• Case study and discussion questions
• 09   Managing organizational change
• Faten Baddar Al-Husan and Konstantinos Kakavelakis
• Learning objectives
• Introduction
• Drivers and triggers of change
• Different types of change
• Resistance to change
• The change agent
• The role of HR in change management
• Key learning points and conclusions
• Case study and discussion questions
• 10   Creativity, innovation and the management of knowledge
• Pauline Loewenberger
• Learning objectives
• Introduction
• Creativity and innovation
• Organizational learning and knowledge management
• Implications for HRM and HRD
• Key learning points and conclusions
• Discussion questions
• Case study and discussion questions
• PART FIVE   Summation and reflection
• 11   Coda: HRM and OB – accenting the social
• Stephen Perkins and Raisa Arvinen-Muondo
• Glossary
• References
• Index
• Copyright