GLOBAL EDITION Organizational Behavior

GLOBAL EDITION

EIGHTEENTH EDITION

Organizational Behavior

Stephen P. Robbins • Timothy A. Judge

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Organizational Behavior, eBook, Global Edition

Table of Contents

Cover

Title Page

Copyright Page

Brief Contents

Contents

About the Authors

Preface

Acknowledgments

1. What Is Organizational Behavior?The Importance of Interpersonal Skills

Management and Organizational BehaviorManagement Roles

Management Skills

Effective versus Successful Managerial Activities

Complementing Intuition with Systematic StudyBig Data

Myth or Science? Management by Walking Around Is the Most Effective Management

Disciplines That Contribute to OBPsychology

Social Psychology

Sociology

Anthropology

There Are Few Absolutes in OB

Challenges and OpportunitiesEconomic Pressures

Continuing Globalization

Workforce Demographics

Personal Inventory Assessments: Multicultural Awareness ScaleWorkforce Diversity

Customer Service

People Skills

Networked Organizations

Social Media

Employee Well-Being at Work

Positive Work Environment

Ethical Behavior

An Ethical Choice: Vacation: All I Ever Wanted

Table of Contents

Coming Attractions: Developing an OB ModelAn Overview

Inputs

Processes

Outcomes

Career OBjectives: What do I say about my termination?

Employability SkillsEmployability Skills That Apply across Majors

Summary

Implications for Managers

Point/Counterpoint: The Battle of the Texts

Questions for Review

Experiential Exercise: Im a Team Leader I Dont Need Any Help

Ethical Dilemma: Theres a Drone in Your Soup

Case Incident 1: Apple Goes Global

Case Incident 2: Big Data for Dummies

2. Diversity in OrganizationsDiversity

Demographic Characteristics

Levels of Diversity

An Ethical Choice: Global Diversity: Affirmative Action

DiscriminationStereotype Threat

Personal Inventory Assessments: Intercultural Sensitivity ScaleDiscrimination in the Workplace

Biographical CharacteristicsAge

Myth or Science? Bald Is BetterSex

Race and Ethnicity

Disabilities

Hidden Disabilities

Other Differentiating CharacteristicsTenure

Religion

Sexual Orientation and Gender Identity

Career OBjectives: Should I come out at work?Cultural Identity

Ability

Table of Contents

Intellectual Abilities

Physical Abilities

Implementing Diversity Management StrategiesAttracting, Selecting, Developing, and Retaining Diverse Employees

Diversity in Groups

Expatriate Adjustment

Effective Diversity Programs

Summary


Point/Counterpoint: Affirmative Action Programs Have Outlived Their Usefulness


Experiential Exercise: Helping Each Other and Finding Out We Arent ThatDifferent

Ethical Dilemma: Voiding the License to Discriminate

Case Incident 1: Can Organizations Train Diversity?

Case Incident 2: The Encore Career

3. Attitudes and Job SatisfactionAttitudes

Attitudes and Behavior

Job AttitudesJob Satisfaction and Job Involvement

An Ethical Choice: Office TalkOrganizational Commitment

Perceived Organizational Support

Employee Engagement

Are These Job Attitudes All That Distinct?

Job SatisfactionMeasuring Job Satisfaction

How Satisfied Are People in Their Jobs?

What Causes Job Satisfaction?Job Conditions

Personality

Personal Inventory Assessments: Core Self-Evaluation (CSE) ScalePay

Corporate Social Responsibility (CSR)

Outcomes of Job SatisfactionJob Performance

Organizational Citizenship Behavior (OCB)

Customer Satisfaction

Life Satisfaction

Table of Contents

Career OBjectives: How can I make my Job Better?

The Impact of Job DissatisfactionCounterproductive Work Behavior (CWB)

Myth or Science? Happy Workers Means Happy ProfitsManagers Often Dont Get It

Summary


Point/Counterpoint: EmployerEmployee Loyalty Is an Outdated Concept


Experiential Exercise: Job Attitudes Situational Interview

Ethical Dilemma: Tell-All Websites

Case Incident 1: On-Boarding or On-Leaving?

Case Incident 2: Job Crafting

4. Personality and ValuesPersonality

What Is Personality?

Career OBjectives: How do I Ace the Personality Test?

Personal Inventory Assessments: Core Five Personality Dimensions

Personality FrameworksThe Myers-Briggs Type Indicator

The Big Five Personality Model

The Dark Triad

Other Personality Attributes Relevant to OBCore Self-Evaluations (CSEs)

Self-Monitoring

Myth or Science? We Can Accurately Judge Individuals Personalities a FewSeconds after Meeting Them

Proactive Personality

Personality, Job Search, and Unemployment

Personality and SituationsSituation Strength Theory

Trait Activation Theory

ValuesThe Importance and Organization of Values

Terminal versus Instrumental Values

Generational Values

An Ethical Choice: Do You Have a Cheating Personality?

Linking an Individuals Personality and Values to the WorkplacePersonJob Fit

Table of Contents

PersonOrganization Fit

Other Dimensions of Fit

Cultural ValuesHofstedes Framework

The GLOBE Framework

Comparison of Hofstedes Framework and the GLOBE Framework

Summary


Point/Counterpoint: Millennials Are More Narcissistic Than Their Parents


Experiential Exercise: Your Best Self

Ethical Dilemma: Personal Values and Ethics in the Workplace

Case Incident 1: On the Costs of Being Nice

Case Incident 2: The Clash of the Traits

5. Perception and Individual Decision MakingWhat Is Perception?

Factors That Influence Perception

Person Perception: Making Judgments About OthersAttribution Theory

Career OBjectives: So what if Im a few minutes late to work?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 OrganizationsThe Rational Model, Bounded Rationality, and Intuition

Common Biases and Errors in Decision Making

Influences on Decision Making: Individual Differences and OrganizationalConstraints

Individual Differences

Organizational Constraints

What About Ethics in Decision Making?Three Ethical Decision Criteria

Lying

An Ethical Choice: Choosing to Lie

Creativity, Creative Decision Making, and Innovation in OrganizationsCreative Behavior

Causes of Creative Behavior

Personal Inventory Assessments: Creativity Scale

Table of Contents

Creative Outcomes (Innovation)

Summary


Point/Counterpoint: Implicit Assessment


Experiential Exercise: Mafia

Ethical Dilemma: Maxs Burgers: The Dollar Value of Ethics

Case Incident 1: Warning: Collaboration Overload

Case Incident 2: How Do Employees Justify Cyberloafing?

6. Emotions and MoodsWhat Are Emotions and Moods?

The Basic Emotions

Myth or Science? Smile, and the Work World Smiles with YouMoral Emotions

The Basic Moods: Positive and Negative Affect

Experiencing Moods and Emotions

The Function of Emotions

Sources of Emotions and MoodsPersonality

Time of Day

Day of the Week

Weather

Stress

Social Activities

Sleep

Exercise

Age

Sex

Emotional Labor

Affective Events Theory

Emotional Intelligence

An Ethical Choice: Should Managers Use Emotional Intelligence (EI) Tests?

Personal Inventory Assessments: Emotional Intelligence Assessment

Emotion RegulationEmotion Regulation Influences and Outcomes

Emotion Regulation Techniques

Ethics of Emotion Regulation

OB Applications of Emotions and MoodsThe Selection Process

Decision Making

Table of Contents

Creativity

Motivation

Leadership

Negotiation

Customer Service

Work-Life Satisfaction

Career OBjectives: How do I Turn down the Volume on my Screaming Boss?Deviant Workplace Behaviors

Safety and Injury at Work

Summary


Point/Counterpoint: Sometimes Yelling Is for Everyones Good


Experiential Exercise: Mindfulness at Work

Ethical Dilemma: Data Mining Emotions

Case Incident 1: Hiring an Emotionally Intelligent Employee

Case Incident 2: When the Going Gets Boring

7. Motivation ConceptsMotivation Defined

Early Theories of MotivationHierarchy of Needs Theory

Two-Factor Theory

McClellands Theory of Needs

Career OBjectives: Why wont he take my Advice?

Contemporary Theories of MotivationSelf-Determination Theory

Myth or Science? Helping Others and Being a Good Citizen Is Good for Your CareerGoal-Setting Theory

Other Contemporary Theories of MotivationSelf-Efficacy Theory

Reinforcement Theory

An Ethical Choice: Motivated by Big BrotherExpectancy Theory

Personal Inventory Assessments: Work Motivation Indicator

Equity Theory/Organizational JusticeDistributive Justice

Procedural Justice

Interactional Justice

Justice Outcomes

Table of Contents

Promoting Justice

Culture and Justice

Job Engagement

Integrating Contemporary Theories of Motivation

Summary


Point/Counterpoint: Goals Get You to Where You Want to Be


Experiential Exercise: Organizational Justice Task

Ethical Dilemma: Follies of Reward

Case Incident 1: Who Needs the Gig Economy?

Case Incident 2: Laziness Is Contagious

8. Motivation: From Concepts to ApplicationsMotivating by Job Design: The Job Characteristics Model

The Job Characteristics Model

Job RedesignJob Rotation and Job Enrichment

Myth or Science? Money Cant Buy HappinessRelational Job Design

Personal Inventory Assessments: Diagnosing Poor Performance and EnhancingMotivation

Alternative Work ArrangementsFlextime

Job Sharing

Telecommuting

Career OBjectives: How can I get flextime?

Employee InvolvementExamples of Employee Involvement Programs

Using Rewards to Motivate EmployeesWhat 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 EmployeesFlexible Benefits: Developing a Benefits Package

Using Intrinsic Rewards to Motivate EmployeesEmployee Recognition Programs

Summary


Point/Counterpoint: Gainsharing: Fair Shares?

Table of Contents


Experiential Exercise: Developing a Motivation Plan for Your Museum SecurityGuards

Ethical Dilemma: You Want Me to Do What?

Case Incident 1: We Talk, But They Dont Listen

Case Incident 2: Will More Money Fill the Gap?

9. Foundations of Group BehaviorDefining and Classifying Groups

Social Identity

Ingroups and Outgroups

Social Identity Threat

Stages of Group Development

Group Property 1: RolesRole Perception

Role Expectations

Role Conflict

Role Play and Assimilation

Myth or Science? Gossip and Exclusion Are Toxic for Groups

Group Property 2: NormsNorms and Emotions

Norms and Conformity

Norms and Behavior

An Ethical Choice: Using Peer Pressure as an Influence TacticPositive Norms and Group Outcomes

Negative Norms and Group Outcomes

Norms and Culture

Group Property 3: Status, and Group Property 4: Size and DynamicsGroup Property 3: Status

Group Property 4: Size and Dynamics

Group Property 5: Cohesiveness, and Group Property 6: DiversityGroup Property 5: Cohesiveness

Group Property 6: Diversity

Personal Inventory Assessments: Communicating Supportively

Group Decision MakingGroups versus the Individual

Groupthink and Groupshift

Career OBjectives: Can I Fudge the Numbers and not take the Blame?Group Decision-Making Techniques

Summary


Table of Contents

Point/Counterpoint: Diverse Work Groups Are Smarter and More Innovative


Experiential Exercise: Surviving the Wild: Join a Group or Go It Alone?

Ethical Dilemma: Its Obvious, Theyre Chinese

Case Incident 1: You Are All Fired, but You Are Hired!

Case Incident 2: Intragroup Trust and Survival

10. Understanding Work TeamsWhy Have Teams Become So Popular?

Differences Between Groups and Teams

Types of TeamsProblem-Solving Teams

Self-Managed Work Teams

Cross-Functional Teams

Virtual Teams

Multiteam Systems

An Ethical Choice: The Size of Your Meetings Carbon Footprint

Creating Effective TeamsTeam Context: What Factors Determine Whether Teams Are Successful?

Team Composition

Myth or Science? Team Members Who Are Hot Should Make the Play

Career OBjectives: Is it Wrong that Id Rather have Guys on my Team?Team Processes

Personal Inventory Assessments: Team Development Behaviors

Turning Individuals into Team PlayersSelecting: Hiring Team Players

Training: Creating Team Players

Rewarding: Providing Incentives to Be a Good Team Player

Beware! Teams Arent Always the Answer

Summary


Point/Counterpoint: To Get the Most Out of Teams, Empower Them


Experiential Exercise: How to Resolve Social Loafing in Your Team?

Ethical Dilemma: When Your Cycling Skills Matter!

Case Incident 1: Trusting Someone You Cant See

Case Incident 2: Smart Teams and Dumb Teams

11. Power and PoliticsPower and Leadership

Table of Contents

Bases of PowerFormal Power

Personal Power

Which Bases of Power Are Most Effective?

Dependence: The Key to PowerThe General Dependence Postulate

What Creates Dependence?

Social Network Analysis: A Tool for Assessing Resources

Power TacticsUsing Power Tactics

Cultural Preferences for Power Tactics

Applying Power Tactics

How Power Affects PeoplePower Variables

Sexual Harassment: Unequal Power in the Workplace

Politics: Power in ActionDefinition of Organizational Politics

The Reality of Politics

The Causes and Consequences of Political BehaviorFactors Contributing to Political Behavior

Career OBjectives: Should I Become Political?

Myth or Science? Powerful Leaders Keep Their (Fr)Enemies CloseHow Do People Respond to Organizational Politics?

Impression Management

An Ethical Choice: How Much Should You Manage Interviewer Impressions?The Ethics of Behaving Politically

Personal Inventory Assessments: Gaining Power and InfluenceMapping Your Political Career

Summary


Point/Counterpoint: Everyone Wants Power


Experiential Exercise: The Dark Side of Power

Ethical Dilemma: Sexual Harassment and Office Romances

Case Incident 1: Should Women Have More Power?

Case Incident 2: Where Flattery Will Get You

12. CommunicationFunctions of Communication

Direction of Communication

Table of Contents

Downward Communication

Upward Communication

Lateral Communication

Formal Small-Group Networks

The Grapevine

Modes of CommunicationOral Communication

Career OBjectives: Isnt this Disability too much to Accommodate?Written Communication

Myth or Science? Today, Writing Skills Are More Important Than Speaking Skills

Personal Inventory Assessments: Communication Styles

Choice of CommunicationChannel Richness

Choosing Communication Methods

Information Security

An Ethical Choice: Using Employees in Organizational Social Media Strategy

Persuasive CommunicationAutomatic and Controlled Processing

Barriers to Effective CommunicationFiltering

Selective Perception

Information Overload

Emotions

Language

Silence

Communication Apprehension

Lying

Cultural FactorsCultural Barriers

Cultural Context

A Cultural Guide

Summary


Point/Counterpoint: We Should Use Employees Social Media Presence


Experiential Exercise: Choosing the Right Modes of Communication

Ethical Dilemma: BYOD

Case Incident 1: Do Men and Women Speak the Same Language?

Case Incident 2: An Underwater Meeting

13. Leadership

Table of Contents

Trait Theories

Behavioral Theories

Career OBjectives: How can I get my Boss to be a Better Leader?Summary of Trait Theories and Behavioral Theories

Contingency TheoriesThe Fiedler Model

The Fiedler Model

Situational Leadership Theory

PathGoal Theory

LeaderParticipation Model

Contemporary Theories of LeadershipLeaderMember Exchange (LMX) Theory

Charismatic Leadership

Transactional and Transformational Leadership

Myth or Science? Top Leaders Feel the Most Stress

Personal Inventory Assessments: Ethical Leadership Assessment

Responsible LeadershipAuthentic Leadership

Ethical Leadership

An Ethical Choice: Holding Leaders Ethically AccountableAbusive Supervision

Servant Leadership

Positive LeadershipTrust

Mentoring

Challenges to Our Understanding of LeadershipLeadership as an Attribution

Substitutes for and Neutralizers of Leadership

Selecting Leaders

Training Leaders

Summary


Point/Counterpoint: CEOs Start Early


Experiential Exercise: Whats in a Leader?

Ethical Dilemma: Innocent, but What about Trust?

Case Incident 1: Sharing Is Performing

Case Incident 2: Leadership by Algorithm

14. Foundations of Organization Structure

Table of Contents

What Is Organizational Structure?Work Specialization

Departmentalization

Chain of Command

Span of Control

Centralization and Decentralization

Formalization

Boundary Spanning

Common Organizational Frameworks and StructuresThe Simple Structure

The Bureaucracy

The Matrix Structure

Alternate Design OptionsThe Virtual Structure

The Team Structure

Career OBjectives: What Structure should I Choose?

An Ethical Choice: Flexible Structures, Deskless WorkplacesThe Circular Structure

Personal Inventory Assessments: Organizational Structure Assessment

The Leaner Organization: Downsizing

Why Do Structures Differ?Organizational Strategies

Organization Size

Technology

Environment

Institutions

Organizational Designs and Employee Behavior

Myth or Science? Employees Can Work Just as Well from Home

Summary


Point/Counterpoint: Open-Air Offices Inspire Creativity and Enhance Productivity


Experiential Exercise: The Sandwich Shop

Ethical Dilemma: Postmillennium Tensions in the Flexible Organization

Case Incident 1: Kuuki: Reading the Atmosphere

Case Incident 2: Turbulence on United Airlines

15. Organizational CultureWhat Is Organizational Culture?

A Definition of Organizational Culture

Culture Is a Descriptive Term

Table of Contents

Do Organizations Have Uniform Cultures?

Myth or Science? An Organizations Culture Is ForeverStrong versus Weak Cultures

What Do Cultures Do?The Functions of Culture

Culture Creates Climate

The Ethical Dimension of Culture

Culture and Sustainability

Culture and Innovation

Culture as an Asset

Culture as a Liability

Creating and Sustaining CultureHow a Culture Begins

Keeping a Culture Alive

Summary: How Organizational Cultures Form

How Employees Learn CultureStories

Rituals

Symbols

An Ethical Choice: A Culture of CompassionLanguage

Influencing an Organizational CultureDeveloping an Ethical Culture

Developing a Positive Culture

A Spiritual Culture

Career OBjectives: How do I Learn to Lead?

The Global Context

Summary


Personal Inventory Assessments: Comfort with Change Scale

Point/Counterpoint: Organizational Culture Can Be Measured


Experiential Exercise: Creating a Green Culture

Ethical Dilemma: Culture of Deceit

Case Incident 1: Culture of Fear

Case Incident 2: Active Cultures

16. Human Resources Policies and PracticesRecruitment Practices

Selection Practices

Table of Contents

How the Selection Process Works

Initial Selection

Substantive and Contingent SelectionWritten Tests

Performance-Simulation Tests

Interviews

Contingent Selection Tests

Training and Development ProgramsTypes of Training

Training Methods

Evaluating Effectiveness

Performance EvaluationWhat Is Performance?

Purposes of Performance Evaluation

What Do We Evaluate?

Who Should Do the Evaluating?

Methods of Performance Evaluation

Improving Performance Evaluations

Providing Performance Feedback

Career OBjectives: How do I fire Someone?International Variations in Performance Appraisal

The Leadership Role of Human Resources (HR)Communicating HR Practices

Designing and Administering Benefits Programs

Drafting and Enforcing Employment Policies

An Ethical Choice: HIV/AIDS and the Multinational OrganizationManaging WorkLife Conflicts

Myth or Science? The 24-Hour Workplace Is HarmfulMediations, Terminations, and Layoffs

Summary


Personal Inventory Assessments: Positive Practices Survey

Point/Counterpoint: Employers Should Check Applicants Criminal Backgrounds


Experiential Exercise: Responding to Employees Requests of Flexibility

Ethical Dilemma: Should I Pay the Staff More and Reduce Companys Profit?

Case Incident 1: Getting a Foot in the Door?

Case Incident 2: Indentured Doctors

17. Organizational Change and Stress ManagementChange

Table of Contents

Forces for Change

Planned Change

Resistance to ChangeOvercoming Resistance to Change

The Politics of Change

Approaches to Managing Organizational ChangeLewins Three-Step Model of the Change Process

Kotters Eight-Step Plan

Action Research

Organizational Development

Creating a Culture for ChangeManaging Paradox

Stimulating a Culture of Innovation

Creating a Learning Organization

Organizational Change and Stress

Stress at WorkWhat Is Stress?

Potential Sources of Stress at Work

Career OBjectives: How can I bring my Teams Overall Stress Level Down?Individual Differences

Cultural Differences

Consequences of Stress at Work

Myth or Science? When Youre Working Hard, Sleep Is Optional

Managing StressIndividual Approaches

Organizational Approaches

An Ethical Choice: Manager and Employee Stress during Organizational Change

Summary


Personal Inventory Assessments: Tolerance of Ambiguity Scale

Point/Counterpoint: Companies Should Encourage Stress Reduction


Experiential Exercise: Making Employees Less Resistant to Change

Ethical Dilemma: The Fear of Redundancy and Ceasing Operations

Case Incident 1: Sprucing Up Walmart

Case Incident 2: Sweat the Stress

18. Conflict and NegotiationA Definition of Conflict

Types of Conflict

Table of Contents

Loci of Conflict

The Conflict ProcessStage I: Potential Opposition or Incompatibility

Stage II: Cognition and Personalization

Stage III: Intentions

Stage IV: Behavior

Stage V: Outcomes

Personal Inventory Assessments: Strategies for Handling Conflict

NegotiationBargaining Strategies

Myth or Science? Teams Negotiate Better Than Individuals in CollectivisticCultures

The Negotiation Process

Individual Differences in Negotiation Effectiveness

Career OBjectives: How can I get a Better Job?

An Ethical Choice: Using Empathy to Negotiate More Ethically

Negotiating in a Social ContextReputation

Relationships

Third-Party Negotiations

Summary


Point/Counterpoint: Nonunion Positions and the Gig Economy Are Bad for Workers


Experiential Exercise: A Negotiation Role Play

Ethical Dilemma: The Case of the Overly Assertive Employee

Case Incident 1: Disorderly Conduct

Case Incident 2: Rubber Rooms and Collective Bargaining

Appendix: Research in Organizational Behavior

Comprehensive Cases

Glossary

Name Index

Organization Index

Subject Index

Back Cover

Documents

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