Point/Counterpoint Social Networking Is Good Business 359 Self-Assessment Library How Good Are My Listening Skills? Men experience more stress at work than women" 596 Self-Assessment Library How Stressful Is My Life?
About the Authors
Education
Professional Experience
Other Interests
Tippie College of Business, University of Iowa; Associate Professor (tenured), Department of Human Resource Studies, School of Industrial and Labor Relations, Cornell University; Lecturer at Charles University, Czech Republic and Comenius University, Slovakia; Instructor, Industrial/Organizational Psychology, Department of Psychology, University of Illinois at Urbana-Champaign. In 2007, he received the Professional Practice Award from the Institute of Industrial and Labor Relations, University of Illinois.
Key Changes to the Fifteenth Edition
Long considered the standard for all organizational behavior textbooks, this edition continues the tradition of bringing current, relevant research to life for students. The Fourteenth Edition has been updated to reflect the latest research in the field of organizational behavior while retaining its hallmarks—a clear writing style, cutting-edge content, and engaging pedagogy.
Chapter-by-Chapter Changes
- Chapter 1 : What Is Organizational Behavior?
- Chapter 2 : Diversity in Organizations
- Chapter 3 : Attitudes and Job Satisfaction
- Chapter 4 : Emotions and Moods
- Chapter 5 : Personality and Values
- Chapter 6 : Perception and Individual Decision Making
- Chapter 7 : Motivation Concepts
- Chapter 8 : Motivation: From Concepts to Applications
- Chapter 9 : Foundations of Group Behavior
- Chapter 10 : Understanding Work Teams
- Chapter 11 : Communication
- Chapter 12 : Leadership
- Chapter 13 : Power and Politics
- Chapter 14 : Conflict and Negotiation
- Chapter 15 : Foundations of Organization Structure
- Chapter 16 : Organizational Culture
- Chapter 17 : Human Resource Policies and Practices
- Chapter 18 : Organizational Change and Stress Management
New Ethical Choice (Schadenfreude) • New Case Incident (Is it okay to cry at work?). New Ethical Choice (using empathy to negotiate more ethically) • New Case Event (Pick your battles).
Teaching and Learning Support
Instructor’s Resource Center
Videos on DVD
Learning Management Systems
CourseSmart eTextbooks Online
Pearson’s Self-Assessment Library (S.A.L.)
Highlights
Acknowledgments
Organizational Behavior
THE NEW NORMAL?
LEARNING OBJECTIVES
The story also highlights several issues of interest to organizational behavior researchers, including motivation, emotions, personality and communication. In a sense, you are already adept at seeing some of the key themes in organizational behavior.
Management Functions
Management Roles
Manager Responsible for motivating and directing employees Liaison Maintains a network of external contacts who provide services. Resource Allocator. Accepts or approves important organizational decisions. Negotiator. Responsible for representing the organization at the main.
Management Skills
Effective versus Successful Managerial Activities
Among effective leaders (defined in terms of the quantity and quality of their performance and employee satisfaction and engagement), communication made the greatest relative contribution and networking the least. Successful leaders place almost the opposite emphasis on traditional leadership, communication, people management and networking that effective leaders do.
A Review of the Manager’s Job
Organizational behavior (often abbreviated OB) is a field of study that investigates the influence that individuals, groups, and structure have on behavior within organizations, with the goal of using this knowledge to improve organizational performance. Organizational behavior is a field of study, which means that it is a separate professional field with shared knowledge.
Psychology
Social Psychology
Sociology
Anthropology
Not everyone is motivated by money, and people may behave differently at a religious service than at a party. The typical worker is aging; more women and people of color are in the workplace; The downsizing of corporations and the heavy use of temporary workers are severing the bonds of loyalty that bound many workers to their employers.
Responding to Economic Pressures
However, when times are bad, managers are on the front lines with employees who have to be laid off, who are asked to make do with less and who worry about their future. The difference between good and bad management can be the difference between profit and loss or, ultimately, between survival and failure.
Responding to Globalization
These types of declines are unprecedented,” said Patrick Farrell, Enterprise's vice president of Corporate Responsibility. Managing employees well in difficult times is just as difficult as in good times, if not even more difficult.
Working in Good Times—and Bad
Gentex Corp, a Michigan-based auto parts supplier, had never had a layoff in its 34-year history – until 2008-2009.
OB Poll
Working with people from different cultures Even in your own country, you will work with bosses, peers and other employees who were born and raised in different cultures. In the global economy, jobs tend to move from developed countries to countries where lower labor costs give companies a comparative advantage.
Managing Workforce Diversity
Improving Customer Service
16 At Patagonia—a retail outfitter for climbers, mountain bikers, skiers and boarders and other outdoor fanatics—customer service is the store manager's most important overall responsibility: “Instill in your employees the meaning and importance of customer service as described in the retail philosophy, 'Our store is a place, where the word "no" does not exist'; empower staff to 'use their best judgement' in all customer service matters." 17 OB can help managers at Patagonia achieve this goal and, more generally, can help improve an organization's performance by showing managers how employee attitudes and behaviors are associated with customer satisfaction OB can provide significant guidance in helping managers create such cultures—where employees are friendly and courteous, accessible, knowledgeable, quick to respond to customer needs, and willing to do what is necessary to satisfy the customer.
Improving People Skills
For example, you'll learn ways to design motivational work, techniques to improve your listening skills, and how to create more effective teams.
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work–Life Conflicts
Recent surveys show that employees want a job that offers them flexibility in their work schedules so they can better manage work-life conflict. As you will see in later chapters, the field of OB offers a number of suggestions to guide managers in designing workplaces and jobs that can help employees manage work-life conflict.
Creating a Positive Work Environment
22 Most students and college students say that achieving work-life balance is a primary career goal; they want "life". Organizations that do not help their people achieve work-life balance will find it increasingly difficult to attract and retain the most capable and motivated employees.
Improving Ethical Behavior
Employees are increasingly aware that work interferes with their personal lives, and they are not happy about it. They offer seminars, workshops and other training programs to try to improve ethical behavior.
An Overview
The result will be the “coming attractions” of the topics in the rest of this book. Apple's first responder suggested the problem lay in the way customers hold the phones.
Inputs
However, not recognizing and learning from failures can be the most dangerous failure of all, because it means the problem is likely to recur. But we can do a better job of admitting our mistakes and learning from them when they happen.
Processes
Outcomes
Task Performance The combination of effectiveness and efficiency in performing your primary job tasks is a reflection of your level of task performance. The level of performance of their duties is related to their job duties and how effectively and efficiently they perform them.
POINT COUNTERPOINT
QUESTIONS FOR REVIEW
Instead of the traditional "one-size-fits-all benefits package," the company is earmarking an additional 25 percent of each employee's annual salary to be used for discretionary benefits. What do you think will be the likely impact of the increase in temporary employment relationships on employee attitudes and behaviours?
ENDNOTES
Luthans, “Positive Organizational Behavior in the Workplace: The Influence of Hope, Optimism, and Resilience,” Journal of Management 33, no. Cochran, "Corporate Ethics Practices in the Mid-1990s: An Empirical Study of the Fortune 1000," Journal of Business Ethics (February 1999), p.
THE RISE AND FALL OF ERIN CALLAN
In this chapter, we look at how organizations work to maximize the potential contributions of a diverse workforce. But first, check out the following self-assessment library where you can assess your views on one of the characteristics we will discuss in this chapter: age.
Demographic Characteristics of the U.S. Workforce
Levels of Diversity
Discrimination
The company believes that older workers have a strong work ethic, many skills and job knowledge that they can share with younger co-workers. 11 Other reviews of the research find that age and job performance are not related and that older workers are more likely to practice citizenship behavior.
Sexual Harassment Claims by Men
Race and Ethnicity
Disability
On the one hand, a review of the evidence suggests that workers with disabilities receive higher performance evaluations. However, this same review found that despite their higher performance, people with disabilities tend to meet lower performance expectations and are less likely to be employed.
Other Biographical Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity
Religious people may also feel that they have an obligation to express their faith in the workplace, and those who do not share these beliefs may object. The firm believes these policies give it an edge in the ever-competitive market for engineers and scientists.
Intellectual Abilities
Goh, "State Carnivals and the Subsidy of Multi-culturalism in Singapore," The British Journal of Sociology pp. Rather, they add Wonderlic for its ability to provide valid data on applicants' intelligence levels.
Physical Abilities
And because it's able to provide valuable information cheaply ($5 to $10/applicant), more companies are using Wonderlic in their hiring decisions.
The Role of Disabilities
Attracting, Selecting, Developing, and Retaining Diverse Employees
69 Whites sold about the same amount whether or not there was a positive diversity climate, but African Americans and Hispanics sold much more when there was. One very large-scale study showed that a positive diversity climate was related to higher organizational commitment and lower turnover intentions among African American, Hispanic, and White managers.
Diversity in Groups
Effective Diversity Programs
Feldman, "The Relation of Age to Ten Dimensions of Job Performance", Journal of Applied Psychology pp. Validity of aptitude for different occupations in the European Community, Journal of Applied Psychology (December 2003), p.
WHAT DOES SAS STAND FOR?
Use the following self-assessment library to determine your satisfaction level with your current or past jobs. In the Self-Assessment Library (available on CD or online), complete assessment I.B.3 (How satisfied am I with my job?) and then answer the following questions.
What Are the Main Components of Attitudes?
If you are not currently employed, answer the questions about your most recent employment. The employee's relationship with the supervisor is shown as follows: the employee felt that he deserved a promotion (cognition), strongly disliked the supervisor (affect), and was looking for another job (behavior).
Does Behavior Always Follow from Attitudes?
A third factor is the rewards of dissonance; high rewards associated with high dissonance tend to reduce the tension inherent in the dissonance. Inconsistencies between attitudes and behavior tend to occur when social pressures to behave in certain ways are exceptionally strong, as in most organizations.
What Are the Major Job Attitudes?
One possible reason for differences in work-life balance between countries is differences in family structure and functioning. Ling, "Towards culture-sensitive theories of the work-family interface", Journal of Organizational Behavior pp.
Measuring Job Satisfaction
What Are the Main Causes of Job Dissatisfaction?
How Satisfied Are People in Their Jobs?
Note: Scores represent average job satisfaction levels in each country as rated on a scale from 1 ⫽ very dissatisfied to 10 ⫽ very satisfied.
What Causes Job Satisfaction?
Those with core negative self-esteem set less ambitious goals and are more likely to give up when faced with difficulties. Thus, they are more likely to be stuck in boring and repetitive jobs than those with fundamentally positive self-esteem.
The Impact of Satisfied and Dissatisfied Employees on the Workplace
Bonett, "The Moderating Effects of Employee Tenure on the Relation Between Organisational Commitment and Job Performance: A Meta-Analysis," Journal of Applied Psychology (december 2002), s. Boswell, "The Role of Employee Loyalty and Formality in Voicing Discontent, ” Journal of Applied Psychology (december 2002), s.
LOVE AT WORK: TABOO NO MORE?
Some of these differences – that emotions are more likely to be caused by a specific event, and that emotions are more volatile than moods – we have just discussed. Finally, the exhibition shows that emotions and moods are closely linked and can influence each other.
The Basic Emotions
The Basic Moods: Positive and Negative Affect
So we can think of positive affect as a dimension of mood that consists of positive emotions such as excitement, self-assurance, and joy at the highest level and boredom, listlessness, and exhaustion at the bottom. A team of authors argues that displaying emotions such as sadness to the point of tears is so toxic to a career that we should leave the room rather than allow others to witness it.
Sources of Emotions and Moods
- An emotional episode is actually a series of emotional experiences, precipitated by a single event and containing elements of both emotions
- Current emotions influence job satisfaction at any given time, along with the history of emotions surrounding the event
- Because moods and emotions fluctuate over time, their effect on performance also fluctuates
- Emotion-driven behaviors are typically short in duration and of high variability
- Because emotions, even positive ones, tend to be incompatible with behaviors required to do a job, they typically have a negative influence on
Day of the week and time of day Are people in their best mood at the weekend? Source: "Our mood is affected by the day of the week" from Mood and Temperament, D.
The Case for EI
EI is biologically based In one study, people with damage to the area of the brain that controls emotional processing (part of the prefrontal cortex) did not score lower on standard measures of intelligence than people without similar damage. This study suggests that EI is neurologically based in a way that is unrelated to standard measures of intelligence.
The Case Against EI
74 Finally, a review of studies showed that, overall, EI was weakly but consistently related to job performance, even after researchers took cognitive ability, conscientiousness, and neuroticism into account. 76 There is also evidence that EI is genetically influenced, further supporting the idea that it measures a real underlying biological factor.
Emotion Regulation
Selection
Decision Making
Creativity
Rather than looking at positive or negative affect, it is possible to conceptualize moods as active feelings such as anger, fear, or elation and contrast these with deactivating moods such as sadness, depression, or serenity. All activating moods, both positive and negative, seem to lead to more creativity, while deactivating moods lead to less.
Motivation
Leadership
Negotiation
109 It appears that a powerful, better-informed individual will be less willing to share information or meet an angry opponent halfway. Individuals who do poorly in a negotiation experience negative emotions, develop negative perceptions of their counterpart, and are less willing to share information or be cooperative in future negotiations.
Customer Service
110 Interestingly, while moods and emotions have advantages at work, emotions can impair the negotiator's performance in negotiations – unless we put up a false front like feigning anger. A 2005 study found that people who suffered damage to the emotional centers of their brain (the same part injured in Phineas Gage) can be the best negotiators because they are less likely to overcorrect when faced with negative results.
Job Attitudes
Deviant Workplace Behaviors
Safety and Injury at Work
For example, when an employee feels unfairly treated by a customer, it is more difficult for him to display the positive emotions that his organization expects from him. As one review noted, "it seems almost inherent in social being." If we expect ourselves to never feel sorry for a co-worker, that is a standard we will not live up to.
How Managers Can Influence Moods
Smith, »The Confounded Nature of Angry Men and Happy Women,« Journal of Personality and Social Psychology str. Manstead, »The Interpersonal Effects of Anger and Happiness in Negotiations,« Journal of Personality and Social Psychology 86, št.
CHANGING OF THE GUARD IN JAPAN
IS IT THE ECONOMY, OR THE VALUES?
In the last half, we look at how values shape many of our work-related behaviors. In the Self-Assessment Library (available on CD or online), take assessment IV.A.1 (Am I a narcissist?) and answer the following questions.
What Is Personality?
Determinants of Personality An early debate in personality research centered on whether a person's personality was a result of heredity or environment. The heredity approach claims that the ultimate explanation of an individual's personality is the molecular structure of the genes located in the chromosomes.
The Myers-Briggs Type Indicator
Children get smarter as they get older, so almost everyone is smarter at 20 than at 10. Still, if Madison is smarter than Blake at 10, she'll probably be smarter at 20.
The Big Five Personality Model
This is probably true because people who score high are more likely to be positive and optimistic and experience fewer negative emotions. 21 A disadvantage is that extroverts are more impulsive than introverts; they are more likely to be absent from work and engage in risky behaviors such as unprotected sex, drinking, and other impulsive or sensation-seeking acts.
Other Personality Traits Relevant to OB
Interestingly, risk appetite—the propensity to take risks and accept risks—was not associated with entrepreneurial performance. Having discussed personality traits—the enduring characteristics that describe a person's behavior—we now turn to values.
The Importance of Values
Some might argue that capital punishment is right because it is a fitting retribution for crimes like murder and treason. When we rank an individual's values in terms of their intensity, we obtain that person's value system.
Terminal versus Instrumental Values
The other set, called instrumental values, refers to preferred modes of behavior, or means, to achieve the end values. Some examples of end values in the Rokeach Value Survey are: prosperity and economic success, freedom, health and well-being, world peace, social recognition and meaning in life.
Generational Values
Biological anthropologist Helen Fisher notes that despite the importance of biology, "the environment always shapes your biology." Someone who is not particularly open to experience may feel comfortable with new work tasks if they are properly defined, and someone who is not very conscientious may show organization and care if appropriate environmental support such as checklists and setting formalized goals are in place. This concern has been expanded to include how well the individual's personality and values match the organization.
Person–Job Fit
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright by Psychological Assessment Resources, Inc. One study found that individuals had a greater openness to experience because children were more likely to take a job that was highly ranked. investigative and artistic dimensions as adults, and those with higher conscientiousness as children were more likely to work in conventional jobs as adults.
Person–Organization Fit
Salgado, “The Five-Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology 82, no. Fleenor, "Personality and Organizations: A Test of the Homogeneity of Personality Hypothesis," Journal of Applied Psychology 83, no.
DO MACHINES MAKE BETTER DECISIONS?
