Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence–Based Management

There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non–technical terms, e.g., without a lot of statistics, and almost all did so.
The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence–based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle).
This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.


Spis treści:
Contributors and Editor
Preface by Denise Rousseau
Editor’s Introduction
PART I SELECTION
1 Select on Intelligence
Frank L. Schmidt
2 Select on Conscientiousness and Emotional Stability
Murray R. Barrick and Michael K. Mount
3 Structure Interviews to Recruit and Hire the Best People
Cynthia Kay Stevens
PART II TRAINING AND PERFORMANCE APPRAISAL
4 Design Training Systematically and Follow the Science of Training
Eduardo Salas and Kevin C. Stagl
5 Conduct Performance Appraisals to Improve Individual and Firm Performance
Maria Rotundo
PART III TURNOVER AND SATISFACTION
6 Promote Job Satisfaction through Mental Challenge
Timothy A. Judge and Ryan Klinger
7 Control Voluntary Turnover by Understanding its Causes
Marion B. Eberly, Brooks C. Holtom, Thomas W. Lee, and Terence R. Mitchell
PART IV MOTIVATION
8 Attain Emotional Control by Understanding What Emotions Are
Edwin A. Locke
9 Motivate Employee Performance through Goal Setting
Gary P. Latham
10 Cultivate Self–efficacy for Personal and Organizational Effectiveness
Albert Bandura
11 Using Empowerment to Motivate People to Engage in Effective Self– and Shared Leadership
Jay A. Conger and Craig L. Pearce
12 Pay for Performance
Cathy C. Durham and Kathryn M. Bartol
13 Provide Recognition for Performance Improvement
Fred Luthans and Alexander D. Stajkovic
14 Promote Procedural and Interactional Justice to Enhance Individual and Organizational Outcomes
Jerald Greenberg
PART V TEAM DYNAMICS
15 Foster Team Effectiveness by Fulfilling Key Leadership Functions
J. Richard Hackman and Ruth Wageman
16 Compose Teams to Assure Successful Boundary Activity
Deborah Ancona and David Caldwell
17 Making Group Process Work: Harnessing Collective Intuition, Task Conflict, and Pacing
Gerardo A. Okhuysen and Beth A. Bechky
18 Manage Intra–team Conflict through Collaboration
Laurie R. Weingart and Karen A. Jehn
PART VI LEADERSHIP
19 Use Power Effectively to Influence People
Gary Yukl
20 Lead through Vision and Values
Shelley A. Kirkpatrick
21 Foster Trust through Ability, Benevolence, and Integrity
Jason A. Colquitt and Sabrina C. Salam
PART VII ORGANIZATIONAL PROCESSES
22 Design Structure to Fit Strategy
Lex Donaldson
23 Communicate Successfully by Seeking Balance
Deborah A. Cai and Edward L. Fink
24 Use Participation to Share Information and Distribute Knowledge
John A. Wagner III
25 Broaden the Decision Frame to Make Effective Decisions
Richard P. Larrick
26 Stimulate Creativity by Fueling Passion
Teresa M. Amabile and Colin M. Fisher
27 Manage Stress at Work through Preventive and Proactive Coping
Tabea Reuter and Ralf Schwarzer
28 Manage Conflict through Negotiation and Mediation
M. Susan Taylor and Ashley Fielbig
29 Sustain Organizational Performance through Continuous Learning, Change and Realignment
Michael Beer
PART VIII ENTREPRENEURSHIP
30 Gain Entrepreneurship Success through Swiftness and Experimentation
J. Robert Baum
PART IX WORK, FAMILY, TECHNOLOGY, AND CULTURE
31 Achieve Work–Family Balance through Individual and Organizational Strategies
Boris B. Baltes and Malissa A. Clark
32 Use Information Technology for Organizational Change
Maryam Alavi and Youngjin Yoo
33 Make Management Practice Fit National Cultures and the Global Culture
Miriam Erez
Index

Nota biograficzna:
Edwin A. Locke is Dean’s Professor Emeritus of Motivation and Leadership at the Robert H. Smith School of Business at the University of Maryland and was also affiliated with the Department of Psychology. He has published over 280 articles, chapters and books, including (with G. Latham) A Theory of Goal Setting and Task Performance, (with others) The Essence of Leadership, and Prime Movers: The Traits of the Great Wealth Creators.

Okładka tylna:
There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business e xamples of the principle in action. I asked them to write in non–technical terms, e.g., without a lot of statistics, and almost all did so.
The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence–based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle).
This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.