Principles of organizational behavior : the handbook of evidence-based management

Principles of organizational behavior the handbook of evidence-based management

Bibliographic Details
Other Authors: Pearce, Craig L., editor (editor), Locke, Edwin A., editor
Format: eBook
Language:Inglés
Published: Hoboken, NJ : John Wiley & Sons 2023.
Edition:Third edition
Subjects:
Organizational behavior.
See on Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009752738706719
Table of Contents:
  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Preface
  • Acknowledgments
  • Introduction
  • Teaching
  • Management
  • Notes Regarding the Third Edition
  • References
  • Chapter 1 Select on Intelligence
  • Co-author's Note
  • What Is Intelligence?
  • Higher Intelligence Leads to Better Job Performance
  • Why Does Higher Intelligence Lead to Better Job Performance?
  • What Is Required to Make This Principle Work?
  • Are There Moderators or Exceptions to This Principle?
  • Is Intelligence More Valid for More Complex Jobs?
  • Can Job Experience Replace the Role of Intelligence?
  • Can Intelligence Predict Nontask Performance?
  • Five Common Questions About Implementing an Intelligence-Based Hiring System
  • Can an Applicant Be Too Intelligent for a Job?
  • Is Intelligence All That Matters?
  • Does the Use of GMA Tests Have Any Adverse Impact?
  • How Do Job Applicants React to the Use of GMA Tests?
  • Economically, Is a GMA-Based Hiring System Really Worth the Effort?
  • Case Examples
  • The Philip Morris Plant in Cabarrus County, North Carolina
  • US Steel Plant at Fairless Hill, PA
  • References
  • Exercises
  • Hiring Office Workers
  • Educating the CEO
  • Discussion Questions
  • Chapter 2 Select on Conscientiousness and Emotional Stability
  • Select on Conscientiousness and Emotional Stability
  • Conscientiousness and Emotional Stability Predict Broad and Diverse Outcomes
  • Overall Job Performance
  • Counterproductive Work Behavior
  • Organizational Citizenship
  • Teamwork and Collective Effort
  • Attitudes - Job Satisfaction and Organizational Commitment
  • Withdrawal Behaviors
  • How Do Conscientiousness and Emotional Stability Affect Job Performance?
  • Are There Exceptions to the General Principle?
  • Subprinciple: Other Traits Predict Performance in Particular Jobs
  • Are There Legal Issues in Implementing These Principles?.
  • Best Practices for Implementation
  • Case Examples
  • 1. Relationship of Conscientiousness and Emotional Stability to Career Success
  • 2. Conscientiousness and Emotional Stability and Astronauts Going to Mars
  • References
  • Exercises
  • Discussion Questions
  • Chapter 3 Structure Interviews to Recruit and Hire the Best People
  • Decision-Making Research
  • Decision-Making in Interviews
  • Interviewers' Decisions
  • Applicant's Decisions
  • Structured Interviews
  • Improving Decision-Making by Increasing Interview Structure
  • Subprinciple 1: Identify the primary goals for the interview: recruitment, selection, or a combined focus.
  • Subprinciple 2: Develop a set of questions - based on job analysis - that ask about applicants' capacity to perform the job.
  • Formats
  • Subprinciple 3: Develop a set of scoring criteria for evaluating applicants' answers.
  • Subprinciple 4: When interviewing, ask all applicants the same questions in the same order.
  • Subprinciple 5: Ask interviewers to take brief notes on each applicant and to review their notes before rating applicants.
  • Subprinciple 6: Select or train interviewers to build rapport with applicants.
  • Subprinciple 7: If interviews receive preinterview information about applicants, make sure that it is valid.
  • Subprinciple 8: Ask applicants about their decision process and criteria, and share realistic information tailored to those processes and criteria.
  • Subprinciple 9: If it is not possible to structure interviews, then arrange for three to four independent interviewers to meet with each applicant.
  • Case Examples
  • Untrained Interview Case
  • Past Behavior Description-Based Interview Case
  • Untrained Recruitments Interview Case
  • References
  • Exercises
  • Interviewing Applicants Exercise
  • Evaluating Applicant Answers Exercise
  • Video Analysis and Discussion.
  • Discussion Questions
  • Chapter 4 Attain Emotional Control by Understanding What Emotions Are
  • What Emotions Are
  • The causal sequence
  • A mood is an enduring emotional state
  • Multiple emotions
  • Secondary appraisal
  • Emotions and action
  • Emotions and reason
  • Consequences of emotion at work
  • Changing an emotion
  • Emotions and life
  • Moderators
  • Achieving Emotional Control
  • Auxiliary Issues in Emotion
  • Is there such a thing as Emotional Intelligence (EI)?
  • Emotional experience versus emotional expression
  • The effect of the manager on the mood of the office
  • Should you fake emotions?
  • What about customer service personnel?
  • Burnout
  • Defensiveness
  • Is the Core Role of the Leader Emotional or Rational?
  • One's job and careers as a source of life happiness
  • References
  • Exercises
  • Personal
  • Group
  • Discussion Questions
  • Chapter 5 Motivate Employee Performance Through Goal Setting
  • Main Principle
  • Subprinciples
  • Set Challenging Specific Goals
  • Mediators
  • MODERATORS
  • Provide Feedback in Relation to Goals
  • Gain Goal Commitment
  • Provide Resources Needed to Attain the Goal
  • Learning Versus Performance Goals
  • Environmental Uncertainty
  • Stretch Goals
  • Use the High Performance Cycle
  • Issues in Implementation
  • For What Should Goals Be Set?
  • Who Should Set the Goals?
  • Training Self-Regulation
  • Case Examples
  • Positive: The University of Washington
  • Negative: The Potential Downside of Goal Setting
  • Goals Set in the Subconscious
  • Future Research
  • Conclusion
  • References
  • Exercises
  • Exercise #1
  • Exercise #2
  • Exercise #3
  • Discussion Questions
  • Appendix: Guidelines for Effective Goal Setting in Organizations
  • Focus
  • Types of Goals
  • Prioritization
  • Goals, Difficulty, and Effort
  • Stretch (Very Hard or Impossible) Goals as an Exception
  • Goals and Time.
  • Knowledge and Skill
  • Feedback
  • Gaining Commitment to Goals
  • Who Sets the Goals?
  • How to Prevent Cheating
  • Goals and Pay
  • Goals and Job Satisfaction
  • Goals and Teams
  • Goals and Bullying
  • Recent Discoveries
  • Writing About Goals and Values
  • Subconscious Priming of Goals
  • Chapter 6 Cultivate Self-Efficacy for Personal and Organizational Effectiveness
  • Editors' Note
  • Core Functional Properties of Perceived Self-Efficacy
  • Diverse Organizational Impact of Perceived Self-Efficacy
  • Principles Governing the Development of Personal and Collective Efficacy
  • Enablement Through Guided Mastery
  • Cultivation of Self-Regulatory Competencies
  • Conclusion
  • References
  • Exercises
  • 1. Personal Self-Efficacy Building
  • 2. Building Team Efficacy
  • Chapter 7 Pay for Performance
  • What Is Required to Make the Principle Work?
  • Define Performance
  • Communicate
  • Ensure Competence
  • Make Pay Systems Commensurate with Employees' Values
  • Use Nonfinancial Motivators Too
  • Use Money in Conjunction with Intrinsic Motivation
  • Promote a Culture of Honesty and Integrity
  • Target the Appropriate Organizational Level
  • Make Pay Commensurate with the Level of Risk Employees Are Required to Bear
  • Possible Exceptions to the Principle of Paying for Performance
  • When Employees Are Learning
  • When the Employer Can Monitor
  • When Other Motivators Are Sufficient or Compensatory
  • When the Company Is Unionized
  • Case Examples
  • 1. Paying for Individual Performance
  • Wells Fargo
  • 2. Paying for Team Performance
  • Children's Hospital of Boston
  • 3. Paying for Organizational Performance
  • Handelsbanken
  • References
  • Exercises
  • Analyzing the Pay System at Your Job
  • Discussion Questions
  • Chapter 8 Promote Job Satisfaction Through Mental Challenge
  • Job Characteristics Model
  • Measurement of Job Characteristics.
  • Research Support
  • How to Increase Mental Challenge in Jobs
  • Criticisms and Limitations
  • Measurement of Job Characteristics
  • Motivational Versus Mechanistic Work Design Approaches
  • Moderators
  • Employees with Low Growth Need Strength
  • Employees Who Value Other Job Attributes
  • Personality
  • Other Moderators
  • Case Examples
  • 1. Job Redesign at Volvo's Manufacturing Plants
  • 2. A Case of Resolving Boredom at Work in the Catering Sector
  • References
  • Exercises
  • 1. Identifying Factors Related to Job Satisfaction
  • 2. Redesigning Jobs to Increase Mental Challenge
  • Discussion Questions
  • Chapter 9 Follow the Science to Make Training Work
  • Analyze Training Needs
  • Execute Due Diligence
  • Define Performance Requirements
  • Define Cognitive and Affective States
  • Define Knowledge, Skills, and Abilities (KSA) Attributes
  • Delineate Learning Objectives
  • Develop Training Content
  • Design Learning Architecture
  • Forge Instructional Experiences
  • Develop Assessment Tools
  • Deploy Training
  • Set the Stage for Learning
  • Deliver the Blended Learning Solution
  • Support Transfer and Maintenance
  • Evaluate Training
  • Execute Evaluation Planning
  • Gauge Trainee and Team Learning
  • Gauge Organizational Impact
  • Case Examples
  • 1. A Success: The Aviation Experience
  • 2. A Failure: Training the Sales Force
  • Acknowledgments
  • References
  • Exercises
  • 1. Training Planning
  • 2. Training Evaluation
  • Discussion Questions
  • Training Media Resources
  • Chapter 10 Embed Performance Appraisals into Broader Performance or Management Systems
  • Components of a Performance Appraisal
  • Individual Objectives Attainment
  • Behavior-Based Appraisal
  • Personal Development Plan
  • Summary
  • How to Improve Individual and Organizational Performance
  • Goal Setting
  • Leader as Coach
  • Multisource Feedback
  • Training
  • Summary.
  • Case Examples.

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