Handbook of Principles of Organizational Behavior - Soltanieh ...

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640 INDEX Goldberg, S. J. 518 Golden Banana award, Hewlett Packard 247 Gooding, R. Z. 446–7 Google 559–60 gossip 435 Gottman, John 475 GPS (Global Positioning systems) 605 Granovetter, M. S. 436 Graphic Rating Scale 90 Greeley Hard Copy 416 Greenberg, Jerald 255–71 group process 309–25, 600–1 see also teams case examples 320–1 collective intuition 309–25 creativity 485 leadership 319–20 milestones 317–19 pacing the process 309–25 task confl ict 309–25 group support system (GSS) 600–1 Groupthink 314 Grove, Andrew 543 Growth Need Strength (GNS) 114–15 GSS (group support system) 600–1 guided skills mastery 186–93 cognitive modeling 191–3 enabling modeling 187 modeling 187, 191–3 perfecting skills 187–9 self-effi cacy 186–93 transfer training 189–91 verbalizing thoughts 191 Hackman, J. R. 109, 275–93 Haire, Mason 163 Handelsbanken 229–30 hardiness 510–11 health issues see also physical state; stress conscientiousness 24–5 emotional stability 24–5 injustice 260–1 insomnia 264–5 self-effi cacy 183 Hewlett-Packard 229, 247, 549–50, 601 hierarchy 408–9, 411, 433 see also Japanese work culture high performance cycle 170–1 hiring employees 8–11, 41–56, 466–8 Hogan Personality Inventory (HPI) 31 Holtom, Brooks C. 123–42 Home Depot recognition program 246 Honest Tea 570 honesty 396 horizontal loading, job satisfaction 112 hospital case example 250 hospital workers, Finland 261 hotel turnover case example 126 House, Robert 620 HPI (Hogan Personality Inventory) 31 HR (human resource) departments 433 human learning theory 5 human resource (HR) departments 433 humor 319–20, 434 Humphrey, S. E. 109–10 IBM 569, 601, 604, 607 ideas generation 482, 484, 487 see also innovation identifi cation, personal 354 identity 622 Ilies, R. 26 impression management 31–2 improvisation 563 incentive plans 217–18 see also recognition independent interviewers 44, 49 independent self 621–2 Indian work culture 624 indirect management 517 individualism 619 industry dynamism 560, 567–8 industry experience 560, 571–2 infl uence 349–65 appeals 358–9, 361 apprising tactics 357, 361 case examples 362–3 coalition tactics 360–2 collaboration 359 consultation 358, 361–2 effectiveness of tactics 361–2 exchange tactics 358–9, 361 ingratiation 359–62 leadership 349–65 legitimating tactics 360–1 participation 445–6 pressure tactics 360–2 proactive tactics 357–61 rational persuasion 357, 361–2
informal recognition 240–5, 247 information control over 353 decision making 470 electronic technology 192–3 formal/informal learning 434–5 group process 310–13 integrity of leaders 396 job-related 85 participation 445–59 power 353 recognition 241–2 self-effi cacy 185–6 teams 283, 335–6, 339 trust 397 informational justice 258 information technology (IT) 595–614 see also technology broadband networks 596 case examples 606–10 communication 596–7, 599–601 competition 602–3 decision making 599–601 digital product components 604–5 emerging technologies 596–8 implementation failure 605–6 industry structuring 602–3 Internet 596–7, 602–4 management support 605–6 miniaturizing resources 596 mobile devices 597 new business models 603–5 operational effi ciency 598–9 organizational change 598–605 trend implications 597–8 wireless technology 597 ingratiation 359–62 injustice see organizational justice innovation see also creativity creativity 482 organizational structure 410, 412–13 self-effi cacy 183 trust 391 inquisitors 521–3 insomnia 264–5 inspiration 358, 370, 374–5 integrated product development (IPD) 338–9 integrity 22–3, 389–404, 437 see also moral values INDEX 641 Intel 601 intellectual capital 137 intelligence 3–17 case examples 11–14 conscientiousness 20, 21, 33–4 creativity 482 defi nitions 3–5 emotional stability 20, 21, 33–4 general mental ability 4–14 GMA-based hiring 6–11 too high for job 8–9 job performance 3–17 meta-analysis 3 range restriction bias 4–5 selecting employees 3–17 interactional justice 257–61 interdependent self 621–2 interests, conflict of 518 Internet 596–7, 602–4 see also emails; technology interpersonal facilitation 21 interpersonal justice 258 interpersonal performance 30 interpersonal practices 618, 624–5 interviews 41–56 applicants answers 46–7, 50–1, 56 decisions 44–5, 48–9 ratings 47 case examples 49–52 evaluations 43–4, 45–7, 56 goal identifi cation 46 interviewer decisions 43–4, 47–9 preinterview information 48 scoring criteria 46–7 structuring 41–56 intra-team confl ict 327–46 intrinsic motivation 481–2, 484–5 introspection 149–52, 154 intuition see collective intuition IPD (integrated product development) 338–9 IP V6 (internet protocol) 597 irrational behavior 525–9 Israeli work culture 626–8 IT see information technology Iverson, Ken 157 Japan management practices 452–3 work culture 616, 619–21, 624, 627–8
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HANDBOOK OF PRINCIPLES OF ORGANIZAT
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This edition first published 2009
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vi CONTENTS PART III TURNOVER AND S
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viii CONTENTS 29 Sustain Organizati
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x CONTRIBUTORS AND EDITOR Beth A. B
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xii CONTRIBUTORS AND EDITOR Edwin A
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Preface The handbook, now in its se
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PREFACE xvii in the field of organi
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PREFACE xix describe important decl
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PREFACE xxi and how they connect to
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PREFACE xxiii Highhouse, S. ( 2008
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xxvi EDITOR ’ S INTRODUCTION “
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xxviii EDITOR ’ S INTRODUCTION
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xxx EDITOR ’ S INTRODUCTION not b
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1 Select on Intelligence FRANK L. S
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SELECT ON INTELLIGENCE sample tests
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SELECT ON INTELLIGENCE Selectivity
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SELECT ON INTELLIGENCE Among people
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SELECT ON INTELLIGENCE Although mos
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SELECT ON INTELLIGENCE The measure
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SELECT ON INTELLIGENCE Hunter, J. E
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SELECT ON INTELLIGENCE EXERCISES Hi
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20 MURRAY R. BARRICK AND MICHAEL K.
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3 Structure Interviews to Recruit a
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STRUCTURE INTERVIEWS TO RECRUIT AND
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Part II TRAINING AND PERFORMANCE AP
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60 E DUARDO S ALAS AND K EVIN C. ST
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62 Table 4.1 (continued ) Training
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66 Table 4.1 (continued) Training p
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86 MARIA ROTUNDO subordinates, or c
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88 MARIA ROTUNDO Utilize multiple s
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90 MARIA ROTUNDO criteria managers
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92 MARIA ROTUNDO Train raters The e
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94 MARIA ROTUNDO Performance apprai
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96 MARIA ROTUNDO circumstances, man
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98 MARIA ROTUNDO More specifically,
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100 MARIA ROTUNDO may take place on
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102 MARIA ROTUNDO Murphy , K. R. ,
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104 MARIA ROTUNDO and delivering th
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6 Promote Job Satisfaction through
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PROMOTE JOB SATISFACTION THROUGH ME
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0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 P
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CONCLUSION PROMOTE JOB SATISFACTION
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124 MARION B. EBERLY, BROOKS C. HOL
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8 Attain Emotional Control by Under
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ATTAIN EMOTIONAL CONTROL BY UNDERST
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162 G ARY P. LATHAM and persistence
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164 G ARY P. LATHAM A downside of s
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166 G ARY P. LATHAM People who have
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168 G ARY P. LATHAM worst enemy. Mi
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170 G ARY P. LATHAM Proximal goals
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172 G ARY P. LATHAM Who should set
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174 G ARY P. LATHAM FUTURE DIRECTIO
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176 G ARY P. LATHAM Latham , G. P.
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178 G ARY P. LATHAM EXERCISES Group
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180 A LBERT B ANDURA Outcome Expect
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182 A LBERT B ANDURA within which t
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184 A LBERT B ANDURA more pervasive
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186 A LBERT B ANDURA Table 10.1 The
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188 A LBERT B ANDURA In the transfo
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190 A LBERT B ANDURA selected for t
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192 A LBERT B ANDURA Gist ( 1989 )
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194 A LBERT B ANDURA explicit (see
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196 A LBERT B ANDURA Bandura , A. (
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198 A LBERT B ANDURA Markman , G. D
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200 A LBERT B ANDURA Building team
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202 JAY A. CONGER AND CRAIG L. PEAR
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218 CATHY C. DURHAM AND KATHRYN M.
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240 FRED LUTHANS AND ALEXANDER D. S
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14 Promote Procedural and Interacti
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PROMOTE PROCEDURAL AND INTERACTIONA
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CONCLUSION PROMOTE PROCEDURAL AND I
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15 Foster Team Effectiveness by Ful
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FOSTER TEAM EFFECTIVENESS BY FULFIL
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296 DEBORAH ANCONA AND DAVID CALDWE
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17 Making Group Process Work: Harne
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MAKING GROUP PROCESS WORK 311 exten
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MAKING GROUP PROCESS WORK 313 such
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MAKING GROUP PROCESS WORK 315 opini
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MAKING GROUP PROCESS WORK 317 of ho
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MAKING GROUP PROCESS WORK 319 Overa
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MAKING GROUP PROCESS WORK 321 vice
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MAKING GROUP PROCESS WORK 323 Harve
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MAKING GROUP PROCESS WORK 325 the l
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328 LAURIE R. WEINGART AND KAREN A.
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19 Use Power Effectively to Infl ue
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USE POWER EFFECTIVELY TO INFLUENCE
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368 SHELLEY A. KIRKPATRICK THE IMPO
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370 SHELLEY A. KIRKPATRICK a vision
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372 SHELLEY A. KIRKPATRICK mechanis
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374 SHELLEY A. KIRKPATRICK IMPLEMEN
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376 SHELLEY A. KIRKPATRICK IMPLEMEN
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378 SHELLEY A. KIRKPATRICK CASE EXA
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380 SHELLEY A. KIRKPATRICK facts bu
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382 SHELLEY A. KIRKPATRICK close fr
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384 SHELLEY A. KIRKPATRICK Bass , B
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386 SHELLEY A. KIRKPATRICK Peikoff
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21 Foster Trust through Ability, Be
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FOSTER TRUST THROUGH ABILITY, BENEV
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Part VII ORGANIZATIONAL PROCESSES
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408 L EX DONALDSON COORDINATION MEC
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410 L EX DONALDSON it relates to sc
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412 L EX DONALDSON has some choice
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414 L EX DONALDSON have a functiona
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416 L EX DONALDSON units are acquir
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418 L EX DONALDSON are distributed
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420 L EX DONALDSON Product division
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422 L EX DONALDSON Child , J. ( 197
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424 L EX DONALDSON Structure: How w
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426 DEBORAH A. CAI AND EDWARD L. FI
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446 J OHN A. W AGNER III PARTICIPAT
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448 J OHN A. W AGNER III on organiz
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450 J OHN A. W AGNER III informatio
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452 J OHN A. W AGNER III attributed
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454 J OHN A. W AGNER III CONCLUSION
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456 J OHN A. W AGNER III Latham , G
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458 J OHN A. W AGNER III Wagner , J
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25 Broaden the Decision Frame to Ma
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BROADEN THE DECISION FRAME TO MAKE
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26 Stimulate Creativity by Fueling
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STIMULATE CREATIVITY BY FUELING PAS
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500 T ABEA R EUTER AND R ALF SCHWAR
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28 Manage Confl ict through Negotia
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MANAGE CONFLICT THROUGH NEGOTIATION
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Cost Condition 1 Condition 2 Condit
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538 MICHAEL BEER environments (Lawr
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540 MICHAEL BEER People FIGURE 29.1
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542 MICHAEL BEER resource practices
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544 MICHAEL BEER need for change. U
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546 MICHAEL BEER Eisenstat and I (B
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548 MICHAEL BEER In the Electronic
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550 MICHAEL BEER problems and its p
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552 MICHAEL BEER restructuring, cos
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554 MICHAEL BEER Beer , M., and Noh
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Part VIII ENTREPRENEURSHIP
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560 J. ROBERT BAUM threading of the
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562 J. ROBERT BAUM measurable and w
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564 J. ROBERT BAUM The entire set o
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566 J. ROBERT BAUM Sam Walton faile
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568 J. ROBERT BAUM creates competit
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570 J. ROBERT BAUM I address the va
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572 J. ROBERT BAUM rewards. Incenti
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574 J. ROBERT BAUM region, and a bu
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576 J. ROBERT BAUM Baum , J. R. , L
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578 J. ROBERT BAUM Stevenson , H. H
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31 Achieve Work - Family Balance th
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ACHIEVE WORK - FAMILY BALANCE 583 f
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ACHIEVE WORK - FAMILY BALANCE 585 i
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ACHIEVE WORK - FAMILY BALANCE 587 L
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Page 627 and 628: 32 Use Information Technology for O
Page 629 and 630: USE INFORMATION TECHNOLOGY FOR ORGA
Page 647 and 648: 33 Make Management Practice Fit Nat
Page 649 and 650: MAKE MANAGEMENT PRACTICE FIT NATION
Page 665 and 666: 360 degree feedback systems 88-9 10
Page 667 and 668: cultivating helpful conditions 330-
Page 669 and 670: decision support system (DSS) 599-6
Page 671: organizational change 544 perfectin
Page 675 and 676: communication 434-5 formal/informal
Page 677 and 678: trust 395 having a voice 262-6 orga
Page 679 and 680: goal-based 572 power 202-3, 351-2 t
Page 681 and 682: Team Diagnostic Survey (TDS) 293 te
Page 683: INDEX 651 symbols/images 375 wirele
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