The Blackwell Encyclopedic Dictionary of Organizational Behavior

More documents

Recommendations

Info

Document Pay level – A person's job is typicially the primary source of his or her income. Page 492 Challenge and responsibility – For many people, work plays an important role in establishing their selfconcepts. Job security (see JOB INSECURITY) – Work force reductions in the United States have become commonplace, making this an increasingly important concern among employees. Advancement opportunities – The opportunity to advance one's career and move on to new challenges is attractive to most people. Geographic location – Dual career and other family issues often mean that choice and flexibility with respect to work location is important (see NONWORK/WORK). Benefits – Heath care, retirement income, and so forth, are major factors in ensuring employee health and income security. Additional rewards – This preceding list obviously excludes a great many factors that are likely to be important to significant segments of the population. Some of these were discussed previously. See also Motivation and performance; Payment systems; Extrinsic/intrinsic motivation; Performance, individual Bibliography Dawis, R. V. (1991). Vocational interests, values, and preferences. In M. D. Dunnette & L. M. Hough (Eds), Handbook of industrial and organizational psychology, (2nd edn, vol. 2). Palo Alto, CA: Consulting Psychologists Press. Heneman, H. G. III & Schwab, D. P. (1985). Pay satisfaction: Its multidimensional nature and measurement. International Journal of Psychology, 20, 129–141. Kanfer, R. (1990). Motivation theory and industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds), Handbook of industrial and organizational psychology, (2nd edn, vol. 1). Palo Alto, CA: Consulting Psychologists Press. Noe, R. A., Hollenbeck, J. R., Gerhart, B. & Wright, P. M. (1994). Human resource management: Gaining a competitive advantage. Burr Ridge, IL: Austen Press/Irwin. Rynes, S. L., Schwab, D. P. & Heneman, H. G. III (1983). The role of pay and market pay variability in job application decisions. Organizational Behavior and Human Performance, 31, 353–364. file:///C|/downloadnetlibrary/Blackwell%20Ency/nlReader.dll@BookID=48684&FileName=Page_492.html (1 of 2) [2008-04-01 01:32:06]
Page 2:
Document The Blackwell Encyclopedic
Page 6:
Document The Blackwell Encyclopedic
Page 10:
Document Typeset in 9.5 on 11pt Ehr
Page 14:
Document Preface Organizational Beh
Page 18:
Document Page vii all who have shar
Page 22:
Document current and developing tre
Page 26:
Document Page ix It is helpful, the
Page 30:
Document Page x Clearly, to fulfil
Page 34:
Document Acknowledgments Page xi Th
Page 38:
Document Contributors Seymour Adler
Page 42:
Document Adrienne Colella Rutgers U
Page 46:
Document Daniel C. Feldman Universi
Page 50:
Document Jerald Hage University of
Page 54:
Document Kenneth Koput University o
Page 58:
Document Stella M. Nkomo University
Page 62:
Document John W. Slocum Southern Me
Page 66:
Document Edward J. Zajac Northweste
Page 70:
Document The term can be defined as
Page 74:
Document The deviance model derives
Page 78:
Document Goodman, P. S. & Atkin, R.
Page 82:
Document Dwyer, T. & Raferty, A. E.
Page 86:
Document Spangler, W. D. (1992). Va
Page 90:
Document Fryer, D. & Fagan, R. (199
Page 94:
Document Action Theory can well exp
Page 98:
Document interdependencies among th
Page 102:
Document Mood at work has been negl
Page 106:
Document In all cases we need to as
Page 110:
Document As part of the wider conce
Page 114:
Document Support for ARM comes from
Page 118:
Document See also Exchange relation
Page 122:
Document Employee Assistance Progra
Page 126:
Document NIGEL NICHOLSON Altruism T
Page 130:
Document In ORGANIZATIONAL BEHAVIOR
Page 134:
Document Some form of assessment ta
Page 138:
Document Evidence on the criterion-
Page 142:
Document Gaugler, B., Rosenthal, D.
Page 146:
Document Attitudes are of interest
Page 150:
Document Although there are many va
Page 154:
Document The final assignment of re
Page 158:
Document Weiner, B. (1986). An attr
Page 162:
Document In his seminal study of au
Page 166:
Document These are groups of employ
Page 170:
Document Autonomy This concept, in
Page 174:
Document B Bargaining see COLLECTIV
Page 178:
Document 5. Product Differentiation
Page 182:
Document See also Conditioning; Inf
Page 186:
Document During the 1980s and 1990s
Page 190:
Document Usually, companies benchma
Page 194:
Document The procedure involves all
Page 198:
Document Whereas bonus payments for
Page 202:
Document Bibliography Burns, T. & S
Page 206:
Document Used in conjunction with m
Page 210:
Document Compared to modern busines
Page 214:
Document Bureaucracies are known fo
Page 218:
Document Economists have asked pers
Page 222:
Document Simon, H. A. (1976). Admin
Page 226:
Document The key differences betwee
Page 230:
Document Still others have focused
Page 234:
Document Also called ''business pro
Page 238:
Document C Career Page 44 A career
Page 242:
Document anchor provides a growing
Page 246:
Document Page 46 of schemes in term
Page 250:
Document Holland, J. H. (1985). Mak
Page 254:
Document Situational Theories Page
Page 258:
Document Career Plateauing Page 49
Page 262:
Document Lawrence, B. S. (1988). Ne
Page 266:
Document reciprocal interaction of
Page 270:
Document Page 52 The history of car
Page 274:
Document Howard, A. & Bray, D. W. (
Page 278:
Document 3 The Management of the Ch
Page 282:
Document used, which seeks to reduc
Page 286:
Document See also Generalization; L
Page 290:
Document organization; and for CEOs
Page 294:
Document Romanelli, E. & Tushman, M
Page 298:
Document See also Organizational ef
Page 302:
Document Focus of Change Efforts Pa
Page 306:
Document Bibliography Page 61 Argyr
Page 310:
Document Page 62 observations would
Page 314:
Document file:///C|/downloadnetlibr
Page 318:
Document Early results found that t
Page 322:
Document The most frequently stated
Page 326:
Document See also Strategic managem
Page 330:
Document This term refers to the in
Page 334:
Document Current research in cognit
Page 338:
Document The theory seeks to accoun
Page 342:
Document Strategic collaboration wi
Page 346:
Document The first formal definitio
Page 350:
Document When there is CONFLICT bet
Page 354:
Document Webb (1897) coined the ter
Page 358:
Document Viewed in this longer pers
Page 362:
Document In their influential work
Page 366:
Document Bibliography Becker, H. (1
Page 370:
Document Escalation is the degree t
Page 374:
Document A major controversy concer
Page 378:
Document Two functions of communica
Page 382:
Document variety of language, and p
Page 386:
Document Communications Technology
Page 390:
Document New communication technolo
Page 394:
Document In ecological theories, or
Page 398:
Document Competencies The word "com
Page 402:
Document A significant trend is for
Page 406:
Document Job analysis shows that se
Page 410:
Document Bibliography Boyatzis, R.
Page 414:
Document Companies might also diffe
Page 418:
Document The concept of complexity
Page 422:
Document Lawrence, P. & Lorsch, J.
Page 426:
Document CAD systems allow the user
Page 430:
Document The first methodology for
Page 434:
Document (a) specification of the b
Page 438:
Document Is conflict a problem? Muc
Page 442:
Document Struggles over the allocat
Page 446:
Document Bibliography Alderfer, C.
Page 450:
Document Other strategies restructu
Page 454:
Document There are three fundamenta
Page 458:
Document (b) the individual's attit
Page 462:
Document see INTERPERSONAL SKILLS;
Page 466:
Document Consensus refers to an inf
Page 470:
Document A typical consulting proce
Page 474:
Document Future Trends A review of
Page 478:
Document These dimensions are combi
Page 482:
Document 5. The extent to which the
Page 486:
Document Contingency theory was und
Page 490:
Document Imai, M. (1987). Kaizen: T
Page 494:
Document Obviously, good INTERPERSO
Page 498:
Document Williamson (1985), one of
Page 502:
Document A last type of contract re
Page 506:
Document Within ORGANIZATIONAL BEHA
Page 510:
Document Ashford, S. J. & Cummings,
Page 514:
Document Nonetheless, various obsta
Page 518:
Document The concept of core compet
Page 522:
Document The principle of public re
Page 526:
Document There are a range of possi
Page 530:
Document Organizational researchers
Page 534:
Document (c) understanding complexi
Page 538:
Document The terms crisis and disas
Page 542:
Document In contrast, Osborn and Ja
Page 546:
Document WASH-1400, a.k.a., the Ras
Page 550:
Document Culture is a notoriously d
Page 554:
Document The literature contains mu
Page 558:
Document • There should not be mo
Page 562:
Document relationships to their gro
Page 566:
Document (b) whether and how the cu
Page 570:
Document D Decentralization Page 12
Page 574:
Document sometimes called mixed MEC
Page 578:
Document Depending on: (1) various
Page 582:
Document Table 1 The four decision-
Page 586:
Document Decision making in the are
Page 590:
Document A similar line of thought
Page 594:
Document Decision Modeling see COMP
Page 598:
Document HENRY P. SIMS JR. Delphi T
Page 602:
Document One alternative is a legal
Page 606:
Document Closely related to the pro
Page 610:
Document See also Organizational de
Page 614:
Document The analysis of dilemmas h
Page 618:
Document Research concerning person
Page 622:
Document Goffman, E. (1963). Stigma
Page 626:
Document Theories of discrimination
Page 630:
Document Katz, P. & Taylor, D. (198
Page 634:
Document Another form of related di
Page 638:
Document More relevant is a micro d
Page 642:
Document However, in more fragmente
Page 646:
Document For example, the director-
Page 650:
Document Second, downsizing usually
Page 654:
Document Most research to date indi
Page 658:
Document E Ecology see COMMUNITY EC
Page 662:
Document extraversion and neurotici
Page 666:
Document Page 152 Importantly, emot
Page 670:
Document Bibliography Fineman, S. (
Page 674:
Document Bibliography Cotton, J. L.
Page 678:
Document Page 155 Greenberg, J. (19
Page 682:
Document our understanding of the b
Page 686:
Document Page 157 for if you wait t
Page 690:
Document Page 158 these actually pr
Page 694:
Document Page 159 mixed to date, bu
Page 698:
Document Page 160 large financial d
Page 702:
Document When one's own outcome/inp
Page 706:
Document Page 162 research discipli
Page 710:
Document Page 163 oping countries i
Page 714:
Document Page 164 error of the seco
Page 718:
Document Figure 1 A taxonomy of act
Page 722:
Document Ethics see BUSINESS ETHICS
Page 726:
Document van den Berghe, P. (1981).
Page 730:
Document Evaluation Research Page 1
Page 734:
Document • the call for ethical c
Page 738:
Document Page 170 Fombrun, C., Tich
Page 742:
Document Page 171 utilizing Bartlet
Page 746:
Document devote more resources to d
Page 750:
Document Expectancy see VIE THEORY;
Page 754:
Document F Family Firms Page 174 Al
Page 758:
Document management systems. Journa
Page 762:
Document Figure 1 The feedback loop
Page 766:
Document Use Page 177 Feedback info
Page 770:
Document attend to and how they wou
Page 774:
Document high, both suppliers and b
Page 778:
Document Page 180 positive attribut
Page 782:
Document Figure 1 Force field diagr
Page 786:
Document Formal Organization Page 1
Page 790:
Document According to Schein (1985)
Page 794:
Document Functional Design Page 184
Page 798:
Document the most salient aspect of
Page 802:
Document G Gainsharing Page 186 Thi
Page 806:
Document Page 187 greater attention
Page 810:
Document Page 188 receives the amou
Page 814:
Document Page 189 Von Neumann, J. &
Page 818:
Document Page 190 who either help t
Page 822:
Document Page 191 maintained. This
Page 826:
Document Page 192 joking as intimid
Page 830:
Document Goal Setting Page 193 This
Page 834:
Document Page 194 cognition which p
Page 838:
Document Page 195 The basic questio
Page 842:
Document Government Agencies Page 1
Page 846:
Document Figure 1 The main function
Page 850:
Document Gujarah, D. (1984). Govern
Page 854:
Document Organizational groups can
Page 858:
Document 9 The SOCIAL LOAFING effec
Page 862:
Document Janis, I. L. (1982). Group
Page 866:
Document Longitudinal studies of WO
Page 870:
Document Lewin, who once said, "not
Page 874:
Document Most norms develop gradual
Page 878:
Document Within the study of GROUP
Page 882:
Document The relationship between g
Page 886:
Document Groupthink This term was c
Page 890:
Document This refers to the strengt
Page 894:
Document H Halo Effect Page 210 Thi
Page 898:
Document Page 211 RELIABILITY, VALI
Page 902:
Document Bibliography Page 212 Roet
Page 906:
Document 1993; Sackett, Burris, & C
Page 910:
Document Page 214 seasonal variatio
Page 914:
Document Page 215 strain) while in
Page 918:
Document Page 216 promote low, as w
Page 922:
Document Page 217 A third approach,
Page 926:
Document Page 218 introduce the bes
Page 930:
Document Page 219 To understand the
Page 934:
Document Page 220 influence effecti
Page 938:
Document Page 221 highly political
Page 942:
Document Herriot (Eds), Handbook of
Page 946:
Document Eysenck, H. J. (1960). The
Page 950:
Document From this perspective an o
Page 954:
Document Impression management has
Page 958:
Document (3) Does impression manage
Page 962:
Document Differences associated wit
Page 966:
Document The trait approach describ
Page 970:
Document As Kochan notes (1980, pp.
Page 974:
Document See also Intergroup relati
Page 978:
Document Influence also may result
Page 982:
Document The particular mix of the
Page 986:
Document Orlikowski, W. J. (1992).
Page 990:
Document Amabile (1983), Angle (198
Page 994:
Document The development of this in
Page 998:
Document The developmental pattern
Page 1002:
Document The adoption of new ideas
Page 1006:
Document Innovations originate "som
Page 1010:
Document JOHANNES M. PENNINGS Insti
Page 1014:
Document How do organizational prac
Page 1018:
Document The concept of isomorphism
Page 1022:
Document Scott, W. R. & Meyer, J. W
Page 1026:
Document See also Performance, indi
Page 1030:
Document Intelligence is a broad ba
Page 1034:
Document Endler, N. S. & Magnusson,
Page 1038:
Document Interest Groups see POLITI
Page 1042:
Document between groups. Several ap
Page 1046:
Document Tajfel, H. (1982). Social
Page 1050:
Document As most of the industriali
Page 1054:
Document See also International man
Page 1058:
Document On the one hand the "conve
Page 1062:
Document On the other hand, the "cu
Page 1066:
Document International managers wor
Page 1070:
Document This is a general term whi
Page 1074:
Document The third stream of IOR re
Page 1078:
Document DAVID A. WHETTEN and MARC
Page 1082:
Document Skills and competencies ar
Page 1086:
Document 1. Response inspecificity.
Page 1090:
Document These approaches are not e
Page 1094:
Document Intrinsic REWARDS are foun
Page 1098:
Document Introversion see EXTRAVERS
Page 1102:
Document Quantitative methods allow
Page 1106:
Document Landy, F. (1993). Job anal
Page 1110:
Document Fried, Y. & Ferris, G. R.
Page 1114:
Document In principle, the concept
Page 1118:
Document Current approaches to job
Page 1122:
Document Interest in job design whi
Page 1126:
Document Lawler, E. E. (1992). The
Page 1130:
Document Certainly taken over a lon
Page 1134:
Document Establishing Client Relati
Page 1138:
Document The population of insecure
Page 1142:
Document This refers to systematica
Page 1146:
Document Many factors have been hyp
Page 1150:
Document This refers to the entry a
Page 1154:
Document Typically, the equity posi
Page 1158:
Document In JIT, inventory is waste
Page 1162:
Document See also Advanced manufact
Page 1166:
Document In attempting to determine
Page 1170:
Document See also Business ethics;
Page 1174:
Document A characteristic feature o
Page 1178:
Document L Labor Markets Page 282 F
Page 1182:
Document Page 283 theory. Arguably,
Page 1186:
Document Page 284 He was able to sh
Page 1190:
Document Leadership is " . . . a pr
Page 1194:
Document Page 286 COMPLIANCE from s
Page 1198:
Document above, emphasizing ideolog
Page 1202:
Document Bass, B. M. (1990). Bass &
Page 1206:
Document Page 289 leader self-prese
Page 1210:
Document Page 290 objectives, funct
Page 1214:
Document higher levels of MOTIVATIO
Page 1218:
Document Page 292 which experiences
Page 1222:
Document development (see SELF-REGU
Page 1226:
Document Page 294 age or experience
Page 1230:
Document Page 295 we might expect t
Page 1234:
Document Page 296 Another cross-lev
Page 1238:
Document Page 297 relatively new. B
Page 1242:
Document Page 298 and more on later
Page 1246:
Document Spector, P. E. (1988). Dev
Page 1250:
Document M Machiavellianism Page 30
Page 1254:
Document Page 301 provided with pro
Page 1258:
Document Page 302 H. L. Gantt, whos
Page 1262:
Document (6) provide FEEDBACK at re
Page 1266:
Document opportunity to make and im
Page 1270:
Document Dechant, K. (1990). Knowin
Page 1274:
Document inception of action learni
Page 1278:
Document Bibliography Burke, W. W.
Page 1282:
Document Table 1 Taxonomy of Primar
Page 1286:
Document edge-based diversity. Team
Page 1290:
Document Page 311 most concern to t
Page 1294:
Document Page 312 what is learned i
Page 1298:
Document the development of talente
Page 1302:
Document life-time career. The dema
Page 1306:
Document studies of actual behavior
Page 1310:
Document Page 316 some of this vari
Page 1314:
Document Page 317 9, 9 Team Managem
Page 1318:
Document Page 318 job loss (see RED
Page 1322:
Document Matrix Organization Page 3
Page 1326:
Document Page 320 aerospace, invest
Page 1330:
Document structure but as a frame-o
Page 1334:
Document on mental health makes the
Page 1338:
Document Page 323 French, J. R. P.,
Page 1342:
Document Page 324 vide some but not
Page 1346:
Document Page 325 Classifications o
Page 1350:
Document in organizations to learn
Page 1354:
Document Page 327 uniqueness tales,
Page 1358:
Document Page 328 4. The minority m
Page 1362:
Document Moral Development Page 329
Page 1366:
Document Page 330 Modgil, S. & Modg
Page 1370:
Document in the work domain. In the
Page 1374:
Document Page 332 ing and research
Page 1378:
Document and to persist longer than
Page 1382:
Document well as other motivational
Page 1386:
Document Page 335 GROUP DYNAMICS),
Page 1390:
Document Page 336 Campbell, J. P. &
Page 1394:
Page 1398:
Document More recently, Kanfer and
Page 1402:
Document Hygienes (factor 1) refer
Page 1406:
Document Another definition of the
Page 1410:
Document Given the increasing impor
Page 1414:
Page 1418:
Document When two or more parties n
Page 1422:
Document Research on situational va
Page 1426:
Document Cognitive The cognitive ap
Page 1430:
Document MAX H. BAZERMAN Network An
Page 1434:
Document ALESSANDRO LOMI Networking
Page 1438:
Document Networking in organization
Page 1442:
Document The nominal group format i
Page 1446:
Document Voydanoff (1989) notes tha
Page 1450:
Document Voydanoff, P. (1989). Work
Page 1454:
Document Leat, D. (1993). Managing
Page 1458:
Document At a most basic level are
Page 1462:
Document The first concerns their h
Page 1466:
Document As open systems, organizat
Page 1470:
Document Organizational research or
Page 1474:
Document The environment is a key c
Page 1478:
Document CONTINGENCY THEORY takes a
Page 1482:
Document The RESOURCE DEPENDENCE ap
Page 1486:
Document SUSAN MILLER Organization
Page 1490:
Document The emphasis on human fulf
Page 1494:
Document French, W. L. & Bell, C. H
Page 1498:
Document The Columbia sociology dep
Page 1502:
Document At about the same time Oli
Page 1506:
Document While population ecologist
Page 1510:
Document Commonly referred to under
Page 1514:
Document The study of organizationa
Page 1518:
Document Changes in any of these su
Page 1522:
Document Many OB scholars have adop
Page 1526:
Document Unlike life cycle theory,
Page 1530:
Document In general, a PROCESS THEO
Page 1534:
Document The paleontologist, Gould
Page 1538:
Document Occasionally, organization
Page 1542:
Document Sztompka, P. (1993). The s
Page 1546:
Document One of its earliest uses w
Page 1550:
Document Many measures of climate w
Page 1554:
Document The surface manifestations
Page 1558:
Document For example, MacDonald (in
Page 1562:
Document A hierarchical alignment o
Page 1566:
Document As is the case with Integr
Page 1570:
Document The methodological choices
Page 1574:
Document This brief review has expl
Page 1578:
Document Much research on organizat
Page 1582:
Document The demography of an organ
Page 1586:
Document 3 Structure (see STRUCTURA
Page 1590:
Document The theory of BUREAUCRACY
Page 1594:
Document Product departmentalizatio
Page 1598:
Document Perrow's (1970) four types
Page 1602:
Document A more specific current co
Page 1606:
Document Underlying the model is th
Page 1610:
Document March, J. G. (Ed.), (1965)
Page 1614:
Document Organizational Effectivene
Page 1618:
Document Certain common approaches
Page 1622:
Document (4) adapt to the changing
Page 1626:
Document This paradoxical approach
Page 1630:
Document Search Routines Models of
Page 1634:
Document Organizational research ha
Page 1638:
Document (table continued from prev
Page 1642:
Document The apparent simplicity of
Page 1646:
Document P Paradigm Page 401 Confus
Page 1650:
Document Page 402 EXCELLENCE). Ther
Page 1654:
Document Page 403 employees persona
Page 1658:
Document Page 404 advantage (Beaumo
Page 1662:
Document followers perform dissatis
Page 1666:
Document behaviors, and ORGANIZATIO
Page 1670:
Document Page 407 cated payment pla
Page 1674:
Document Page 408 the form of base
Page 1678:
Document financial performance. Aca
Page 1682:
Document Bibliography Arvey, R. & C
Page 1686:
Document design the job so that peo
Page 1690:
Document Page 412 mechanisms for FE
Page 1694:
Document Page 413 tried to measure
Page 1698:
Document Page 414 the job criteria
Page 1702:
Document Murphy, K. R. & Cleveland,
Page 1706:
Document Table 1 Features of pay fo
Page 1710:
Document This is defined by psychol
Page 1714:
Document See also Job analysis; Rec
Page 1718:
Document Within the field of ORGANI
Page 1722:
Document Personality traits are gen
Page 1726:
Document 2. Interacting with Other
Page 1730:
Document Whatever the role assigned
Page 1734:
Document Using the Big Five model t
Page 1738:
Document Criteria There are three c
Page 1742:
Document Gangestad, S. & Snyder, M.
Page 1746:
Document relationships between the
Page 1750:
Document Toplis, J., Dulewicz, V. &
Page 1754:
Document HENRY P. SIMS JR. Politics
Page 1758:
Document An underlying theme from a
Page 1762:
Document Examples of political beha
Page 1766:
Document Finally, such new forms as
Page 1770:
Document The primary unit of analys
Page 1774:
Document Why do different forms of
Page 1778:
Document Organizational Change A co
Page 1782:
Document Baum, J. A. C. & Mezias, S
Page 1786:
Document "real" world looks a pale
Page 1790:
Document Power and INFLUENCE are no
Page 1794:
Document The uses of power come fro
Page 1798:
Document The largest barrier to emp
Page 1802:
Document INDIVIDUAL DIFFERENCES in
Page 1806:
Document Page 441 derives from two
Page 1810:
Document organizational structures,
Page 1814:
Document tions. While its VALIDITY
Page 1818:
Document Page 444 of noncooperation
Page 1822:
Document higher national employment
Page 1826:
Document Page 446 example, how goal
Page 1830:
Document Process Technology Page 44
Page 1834:
Document Page 448 What is critical
Page 1838:
Document Page 449 There have been t
Page 1842:
Document established professions. C
Page 1846:
Document Page 451 procedures and ru
Page 1850:
Document Culture and environment (p
Page 1854:
Document role of facilitator. They
Page 1858:
Document Page 454 the magnitudes as
Page 1862:
Document Whyte, G. (1986). Escalati
Page 1866:
Document Page 456 other. Rather, th
Page 1870:
Document Page 457 ING). People may
Page 1874:
Document analysis from differing pe
Page 1878:
Document Bibliography Sutton, R. I.
Page 1882:
Document (2) products, markets, tec
Page 1886:
Document ated equilibrium paradigm.
Page 1890:
Document Page 462 organizational se
Page 1894:
Document Several key questions rema
Page 1898:
Document The term "quality of worki
Page 1902:
Document Campbell and Stanley (1966
Page 1906:
Document Heckman, J. J. & Hotz, J.
Page 1910:
Document The fact that much of this
Page 1914:
Document PAUL KOOPMAN Realistic Job
Page 1918:
Document This term refers to the ph
Page 1922:
Document More recently, recruitment
Page 1926:
Document A third area in need of in
Page 1930:
Document Redundancy involves the lo
Page 1934:
Document Regulations see BUREAUCRAC
Page 1938:
Document Page 474 trapped and the r
Page 1942:
Document Mawhinney, T. C. (1992a).
Page 1946:
Document Page 476 from PARTICIPATIO
Page 1950:
Document Page 477 initial investmen
Page 1954:
Document Page 478 the signals that
Page 1958: Document Page 479 services that rai
Page 1962: Document Katz, R. & Allen, T. (1985
Page 1966: Document in naturalistic settings w
Page 1970: Document have the most design stren
Page 1974: Document Page 483 well-established
Page 1978: Document Page 484 various forms: re
Page 1982: Document Obedience; Organizational
Page 1986: Document Page 486 (1) that these re
Page 1990: Document Page 487 nistic, seeing a
Page 1994: Document Page 488 obvious importanc
Page 1998: Document Page 489 purview of manage
Page 2002: Document munity. Unpublished doctor
Page 2006: Document lates in retirement. Journ
Page 2012: Document Schwab, D. P., Rynes, S. L
Page 2016: Document Social psychological resea
Page 2020: Document (1986) describe the conten
Page 2024: Document Kunda, G. (1992). Engineer
Page 2028: Document Role conflict is one of se
Page 2032: Document Several current organizati
Page 2036: Document Bibliography Kahn, R., Wol
Page 2040: Document Both overload and underloa
Page 2044: Document This term specifies the co
Page 2048: Document S Sabotage Page 502 This m
Page 2052: Document Page 503 Forms of sabotage
Page 2056: Document Page 504 both in the Unite
Page 2060:
Document criteria, and is therefore
Page 2064:
Document production and prescribe w
Page 2068:
Document Page 507 The single issue
Page 2072:
Document Page 508 performance such
Page 2076:
Document psychological test of nume
Page 2080:
Document bined to form a battery of
Page 2084:
Document Organizational Behavior an
Page 2088:
Document personal processes (see SE
Page 2092:
Document Page 513 R. O. Perloff (Ed
Page 2096:
Document Page 514 tendencies while
Page 2100:
Document Page 515 tive, and financi
Page 2104:
Document Page 516 and men tend to h
Page 2108:
Document woman" standard by some co
Page 2112:
Document Page 518 to test the sensi
Page 2116:
Document See also Organizational ef
Page 2120:
Document Page 520 There have been m
Page 2124:
Document Page 521 existing critique
Page 2128:
Document Bibliography Zajonc, R. B.
Page 2132:
Document differences among Chinese
Page 2136:
Document Page 524 both the newcomer
Page 2140:
Document Louis, M. R. (1980). Surpr
Page 2144:
Document there should be a degree o
Page 2148:
Document Page 527 Mumford, E. (1987
Page 2152:
Document 1992) is empirical: An ite
Page 2156:
Document Bibliography Urwick, L. F.
Page 2160:
Document organizational behavior. E
Page 2164:
Document analyses, have been used t
Page 2168:
Document Page 532 case, status can
Page 2172:
Document Page 533 overgeneralizatio
Page 2176:
Document Page 534 JOINT VENTURES).
Page 2180:
Document Mowery, D. (Ed.), (1988).
Page 2184:
Document Page 536 relies on multipl
Page 2188:
Document Cognitive Approaches Page
Page 2192:
Document Page 538 have, in recent y
Page 2196:
Document Page 539 concerned with ne
Page 2200:
Document Page 540 Alarm (in prepara
Page 2204:
Document Page 541 Ferguson, is the
Page 2208:
Document Bibliography Page 542 Char
Page 2212:
Document Page 543 Performance, in t
Page 2216:
Document Page 544 this level of ana
Page 2220:
Document Page 545 Succession planni
Page 2224:
Document (1) the Strong man who dep
Page 2228:
Document Page 547 dramatically. As
Page 2232:
Document Page 548 team leader. Desp
Page 2236:
Document Page 549 Given the widespr
Page 2240:
Document and applications (pp. 3-28
Page 2244:
Document Page 551 importance also.
Page 2248:
Document Page 552 IZATIONAL BEHAVIO
Page 2252:
Document Page 553 defines a key rol
Page 2256:
Document T Taboos Page 554 Organiza
Page 2260:
Document Page 555 See also Group dy
Page 2264:
Document Page 556 While it was reco
Page 2268:
Document Team Roles see GROUP ROLES
Page 2272:
Document Page 558 variety of cuttin
Page 2276:
Document Technology and Organizatio
Page 2280:
Document is also significantly affe
Page 2284:
Document Page 561 boundaries, for e
Page 2288:
Document Page 562 disciplinary team
Page 2292:
Document Williams, R. & Gibson, D.
Page 2296:
Document Page 564 discourse whose p
Page 2300:
Document Page 565 By way of conclus
Page 2304:
Document Page 566 all circumstances
Page 2308:
Document Page 567 organizational re
Page 2312:
Document well as the characteristic
Page 2316:
Document Page 569 involvement of se
Page 2320:
Document Page 570 tices aimed at se
Page 2324:
Document Page 571 One implication,
Page 2328:
Document Page 572 are essentially s
Page 2332:
Document Page 573 substantial prese
Page 2338:
Document z0592-01.gif Figure 1 An i
Page 2342:
Document Page 575 organizational sy
Page 2346:
Document Page 576 system to interac
Page 2350:
Document programs meeting important
Page 2354:
Document is clear that the same ins
Page 2358:
Document Page 579 systems will take
Page 2362:
Document Page 580 are often highly
Page 2366:
Document through behavioral modelin
Page 2370:
Document tance to Williamson's (198
Page 2374:
Document leadership, after refineme
Page 2378:
Document Transitions see CAREER TRA
Page 2382:
Document Page 585 economic actors i
Page 2386:
Document Barber, B. (1983). The log
Page 2390:
Document around agents tend to have
Page 2394:
Document Page 588 MANAGERIAL STYLE)
Page 2398:
Document Page 589 Mowday, Porter, &
Page 2402:
Document Page 590 directed at multi
Page 2406:
Document Page 591 Individuals exhib
Page 2410:
Document U Uncertainty Page 592 Thi
Page 2414:
Document Page 593 Hofstede, G. (198
Page 2418:
Document ment, JOB INSECURITY, and
Page 2422:
Document Page 595 CESSING). Several
Page 2426:
Document The validity of data is re
Page 2430:
Document (5) If necessary or desire
Page 2434:
Document Because values are learned
Page 2438:
Document England, G. W. (1967). Org
Page 2442:
Document These cycles (or circles)
Page 2446:
Document Example: In an employment
Page 2450:
Document Historically, the emphasis
Page 2454:
Document W Withdrawal, Organization
Page 2458:
Document Page 605 omics, anthropolo
Page 2462:
Document Page 606 exploring each to
Page 2466:
Document Reskin, B. & Roos, P. A. (
Page 2470:
Document Bibliography Brenner, O. C
Page 2474:
Document Reimann, B. (1980). Organi
Page 2478:
Document See also Group dynamics; G
Page 2482:
Document Page 611 conditions for di
Page 2486:
Document Index Note: Headwords are
Page 2490:
Document advanced manufacturing tec
Page 2494:
Document anthropology, 121 anticipa
Page 2498:
Document and postmodernism, 436 pow
Page 2502:
Document research design, 480 selec
Page 2506:
Document typologies, 48 vocational
Page 2510:
Document civil rights, 141, 241 cla
Page 2514:
Document collective action, 71, 112
Page 2518:
Document community ecology, 82 comm
Page 2522:
Document and reciprocity, 470 sabot
Page 2526:
Document and ownership, 13 research
Page 2530:
Document obedience, 352 teleologica
Page 2534:
Document business ethics, 41 career
Page 2538:
Document power, 441 resources, 486
Page 2542:
Document division of labor, 137, 14
Page 2546:
Document managerial, 316 organizati
Page 2550:
Document matrix organization, 319 o
Page 2554:
Document evolutionary theory, organ
Page 2558:
Document performance appraisal, 413
Page 2562:
Document Follett, M. P., 63 force f
Page 2566:
Document roles, 516 sexual harassme
Page 2570:
Document groupthink, 207 quality ci
Page 2574:
Document gate keepers, 189 group de
Page 2578:
Document conflicts, 95 and discrimi
Page 2582:
Document influence, 231 group dynam
Page 2586:
Document empirical results, 241 gua
Page 2590:
Document importance, 257 training,
Page 2594:
Document job satisfaction, 2, 9, 75
Page 2598:
Document knowledge of results, 280,
Page 2602:
Document social constructionism, 52
Page 2606:
Document management development, 30
Page 2610:
Document management of high potenti
Page 2614:
Document and analysis levels, 294 r
Page 2618:
Document human relations movement,
Page 2622:
Document innovation, 239 interorgan
Page 2626:
Document team building, 555 organiz
Page 2630:
Document demography, 383 differenti
Page 2634:
Document organizational neurosis, 3
Page 2638:
Document performance appraisal, 413
Page 2642:
Document research, 481 performance,
Page 2646:
Document phenomenology, 228 plannin
Page 2650:
Document power, 5, 24, 437 autonomy
Page 2654:
Document process technology, 447, 5
Page 2658:
Document Q quality, 87, 393, 476 se
Page 2662:
Document research integrative view,
Page 2666:
Document resource partitioning, 432
Page 2670:
Document business ethics, 41 stakeh
Page 2674:
Document training, 577 selection in
Page 2678:
Document payment systems, 406 perso
Page 2682:
Document social loafing, 200, 206,
Page 2686:
Document international management,
Page 2690:
Document strategy implementation, 5
Page 2694:
Document symbolic architecture, 67
Page 2698:
Document job characteristics, 264 j
Page 2702:
Document tit-for-tat, 443 top manag
Page 2706:
Document uncertainty, 592 avoidance
Page 2710:
Document shared, 599 socialization,
Page 2714:
Document life stages, 297 paid work
Page 2718:
Document Y Yin, R. K., 483 file:///
show all

The Blackwell Encyclopedic Dictionary of Organizational Behavior

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?