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Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management, 2nd Edition

Edwin Locke (Editor)
ISBN: 978-0-470-74095-8
662 pages
August 2009
Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management, 2nd Edition (0470740957) cover image

Description

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.

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Table of Contents

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-effi cacy 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 Fulfi lling 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 Confl ict, and Pacing (GERARDO A. OKHUYSEN AND BETH A. BECHKY).

18 Manage Intra-team Confl ict through Collaboration (LAURIE R. WEINGART AND KAREN A. JEHN).

PART VI LEADERSHIP.

19 Use Power Effectively to Infl uence 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 Confl ict 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.

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Author Information

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.
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The Wiley Advantage

  • Identifies and explains 33 timeless management principles
  • Connects research findings in OB and HRM to the real world of business
  • This edition covers new topics such as entrepreneurship, emotions, team leadership and communication
  • Includes contributions from a selection of the foremost experts in organizational behaviour, including Michael Beer and Gary Latham
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