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



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There is a strong movement today in management to encourage management practices based on research evidence. This book is ideal as a textbook in advanced undergraduate and in MBA courses. It will also be of use to practicing managers. In this time of economic crisis, the need for effective management practices is more acute than ever. Book jacket.

Author Biography

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.

Table of Contents

Contributors and Editorp. ix
Prefacep. xv
Editor's Introductionp. xxv
Selectionp. 1
Select on Intelligencep. 3
Select on Conscientiousness and Emotional Stabilityp. 19
Structure Interviews to Recruit and Hire the Best Peoplep. 41
Training and Performance Appraisalp. 57
Design Training Systematically and Follow the Science of Trainingp. 59
Conduct Performance Appraisals to Improve Individual and Firm Performancep. 85
Turnover and Satisfactionp. 105
Promote Job Satisfaction through Mental Challengep. 107
Control Voluntary Turnover by Understanding its Causesp. 123
Motivationp. 143
Attain Emotional Control by Understanding What Emotions Arep. 145
Motivate Employee Performance through Goal Settingp. 161
Cultivate Self-efficacy for Personal and Organizational Effectivenessp. 179
Using Empowerment to Motivate People to Engage in Effective Self- and Shared Leadershipp. 201
Pay for Performancep. 217
Provide Recognition for Performance Improvementp. 239
Promote Procedural and Interactional Justice to Enhance Individual and Organizational Outcomesp. 255
Team Dynamicsp. 273
Foster Team Effectiveness by Fulfilling Key Leadership Functionsp. 275
Compose Teams to Assure Successful Boundary Activityp. 295
Making Group Process Work: Harnessing Collective Intuition, Task Conflict, and Pacingp. 309
Manage Intra-team Conflict through Collaborationp. 327
Leadershipp. 347
Use Power Effectively to Influence Peoplep. 349
Lead through Vision and Valuesp. 367
Foster Trust through Ability, Benevolence, and Integrityp. 389
Organizational Processesp. 405
Design Structure to Fit Strategyp. 407
Communicate Successfully by Seeking Balancep. 425
Use Participation to Share Information and Distribute Knowledgep. 445
Broaden the Decision Frame to Make Effective Decisionsp. 461
Stimulate Creativity by Fueling Passionp. 481
Manage Stress at Work through Preventive and Proactive Copingp. 499
Manage Conflict through Negotiation and Mediationp. 517
Sustain Organizational Performance through Continuous Learning, Change and Realignmentp. 537
Entrepreneurshipp. 557
Gain Entrepreneurship Success through Swiftness and Experimentationp. 559
Work, Family, Technology, and Culturep. 579
Achieve Work-Family Balance through Individual and Organizational Strategiesp. 581
Use Information Technology for Organizational Changep. 595
Make Management Practice Fit National Cultures and the Global Culturep. 615
Indexp. 633
Table of Contents provided by Ingram. All Rights Reserved.

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