Efnisyfirlit

• Title Page
• Copyright
• Brief Contents
• Contents
• About the Authors
• Pearson’s Commitment to Diversity, Equity, and Inclusion
• Preface
• Acknowledgments
• Part 1: Introduction
  • Chapter 1. What Is Organizational Behavior?
    • Management and Organizational Behavior
      • Who’s Who in the World of Work
      • Management Activities
      • Management Roles
      • Management Skills
      • Effective Versus Successful Managerial Activities
      • Organizational Behavior (OB) Defined
    • Complementing Intuition with Systematic Study
      • Building on Big Data with Artificial Intelligence
    • Myth or Science? Management by Walking Around Is the Most Effective Management
    • Disciplines That Contribute to OB
      • Psychology
      • Social Psychology
      • Sociology
      • Anthropology
    • There Are Few Absolutes in OB
    • Challenges and Opportunities
      • Workforce Diversity and Inclusion
      • Continuing Globalization
      • Technology and Social Media
      • (Un)ethical Behavior
      • Corporate Social Responsibility (CSR)
    • Toward a Better World Ben & Jerry’s: The Scoop on What It Takes to Be a CSR-Oriented Company
      • Positive Work Environments
      • The Gig Economy
      • OB During Crises
    • Coming Attractions: Developing an OB Model
      • An Overview
      • Inputs
      • Processes
      • Outcomes
    • An Ethical Choice: What Should You Do If Your Values Do Not Align with Your Company’s?
    • Employability Skills
      • Employability Skills That Apply Across Majors
    • Summary
    • Implications for Managers
    • Point/Counterpoint Business Books: Facts? Or Just Fads?
    • Questions for Review
    • Experiential Exercise: Managing Remote Teams
    • Ethical Dilemma: Credit Where Credit Is Due
    • Case Incident: Work–Life Balance at R.G. & Company
• Part 2: The Individual
  • Chapter 2. Diversity, Equity, and Inclusion in Organizations
    • Understanding Diversity
      • Levels of Diversity
      • Biographical Characteristics
    • Myth or Science? Bald Is Better
    • Prejudice and Discrimination in Organizations
      • Prejudice and Implicit Bias
      • Discrimination, Disparate Impact, and Treatment
      • Subtle Discrimination in the Workplace
    • Theoretical Perspectives on Prejudice, Discrimination, and Diversity
      • Social Categorization
      • Stereotyping, Stereotype Threat, and Stigma
    • Toward a Better World Hot Chicken Takeover: Putting Restorative Justice into Practice
      • System Justification and Social Dominance
      • Intersectionality and the Cultural Mosaic
    • Diversity Dynamics
      • Group Composition
      • Fault Lines
    • Cross-Cultural Organizational Behavior (OB)
      • Hofstede’s Framework
      • The GLOBE Framework
      • Cultural Tightness and Looseness
      • Religion
      • Expatriate Adjustment
      • Cultural Intelligence (CQ)
    • Implementing Diversity Management
    • An Ethical Choice: Affirmative Action for Unemployed Veterans
      • Theoretical Basis Underlying Diversity Management
      • Diversity Management Practices
      • Cultures and Climates for Diversity
      • The Challenge of Diversity Management
    • Summary
    • Implications for Managers
    • Point/Counterpoint Using Artificial Intelligence for Hiring Leads to Greater Diversity
    • Questions for Review
    • Experiential Exercise: Differences
    • Ethical Dilemma: Should You Question an Employer About Its DEI Policy?
    • Case Incident: Encouraging Female Engineers
  • Chapter 3. Job Attitudes
    • Attitudes
    • Attitudes and Behavior
    • Job Attitudes
      • Job Satisfaction and Job Involvement
    • An Ethical Choice: Office Talk
      • Organizational Commitment
      • Perceived Organizational Support
      • Employee Engagement
      • Job Attitudes in the Gig Economy
      • Are These Job Attitudes All That Distinct?
    • Job Satisfaction
      • How Do I Measure Job Satisfaction?
      • How Satisfied Are People in Their Jobs?
    • What Causes Job Satisfaction?
      • Job Conditions
      • Personality and Individual Differences
      • Pay
    • Outcomesof Job Satisfaction
      • Job Performance
    • Toward a Better World Nvidians: Together Transforming Communities Around the World
      • Organizational Citizenship Behavior (OCB)
      • Customer Satisfaction
      • Life Satisfaction
    • The Impact of Job Dissatisfaction
      • Counterproductive Work Behavior (CWB)
    • Myth or Science? Happy Workers Means Happy Profits
      • Managers Often “Don’t Get It”
    • Summary
    • Implications for Managers
    • Point/Counterpoint Earning That Promotion May Be Key to Higher Job Satisfaction
    • Questions for Review
    • Experiential Exercise: Managing Political Views in the Office
    • Ethical Dilemma: Tell-All Websites
    • Case Incident: Jobs, Money, and Satisfaction
  • Chapter 4. Emotions and Moods
    • What Are Emotions and Moods?
      • Positive and Negative Affect
      • The Basic Emotions
      • Moral Emotions
      • Experiencing Moods and Emotions
      • The Function of Emotions
    • Sources of Emotions and Moods
      • Personality
      • Time of Day
      • Day of the Week
      • Weather
      • Stress
      • Social Interactions
      • Sleep
      • Exercise
      • Gender Identity
    • Emotional Labor
      • Controlling Emotional Displays
    • Myth or Science? All Employees Experience Emotional Labor in the Same Way
    • Affective Events Theory
    • Emotional Intelligence
    • An Ethical Choice: Should Managers Use Emotional Intelligence (EI) Tests?
    • Emotion Regulation
      • Emotion Regulation Influences and Outcomes
      • Emotion Regulation Techniques
      • Ethics of Emotion Regulation
    • OB Applications of Emotions and Moods
      • The Selection Process
      • Decision Making
      • Creativity
      • Motivation
      • Leadership
      • Negotiation
      • Customer Service
      • Work–Life Conflict
    • Toward a Better World Scream Agency: Harnessing Customer Emotions to Bolster CSR
      • Unethical Workplace Behaviors
      • Safety and Injury at Work
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Sometimes Yelling Is for Everyone’s Good
    • Questions for Review
    • Experiential Exercise: Mindfulness at Work
    • Ethical Dilemma: Data Mining Emotions
    • Case Incident Performance Review Shock: Being Told How to Feel and Act
  • Chapter 5. Personality and Individual Differences
    • Linking Individuals to the Workplace
      • Person–Job Fit
      • Person–Organization Fit
      • Other Dimensions of Fit
    • Toward a Better World Uber: In the Median or Back on the Road Again?
    • Personality
      • What Is Personality?
    • Personality Frameworks
      • The Myers-Briggs Type Indicator
      • The Big Five Personality Model
      • The Dark Triad
      • Other Frameworks
    • An Ethical Choice: Do Certain Personality Traits Make You More Unethical?
    • Other Personality Attributes Relevant to OB
      • Core Self-Evaluations (CSEs)
      • Self-Monitoring
      • Proactive Personality
    • Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds After Meeting Th
    • Personality and Situations
      • Situation Strength Theory
      • Trait Activation Theory
    • Ability
      • Intellectual Abilities
      • Physical Abilities
    • Values
      • Terminal Versus Instrumental Values
      • Generational Values
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Millennials Are More Narcissistic Than Other Generations
    • Questions for Review
    • Experiential Exercise: Acing the Interview
    • Ethical Dilemma: How Long Should You Wait Before Deciding If a Job Is Not a Good Fit?
    • Case Incident: Sky Energy
  • Chapter 6. Perception and Individual Decision Making
    • What Is Perception?
      • Factors That Influence Perception
    • Person Perception: Making Judgments About Others
      • Attribution Theory
    • Toward a Better World Volkswagen: Going Green or Just Greenwashing?
      • Common Shortcuts in Judging Others
      • Specific Applications of Shortcuts in Organizations
    • Myth or Science? All Stereotypes Are Negative
    • The Link Between Perception and Individual Decision Making
    • Decision Making in Organizations
      • The Rational Model, Bounded Rationality, and Intuition
      • Common Biases and Errors in Decision Making
    • Influences on Decision Making: Individual Differences and Organizational Constraints
      • Individual Differences
      • Organizational Constraints
    • Ethics in Decision Making
      • Three Ethical Decision Criteria
      • Choosing Between Criteria
      • Behavioral Ethics
      • Lying
    • An Ethical Choice: Are We as Ethical as We Think We Are?
    • Creativity, Creative Decision Making, and Innovation in Organizations
      • Creative Behavior
      • Causes of Creative Behavior
      • Creative Outcomes (Innovation)
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Implicit Assessment
    • Questions for Review
    • Experiential Exercise: Bringing Life to a Food Desert
    • Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics
    • Case Incident Warning: Collaboration Overload
  • Chapter 7. Motivation Concepts
    • Motivation Defined
    • Classic Theories of Motivation
      • Hierarchy of Needs Theory
      • Two-Factor Theory
      • McClelland’s Theory of Needs
      • Contemporary Theories: A Primer
    • Contemporary Theories of Motivation: Content-Based
      • Self-Determination Theory
    • Myth or Science? Work Has to Be Purposeful to Be Motivating
      • Regulatory Focus Theory
      • Job Engagement Theory
    • Contemporary Theories of Motivation: Context-Based
      • Reinforcement Theory
      • Social Learning Theory
    • An Ethical Choice: Motivated by Big Brother
    • Contemporary Theories of Motivation: Process-Based
      • Expectancy Theory
      • Goal-Setting Theory
      • Self-Efficacy Theory
    • Organizational Justice
      • Equity Theory
      • Distributive Justice
      • Procedural Justice
      • Interactional Justice
      • Justice Outcomes
      • Culture and Justice
    • Integrating Contemporary Theories of Motivation
    • Toward a Better World Kroger: Zero Hunger, Zero Waste
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Feel-Good Messaging Is More Motivating Than Instrumental Messaging
    • Questions for Review
    • Experiential Exercise: How Do You Motivate an Employee?
    • Ethical Dilemma: Follies of Reward
    • Case Incident: Why Lead by Example?
  • Chapter 8. Motivation: From Concepts to Applications
    • Motivating by Job Design: The Job Characteristics Model (JCM)
      • Elements of the JCM
      • Efficacy of the JCM
      • Motivating Potential Score (MPS)
    • Job Redesign
      • Job Rotation and Job Enrichment
      • Relational Job Design
    • Alternative Work Arrangements
      • Flextime
    • Myth or Science? Job Crafting Is a Practical Way to Reduce Boredom and Burnout
      • Job Sharing
      • Telecommuting
    • Employee Involvement
      • Examplesof Employee Involvement Programs (EIP)
      • Cultural Considerations in Implementing EIP Programs
    • Using Extrinsic Rewards to Motivate Employees
      • What to Pay: Establishing a Pay Structure
      • How to Pay: Rewarding Individual Employees Through Variable-Pay Programs
    • An Ethical Choice: Workers’ Cooperatives
    • Using Benefits to Motivate Employees
      • Flexible Benefits: Developing a Benefits Package
    • Toward a Better World Sociabble Trees: Rewarding Through Reforestation
    • Using Intrinsic Rewards to Motivate Employees
      • Employee Recognition Programs
    • Summary
    • Implications for Managers
    • Point/Counterpoint Gainsharing: Fair Shares?
    • Questions for Review
    • Experiential Exercise: Developing an Organizational Development and Compensation Plan for Automotive
    • Ethical Dilemma: Playing Favorites?
    • Case Incident: JP Transport
• Part 3: The Group
  • Chapter 9. Foundations of Group Behavior
    • Defining and Classifying Groups
      • Social Identity
    • Stages of Group Development
    • Group Property 1: Roles
      • Role Perception
      • Role Expectations
      • Role Conflict
    • Myth or Science? Gossip and Exclusion Are Toxic for Groups
    • Group Property 2: Norms
      • Norms and Emotions
      • Norms and Conformity
      • Norms and Behavior
      • Positive Norms and Group Outcomes
      • Negative Norms and Group Outcomes
      • Norms and Culture
    • Group Property 3: Status and Group Property 4: Size and Dynamics
      • Group Property 3: Status
    • An Ethical Choice: Managing a Narcissist in the Group
      • Group Property 4: Size and Dynamics
    • Group Property 5: Cohesion
    • Toward a Better World Whirlpool: Building Cohesion Through Volunteering
    • Group Decision Making
      • Groups Versus the Individual
      • Groupthink and Groupshift
      • Group Decision-Making Techniques
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Conformity Is Counterproductive and Should Be Avoided
    • Questions for Review
    • Experiential Exercise Surviving the Wild: Join a Group or Go It Alone?
    • Ethical Dilemma: Follow the Leader?
    • Case Incident: Cultural Context and Group Dynamics
  • Chapter 10. Understanding Work Teams
    • Differences Between Groups and Teams
    • Types of Teams
      • Problem-Solving Teams
      • Self-Managed Work Teams
      • Cross-Functional Teams
      • Virtual Teams
      • Multiteam Systems
    • An Ethical Choice: The Size of Your Meeting’s Carbon Footprint
    • Creating Effective Teams
      • Team Context
      • Team Composition
    • Toward a Better World Hershey: Advancing Diversity, Equity, and Inclusion Through Groups and Teams
      • Team Processes and States
    • Myth or Science? Teams Should Practice Collective Mindfulness
    • Turning Groups of Employees into Teams
      • Selecting: Hiring for Team Effectiveness
      • Training: Creating Effective Teams
      • Rewarding: Providing Incentives for Exceptional Teams
    • Beware! Teams Aren’t Always the Answer
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Team Building Exercises Are a Waste of Time
    • Questions for Review
    • Experiential Exercise: Should You Use Self-Managed Teams?
    • Ethical Dilemma: When Your Cycling Skills Matter!
    • Case Incident: Psychological Safety and Team Effectiveness
  • Chapter 11. Communication
    • Interpersonal Communication
      • Oral Communication
    • Myth or Science? Better Listening Is the Key to Better Working Relationships
      • Written Communication
      • Nonverbal Communication
    • Choosing Communication Methods
      • Choosing Communication Methods
      • Handling Barriers to Effective Communication
    • Toward a Better World Mobile Citizen and Mobile Beacon: Two Companies Enhancing Access to Smartphone
    • Advancements in Virtual Communication
      • Videoconferencing
      • Blogging, Vlogging, and Podcasting
      • E-collaboration and E-learning
      • The Currency of Virtual Communication: Emojis, Usernames, Selfies, and More
    • Smartphones, Social Media, and Cybersecurity
      • Smartphones (and Other Smart Devices)
      • Social Media
    • An Ethical Choice: What Should You Do If an Employee Is Being Cyberbullied or Harassed Online?
      • Cybersecurity
    • Cross-Cultural Communication
      • Cultural Context
      • The Interface Between Cultures
      • Aspects of Cultural Communication
      • A Guide to Cross-Cultural Communication
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Work Friendships Are Not a Good Idea
    • Questions for Review
    • Experiential Exercise: Choosing the Right Modes of Communication
    • Ethical Dilemma: BYOD
    • Case Incident: How Do You Communicate That You Are Passionate During an Interview?
  • Chapter 12. Leadership
    • Trait Theories
      • Personality Traits and Leadership
      • Emotional Intelligence and Leadership
    • Behavioral Theories
      • Initiating Structure
      • Consideration
    • An Ethical Choice: The Ethics of Nudging
      • Summary of Trait Theories and Behavioral Theories
    • Contingency Theories
      • The Fiedler Model
      • Situational Leadership Theory
      • Follower Contingency Theories
      • Leading in Times of Crisis
    • Positive Leadership Styles and Relationships
      • Leader–Member Exchange (LMX) Theory
      • Charismatic Leadership
      • The Full Range Leadership Model
      • Integrating and Evaluating Positive Leadership Styles
    • The (Un)ethical Aspects of Leadership
      • Authentic Leadership
    • Toward a Better World: The Institute for Corporate Social Responsibility (iCSR): Training Leaders to
      • (Un)ethical Leadership
      • Servant Leadership
      • Abusive Supervision
    • Leadership and Trust
      • Trust
    • Challenges and Opportunities to Our Understanding of Leadership
      • Leadership Challenges
      • Leadership Opportunities
    • Myth or Science? Leaders Can Be Trained
    • Summary
    • Implications for Managers
    • Point/Counterpoint: CEOs Start Early
    • Questions for Review
    • Experiential Exercise: What’s in a Leader?
    • Ethical Dilemma: Innocent, but What About Trust?
    • Case Incident Andrea Illy: Leading a Family Company Responsibly
  • Chapter 13. Power and Politics
    • Power and Leadership
    • Bases of Power
      • Formal Power
      • Personal Power
      • Which Bases of Power Are Most Effective?
    • Dependence: The Key to Power
      • The General Dependence Postulate
      • What Creates Dependence?
      • Formal Small-Group Networks
      • Social Network Analysis: A Tool for Assessing Resource Dependence
    • Influence Tactics
      • Using Influence Tactics
      • Automatic and Controlled Processing of Influence
      • Applying Influence Tactics
    • Towarda Better World Old Mutual: Realizing a Sustainability Vision Through Influence
    • How Power Affects People
      • Power Dynamics
      • Sexual Harassment: Unequal Power in the Workplace
    • Politics: Power in Action
      • Political Behavior
      • The Reality of Politics
      • Gossip and the Grapevine
    • The Causes and Consequences of Political Behavior
      • Factors Contributing to Political Behavior
      • Factors Contributing to Political Behavior Acquiescence
      • How Do People Respond to Organizational Politics?
    • Myth or Science? Office Politics Should Be Avoided Altogether
      • Voice and Silence
      • Impression Management
    • An Ethical Choice: How Much Should You Manage Interviewer Impressions?
      • The Ethics of Behaving Politically
      • Mapping Your Political Career
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Emphasize the Strategies Women Can Use to Get Ahead
    • Questions for Review
    • Experiential Exercise: The Turnaround Task Force
    • Ethical Dilemma: Sexual Harassment and Office Romances
    • Case Incident: Imperium Omni
  • Chapter 14. Conflict and Negotiation
    • A Definition of Conflict
      • (Dys)functional Conflict
      • Types of Conflict
      • Loci of Conflict
    • The Conflict Process
      • Stage I: Potential Opposition or Incompatibility
      • Stage II: Cognition and Personalization
      • Stage III: Intentions
      • Stage IV: Behavior
      • Stage V: Outcomes
      • Managing Conflict
    • Negotiation
      • Bargaining Strategies
    • The Negotiation Process
      • Preparation and Planning
      • Definition of Ground Rules
      • Clarification and Justification
      • Bargaining and Problem Solving
      • Closure and Implementation
    • Myth or Science? Good Negotiators Rely on Intuition
    • Individual Differences in Negotiation Effectiveness
      • Personality Traits in Negotiations
      • Moods and Emotions in Negotiations
      • Culture and Race in Negotiations
      • Gender in Negotiations
    • Negotiating in a Social Context
      • Reputation
    • Toward a Better World ALDI: Downstream Environmental and Social Implications of Supplier Negotiation
      • Relationships
    • An Ethical Choice: Ethical Challenges in Negotiation
    • Third-Parties in Negotiations
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Nonunion Positions and the Gig Economy Are Bad for Workers
    • Questions for Review
    • Experiential Exercise: A Negotiation Role Play
    • Ethical Dilemma: To Intervene or Not to Intervene?
    • Case Incident: Disorderly Conduct
  • Chapter 15. Foundations of Organization Structure
    • What Is Organizational Structure?
      • Work Specialization
      • Departmentalization
      • Chain of Command
      • Span of Control
      • Centralization and Decentralization
      • Formalization
      • Boundary Spanning
    • Common Organizational Frameworks and Structures
      • The Simple Structure
      • The Bureaucracy
    • Myth or Science? Bureaucracy Is the Enemy of Innovation and Productivity
      • The Matrix Structure
    • Newer Trends in Organizational Design
      • The Virtual Structure
      • The Team Structure
    • An Ethical Choice: Flexible Structures, Deskless Workplaces
      • The Circular Structure
    • The Leaner Organization: Downsizing
    • Why Do Structures Differ?
      • Organizational Strategies
    • Toward a Better World Grove Collaborative: Innovating in the CSR and Sustainability Market Space
      • Organization Size
      • Technology
      • Environment
      • Institutions
    • Organizational Designs and Employee Behavior
      • Span of Control
      • Centralization
      • Predictability Versus Autonomy
      • National Culture
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Open-Air Offices Inspire Creativity and Enhance Productivity
    • Questions for Review
    • Experiential Exercise: Remote Work
    • Ethical Dilemma: The Ethics of Layoffs
    • Case Incident Kuuki: Reading the Atmosphere
• Part 4: The Organization System
  • Chapter 16. Organizational Culture and Change
    • What Is Organizational Culture?
      • A Definition of Organizational Culture
      • Do Organizations Have Uniform Cultures?
      • Strong Versus Weak Cultures
    • Myth or Science? An Organization’s Culture Is Forever
    • How Employees Learn Culture
      • Stories
      • Rituals
      • Symbols
      • Language
    • An Ethical Choice: A Culture of Compassion
    • Creating and Sustaining Culture
      • How a Culture Begins
      • Keeping a Culture Alive
    • What Do Cultures Do?
      • The Functions of Culture
      • Culture Creates Climate
      • Culture as an Asset
    • Toward a Better World Morgan Stanley: Sustainable and Ethical Organizational Cultures Influence Inve
      • Culture as a Liability
    • Influencing Organizational Cultures
      • Developing a Positive Culture
      • Developing an Ethical Culture
      • Developing an Innovative Culture
    • Change
      • The Nature of Change
      • Resistance to Change
      • The Politics of Change
    • Approaches to Managing Organizational Change
      • Lewin’s Three-Step Model
      • Kotter’s Eight-Step Plan
      • Action Research
      • Organizational Development
      • The Change Paradox
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Organizational Change Management Is Not Worth the Effort
    • Questions for Review
    • Experiential Exercise: Culture Architects
    • Ethical Dilemma: Toxic Culture
    • Case Incident: Culture of Fear
  • Chapter 17. Human Resource Systems and Practices
    • Recruitment
      • Applicant Attraction
      • The Ubiquity of Referral Hiring
      • The Role of Recruiters
      • Realistic Job Previews
    • Selection
      • How the Selection Process Works
      • Initial Selection
    • Substantive and Contingent Selection
      • Written Tests
      • Performance-Simulation Tests
      • Interviews
      • Contingent Selection Tests
    • Training and Development
      • Training Content
      • Training Methods
      • Evaluating Effectiveness
    • Performance Management
      • What Do We Evaluate?
      • Who Should Do the Evaluating?
      • Methods of Performance Evaluation
      • Improving Performance Evaluations
    • An Ethical Choice: Eliminating Bias from Performance Reviews
      • Providing Performance Feedback
    • Myth or Science? The 24-Hour Workplace Is Harmful
    • Accessible Workplaces
      • Accommodations for Physical Disabilities
      • Accommodations for Hidden Disabilities
    • Human Resources (HR) Leadership
    • Toward a Better World Kawasaki: Learning from Each Other at Takumi Juku and Manabiya
      • Communicating HR Practices
      • Drafting and Enforcing Employment Policies
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Employers Should Check Applicants’ Criminal Backgrounds
    • Questions for Review
    • Experiential Exercise: Designing a Virtual Assessment Center Exercise
    • Ethical Dilemma: Should I Pay the Staff More and Reduce the Company’s Profit?
    • Case Incident: Fired via Video Message
  • Chapter 18. Stress and Health in Organizations
    • The Nature of Stress in Organizations
      • Stressors
      • Strain
      • Eustress
    • Physical Health at Work
      • Sleep
      • Illness and Injury
    • Myth or Science? When You Are Working Hard, Sleep Is Optional
    • Mental Health at Work
      • Job Insecurity
    • Toward a Better World Freelancers Union: Advocating for Gig Workers Faced with Consistent Job Insecu
      • Workaholism
      • Psychological Distress at Work
    • Mechanisms of Health and Stress
      • Conservation of Resources
      • Effort-Reward Imbalance Model
      • Job Demand-Control-Support Model
      • Job Demands-Resources Model
    • Work–Life Balance
      • The State of Work–Life Balance: A New Normal?
      • Work–Life Boundaries
      • Work–Life Spillover
      • Flexible and Supportive Policies
    • Managing Stress and Health
      • Individual Approaches
    • An Ethical Choice: Talking About Mental Health Without Overstepping Boundaries
      • Organizational Approaches
    • Summary
    • Implications for Managers
    • Point/Counterpoint: Companies Should Encourage Stress Reduction
    • Questions for Review
    • Experiential Exercise: Micro-Stressors
    • Ethical Dilemma: The Fear of Redundancy and Ceasing Operations
    • Case Incident: Burnout Despite Flexibility: Working Parents and COVID-19
• Appendix: Research in Organizational Behavior
• Comprehensive Cases
• Glossary
• Endnotes
• Organization Index
  • A
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• Subject Index
  • A
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  • D
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  • F
  • G
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  Fleiri góðir kostir
  - Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
  - Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
  - Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
  - Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu