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One hundred years of animated cinema offer a rich teaching resource for educators and trainers. This article describes several aspects of animated films and gives a brief history of this film genre. The article argues that animated films are a rich teaching resource for use in organizational behavior and management courses. Included in the article are examples from several animated films, all linked to management and organizational behavior concepts. Interspersing animated film scenes with live-action film scenes can bring variety and vitality to the classroom.

This study investigated the curvilinear relationships between Job Scope and Affective Outcomes and the moderating effect of work context satisfactions on those relationships. The analysis used a multivariate design to examine main and interaction effects. The results showed several different relationships between job design and the work context. Those relationships included distraction, enhancement, and compensatory effects of the work context and the job itself. The theoretical and practical implications of the results are discussed.

This paper examines the interaction of job scope and satisfaction with contextualfeatures of the job in determining affective response. Data from four samples were analyzed using moderated regression analysis. The results were opposite those predicted from existing theory although consistent with one other published study. The theoretical and practical implications of the results are discussed.

"The new edition of this essential resource in organizational behavior provides a balanced framework to understand the impact of increasing dynamism and complexity, the importance of collaboration, and the implications for organizational strategy. Covering both psychological and sociological perspectives on organizational behavior, this clearly written and presented textbook offers a comprehensive review of classic organizational behavior theories and approaches, illustrated with updated case studies. The sixth edition includes new material on ethical considerations; international contexts, with renewed attention to Africa and Asia; environmental pressures and responses; groups and intergroup processes; and the vital importance of building change readiness in any organization. Upper-level business and technology students, as well as professionals in executive education courses, will find the book a useful guide to all facets of organizational behavior. A companion website, featuring an instructor manual, test bank, and PowerPoint slides, provides additional support for students and instructors"--

ABSTRACTThis paper describes the use of moderated regression in job redesign decisions. The procedures outlined are intended to augment the job redesign strategy described by Hackman and his colleagues. Different regression models based on a theory of job design are shown to lead to different job redesign decisions. Comparisons are also made between the moderated regression procedures and the more commonly used subgroups analysis.

A 6-year study tracked the effects of a group-level absence control program within a Midwestern urban bus company. By modeling employee time-use options systemically, effects were examined graphically with daily precision. Short-term nonlegitimate absence decreased and time worked increased, but unintended substitution effects occurred as employees discovered legitimate ways to exploit absence and time scheduled off. Propositions for future research and methodological insights are noted.

Time-serial statistics show the daily impact of organization development (OD) on five systemically interdependent employee time use variables across the first 2 years of an absence control intervention. Tume worked, time scheduled off, short-term excused absence, long-term excused absence, and short-term nonexcused absence all showed interdependent daily changes in annual time use as OD techniques were aggressively and widely introduced, later overtaken by events and severely restricted, and eventually replaced with a mechanistic policy-based absence control system. OD induced strong and constructive increases in work and decreases in excused forms of nonwork while it continued to operate, but those changes eroded quickly under competing pressures once investment in OD was curtailed. After the OD impetus toward self-control was replaced with a mechanistic management model, unexcused absence began to drop, but time use began shifting into excused nonwork activities. This trend eventually caused significant erosion of the gains in time worked.