Suchergebnisse

"For undergraduate and graduate courses in organizational behavior.The world's most successful organizational behavior textOrganizational Behavior provides the information you want, in the language your students understand.Reflecting the most recent research and events within the field of OB, the 19th Edition continues its hallmark focus on clear writing, cutting-edge content, and intuitive pedagogy. There's a reason why Robbins and Judge's OB textbooks have educated millions of students and have been translated into 20 languages: because of a commitment to provide engaging, cutting-edge material that helps students understand and connect with this important field of study.Hallmark features of this titleCareer-focused resources help students develop the skills today's employers are looking forAn Employability Skills Matrix in each chapter shows the professional relevance of specific pieces of chapter content and text features.Current, real-world examples help readers understand how to apply OB conceptsEach chapter opens with a real company example that demonstrates the topics that will be covered.Profiles of real company leaders throughout the text illustrate how course concepts have helped their success.Photos and captions link the chapter content to contemporary real-life worldwide situations.New and updated features of this titleContent reflects the most current developments in OB researchNEW and UPDATED: The new edition features over 800 new examples and references that emphasize diversity, equity, and inclusion; COVID-19 and crisis management; remote work and telecommuting; and much more.REVISED: Chapters on Diversity, Equity, and Inclusion, Communication, Culture and Change, and Stress and Health present cutting-edge perspectives on these important topics (Chapters 2, 11, 16, and 18).NEW and UPDATED: Point-Counterpoint, An Ethical Choice, and Myth or Science?expand students' learning.NEW: Toward a Better World features highlight social responsibility, justice, and ethics issues facing organizations today.NEW and UPDATED: OB Polls highlight current statistics that challenge common assumptions.Assessments test students' knowledgeNEW: Assignable Personal Inventory Assessments allow students to personally reflect on topics related to key chapter concepts. Available only in Revel.NEW and UPDATED: End-of-chapter material, including Experiential Activities, Ethical Dilemmas, Cases, and Questions for Review, has been substantially revised."

Based on self-efficacy theory, this field experiment provides a test of the effectiveness of a non-fictitious self-efficacy intervention on bolstering professionals' job attitudes (i.e. job satisfaction, commitment, and intention to quit) and reducing turnover. Seventy-one newcomer and recent insider financial accounting auditors were randomly assigned to treatment and control conditions. Results showed that the self-efficacy intervention consisting of an interview and subsequent written communications from firm management augmented auditors' self-efficacy and raised the job attitudes of insiders, and reduced insiders' turnover five months later. Organizations and organizational research often focus on newcomers; however, the results of our experiment suggest that recent insiders may be a high-potential and yet underutilized target for job attitude and retention interventions.

Chief negotiators are uniquely positioned to affect the level of collective bargaining conflict because of their roles as external representatives and information processors during negotiations. The nature of these effects should be of special interest to government administrators who are concerned about improving their self-resolution track record in collective bargaining. In this article, the authors use a unique 1992 survey of municipal chief negotiators to examine the impact of various chief negotiator characteristics on the likelihood of impasses occurring in negotiations with municipal police unions. The findings support two major conclusions. First, chief negotiators who are positioned higher in the management hierarchy experience fewer collective bargaining impasses than do those who are lower in the organization. Second, negotiators' strategies and personality characteristics significantly influence the likelihood of an impasse but, in general, demographic characteristics of negotiators and environmental factors do not.