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Test Bank for Organizational Behavior: Bridging Science and Practice Version 3.0

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Test Bank for Organizational Behavior: Bridging Science and Practice Version 3.0

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  • ISBN-10 ‏ : ‎ 1453391975
  • ISBN-13 ‏ : ‎ 978-1453391976
  • Author: Talya Bauer; Berrin Erdogan

When purchased from FlatWorld (the publisher), this Color Print Textbook includes Online Access, Quizzes, Flashcards and Homework (if professor uses Homework system). Online textbook is accessible. By expertly weaving together the equally important strands of management theory and practice, Organizational Behavior: Bridging Science and Practice provides students with the key vocabulary, conceptual frameworks, and critical thinking skills necessary to diagnose work-based interactions, ask pertinent questions, evaluate gathered data, and act in an effective and ethical manner regardless of situational characteristics.

Table contents:

  1. Chapter 1: Organizational Behavior
  2. 1.1: Employee Engagement in Organizational Change Toward B Corp Status: The Case of Townshend’s Te
  3. 1.2: Understanding Organizational Behavior
  4. About This Book
  5. What Is Organizational Behavior?
  6. Why Organizational Behavior Matters
  7. Adding to Your OB Toolbox
  8. Isn’t OB Just Common Sense?
  9. 1.3: Learning and Retention
  10. Learning and Retaining Information
  11. Learning Style Preferences
  12. Internships as Learning Opportunities
  13. 1.4: Organizational Behavior Research Methods
  14. Research Concepts, Tools, and Approaches
  15. Surveys
  16. Field Studies
  17. Laboratory Studies
  18. Case Studies
  19. Meta-Analysis
  20. Machine Learning
  21. Measurement Issues in OB
  22. Analytics
  23. 1.5: Trends Influencing Organizational Behavior
  24. Challenges and Opportunities
  25. Ethical Challenges
  26. Online Data Privacy Concerns
  27. Lack of Employee Engagement
  28. Technology: Processing Power, Billions of Emails, and Automation
  29. Uneven Information Quality
  30. Sustainability and Green Business Practices
  31. Aging Workforce
  32. The Global Marketplace for Staffing
  33. 1.6: Maintaining a Customer Service Culture: The Case of Les Schwab Tires
  34. 1.7: Conclusion
  35. 1.8: Exercises
  36. Endnotes
  37. Chapter 2: Diversity in the Workplace
  38. 2.1: Equality as a Core Value: The Case of Salesforce.com
  39. 2.2: Demographic Diversity
  40. Benefits of Diversity and Inclusion
  41. Higher Creativity in Decision Making
  42. Better Understanding and Service of Customers
  43. More Satisfied Workforce
  44. Higher Stock Prices
  45. Lower Litigation Expenses
  46. Higher Company Performance
  47. Challenges of Diversity
  48. Similarity-Attraction Phenomenon
  49. Faultlines
  50. Stereotypes and Unconscious Biases
  51. Specific Diversity Issues
  52. Gender Diversity in the Workplace
  53. Earnings Gap
  54. Glass Ceiling
  55. Sexual Harassment
  56. Race Diversity in the Workplace
  57. Age Diversity in the Workplace
  58. Religious Diversity in the Workplace
  59. Employees with Disabilities in the Workplace
  60. Sexual Orientation Diversity in the Workplace
  61. Suggestions for Managing Demographic Diversity
  62. Build an Inclusive Culture
  63. Make Managers Accountable for Diversity
  64. Diversity Training Programs
  65. Review Recruitment Practices
  66. Affirmative Action Programs
  67. 2.3: Cultural Diversity
  68. Individualism-Collectivism
  69. Power Distance
  70. Uncertainty Avoidance
  71. Aggressive-Nurturing (Masculinity–Femininity)
  72. Suggestions for Managing Cultural Diversity
  73. Help Employees Build Cultural Intelligence
  74. Avoid Ethnocentrism
  75. Listen to Locals
  76. Recognize That Culture Changes
  77. Do Not Always Assume That Culture Is the Problem
  78. 2.4: The Role of Ethics and National Culture
  79. Diversity and Ethics
  80. Diversity Around the Globe
  81. 2.5: Managing Diversity for Success: The Case of IBM
  82. 2.6: Conclusion
  83. 2.7: Exercises
  84. Endnotes
  85. Chapter 3: Understanding People at Work: Individual Differences and Perception
  86. 3.1: Hiring for Match: The Case of Netflix
  87. 3.2: The Interactionist Perspective: The Role of Fit
  88. 3.3: Individual Differences: Values and Personality
  89. Values
  90. Personality
  91. Big Five Personality Traits
  92. Myers-Briggs Type Indicator
  93. Positive and Negative Affectivity
  94. Self-Monitoring
  95. Proactive Personality
  96. Self-Esteem
  97. Self-Efficacy
  98. Locus of Control
  99. Personality Testing in Employee Selection
  100. 3.4: Perception
  101. Visual Perception
  102. Self-Perception
  103. Social Perception
  104. Attributions
  105. 3.5: The Role of Ethics and National Culture
  106. Individual Differences and Ethics
  107. Individual Differences Around the Globe
  108. 3.6: Using Big Data to Match Applicants to Jobs: The Case of Cornerstone OnDemand
  109. 3.7: Conclusion
  110. 3.8: Exercises
  111. Endnotes
  112. Chapter 4: Individual Attitudes and Behaviors
  113. 4.1:  Fostering Positive Job Attitudes and Professional Development: The Case of Enterprise Holding
  114. 4.2: Work Attitudes
  115. What Causes Positive Work Attitudes?
  116. Personality
  117. Person–Environment Fit
  118. Job Characteristics
  119. Psychological Contract
  120. Organizational Justice
  121. Relationships at Work
  122. Stress
  123. Work-Life Balance
  124. Consequences of Positive Work Attitudes
  125. Assessing Work Attitudes in the Workplace
  126. 4.3: Work Behaviors
  127. Job Performance
  128. What Are the Major Predictors of Job Performance?
  129. Organizational Citizenship Behaviors
  130. Absenteeism
  131. Turnover
  132. 4.4: The Role of Ethics and National Culture
  133. Job Attitudes, Behaviors, and Ethics
  134. Job Attitudes Around the Globe
  135. 4.5: People Come First: The Case of SAS
  136. 4.6: Conclusion
  137. 4.7: Exercises
  138. Endnotes
  139. Chapter 5: Theories of Motivation
  140. 5.1: Creating Happiness Through Motivation: The Case of The Walt Disney Company
  141. 5.2: Need-Based Theories of Motivation
  142. Maslow’s Hierarchy of Needs
  143. ERG Theory
  144. Two-Factor Theory
  145. Acquired-Needs Theory
  146. 5.3: Process-Based Theories
  147. Equity Theory
  148. What Are Inputs and Outcomes?
  149. Who Is the Referent?
  150. Reactions to Unfairness
  151. Overpayment Inequity
  152. Individual Differences in Reactions to Inequity
  153. Fairness Beyond Equity: Procedural and Interactional Justice
  154. Expectancy Theory
  155. Influencing Expectancy Perceptions
  156. Influencing Instrumentality Perceptions
  157. Influencing Valence
  158. Reinforcement Theory
  159. Reinforcement Interventions
  160. Reinforcement Schedules
  161. 5.4: The Role of Ethics and National Culture
  162. Motivation and Ethics
  163. Motivation Around the Globe
  164. 5.5: A Motivating Place to Work: The Case of Zappos
  165. 5.6: Conclusion
  166. 5.7: Exercises
  167. Endnotes
  168. Chapter 6: Designing a Motivating Work Environment
  169. 6.1: Retail with a Purpose: The Case of REI
  170. 6.2: Motivating Employees Through Job Design
  171. Importance of Job Design
  172. Scientific Management and Job Specialization
  173. Alternatives to Job Specialization
  174. Job Characteristics Model
  175. Empowerment
  176. 6.3: Motivating Employees Through Goal Setting
  177. Goal-Setting Theory
  178. Setting SMART Goals
  179. Specific and Measurable
  180. Aggressive
  181. Realistic
  182. Time-Bound
  183. Why Do SMART Goals Motivate?
  184. When Are Goals More Effective?
  185. Feedback
  186. Ability
  187. Goal Commitment
  188. Are There Downsides to Goal Setting?
  189. Ensuring Goal Alignment Through Management by Objectives (MBO)
  190. 6.4: Motivating Employees Through Performance Appraisals
  191. What Is Performance Management?
  192. What Is the Purpose of a Performance Appraisal?
  193. Who Is the Rater?
  194. What Makes an Effective Appraisal System?
  195. Absolute Rating versus Relative Ranking Appraisals
  196. Conducting the Appraisal Meeting
  197. Managing Potential Bias in Performance Appraisals
  198. Liking
  199. Leniency
  200. Stereotypes
  201. 6.5: Motivating Employees Through Performance Incentives
  202. Performance Incentives
  203. Piece Rate Systems
  204. Individual Bonuses
  205. Merit Pay
  206. Sales Commissions
  207. Employee Recognition Awards
  208. Team Bonuses
  209. Gainsharing
  210. Profit Sharing
  211. Stock Options
  212. 6.6: The Role of Ethics and National Culture
  213. Designing a Motivating Work Environment and Ethics
  214. Designing a Motivating Work Environment Around the Globe
  215. 6.7: Motivating Steel Workers Works: The Case of Nucor
  216. 6.8: Conclusion
  217. 6.9: Exercises
  218. Endnotes
  219. Chapter 7: Managing Stress and Emotions
  220. 7.1: Managing Stress and Emotions: The Case of NASA’s Mission to Mars
  221. 7.2: What Is Stress?
  222. Models of Stress
  223. General Adaptation Syndrome
  224. Demand-Control Model
  225. Job Demands-Resources (JD-R) Model
  226. Causes of Stress at Work
  227. Role Demands
  228. Information Overload
  229. Work-Life Conflict
  230. Interpersonal Stressors
  231. Life Changes
  232. Unemployment and Job Insecurity
  233. Organizational Change
  234. Anticipatory Stress and Rumination
  235. Outcomes of Stress
  236. Physiological
  237. Psychological
  238. Work Outcomes
  239. Individual Differences in Experienced Stress
  240. 7.3: Managing Stress
  241. Individual Approaches to Managing Stress
  242. The Corporate Athlete
  243. Flow
  244. Diet

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