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

Product details:

• 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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