Organizational Behavior, 19th Edition PDF

This is a special edition of an established title widely used by colleges and GLOBAL universities throughout the world. Pearson published this exclusive edition for the benefit of stu...

This is a special edition of an established title widely used by colleges and GLOBAL universities throughout the world. Pearson published this exclusive edition for the benefit of students outside the United States and Canada. If you GLOBAL EDITION purchased this book within the United States or Canada, you should be aware EDITION EDITION GLOB AL that it has been imported without the approval of the Publisher or Author. The world of work is undergoing a revolution. Global events are disrupting the relationships between employees, managers, and the workplace. In this period of Organizational Behavior exponential change, understanding how people make decisions, communicate, and interact is increasingly critical to organizational success. The nineteenth edition of Organizational Behavior translates current theory and research into actionable practices using real-world scenarios and current events. With coverage spanning AI, social media, diversity, sustainability, crisis management, and remote work, Organizational Behavior helps students develop the skills needed to succeed in the workplace. New and Updated in This Edition Toward a Better World, a new box feature which highlights corporate social responsibility, sustainability, diversity and inclusion, and justice in the workplace End-of-chapter Case Incidents, real-life scenarios covering issues from wellness to interview skills to human trafficking End-of-chapter Point/Counterpoint features, opposing perspectives on current topics that provide a balance of perspectives in OB and encourage students to think critically Employability Matrices and Application and Employability sections in every chapter, which help students understand the relevance of the features in the course NINETEENTH An Ethical Choice box features, which demonstrate to students how certain EDITION dilemmas in the workplace can be approached with justice, fairness, and respect for others Myth or Science?, a box feature that engages students with popular opinions or assumptions from the world of work, and considers whether or not these opinions are supported by empirical evidence Organizational Behavior Available separately for purchase is MyLab Management for Organizational Behavior, the teaching and learning platform that empowers instructors to reach out to every student. Judge Robbins When combined with our trusted content, this platform delivers the learning outcomes that students and instructors aspire for. NINETEENTH EDITION Stephen P. Robbins | Timothy A. Judge CVR_ROBB0025_19_GE_CVR_Vivar.indd All Pages 15/12/22 1:55 PM  ORGANIZATIONAL BEHAVIOR 19TH EDITION GLOBAL EDITION ­Stephen P. Robbins —San Diego State University Timothy A. Judge —The Ohio State University A01_ROBB0025_19_GE_FM.indd 1 21/12/22 11:59 AM Product Management: Yajnaseni Das and Ishita Sinha Content Strategy: Steven Jackson, Daniel Luiz, and Kajori Chattopadhyay Product Marketing: Wendy Gordon, Ashish Jain, and Ellen Harris Supplements: Bedasree Das Production: Vamanan Namboodiri Digital Studio: Vikram Medepalli Rights and Permissions: Anjali Singh and Ashish Vyas Please contact https://support.pearson.com/getsupport/s/contactsupport with any queries on this content. 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Judge to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. Authorized adaptation from the United States edition, entitled Organizational Behavior, 19th edition, ISBN 978-0-13-747464-6, by Stephen P. Robbins and Timothy A. Judge, published by Pearson Education © 2023. Acknowledgments of third-party content appear on the appropriate page within the text, which constitutes an extension of this copyright page. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. 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ISBN 10: 1-292-45002-9 ISBN 13: 978-1-292-45002-5 eBook ISBN: 978-1-292-44996-8 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library 1 21 Typeset in New Baskerville ITC Pro and 10.5 by Integra Software Services Pvt. Ltd ebook formatted by B2R Technologies Pvt. Ltd.  Brief Contents Preface 21 1 Introduction 1 What Is Organizational Behavior? 36 2 The Individual 2 Diversity, Equity, and Inclusion in Organizations 74 3 Job Attitudes 112 4 Emotions and Moods 138 5 Personality and Individual Differences 168 6 Perception and Individual Decision Making 200 7 Motivation Concepts 234 ­ 8 Motivation: From Concepts to Applications 268 3 The Group 9 Foundations of Group Behavior 300 10 Understanding Work Teams 330 11 Communication 356 12 Leadership 396 13 Power and Politics 438 14 Conflict and Negotiation 476 15 Foundations of Organization Structure 512 4 The Organization System 16 Organizational Culture and Change 546 17 Human Resource Systems and Practices 588 18 Stress and Health in Organizations 626 Appendix Research in Organizational Behavior 662 Comprehensive Cases 668 Glossary 681 Endnotes 691 Organization Index 780 Subject Index 783 3 A01_ROBB0025_19_GE_FM.indd 3 21/12/22 11:59 AM  This page is intentionally left blank A01_ROBB0025_19_GE_FM.indd 4 21/12/22 11:59 AM  Contents Preface 21 1 Introduction 1 What Is Organizational Behavior? 36 Management and Organizational Behavior 38 Who’s Who in the World of Work 39 Management Activities 40 Management Roles 40 Management Skills 42 Effective Versus Successful Managerial Activities 42 Organizational Behavior (OB) Defined 43 Complementing Intuition with Systematic Study 44 Building on Big Data with Artificial Intelligence 45 Myth or Science? Management by Walking Around Is the Most Effective Management 46 Disciplines That Contribute to OB 49 Psychology 49 Social Psychology 50 Sociology 50 Anthropology 51 There Are Few Absolutes in OB 51 Challenges and Opportunities 51 Workforce Diversity and Inclusion 52 Continuing Globalization 52 Technology and Social Media 54 (Un)ethical Behavior 55 Corporate Social Responsibility (CSR) 56 Toward a Better World Ben & Jerry’s: The Scoop on What It Takes to Be a CSR-Oriented Company 57 Positive Work Environments 58 The Gig Economy 58 OB During Crises 60 Coming Attractions: Developing an OB Model 60 An Overview 60 Inputs 60 Processes 61 Outcomes 61 An Ethical Choice What Should You Do If Your Values Do Not Align with Your Company’s? 65 Employability Skills 66 Employability Skills That Apply Across Majors 67 Summary 69 Implications for Managers 69 Point/Counterpoint Business Books: Facts? Or Just Fads? 70 Questions for Review 71 Experiential Exercise Managing Remote Teams 71 Ethical Dilemma Credit Where Credit Is Due 72 Case Incident Work–Life Balance at R.G. & Company 72 5 A01_ROBB0025_19_GE_FM.indd 5 21/12/22 11:59 AM  6 Contents 2 The Individual 2 Diversity, Equity, and Inclusion in Organizations 74 Understanding Diversity 76 Levels of Diversity 77 Biographical Characteristics 77 Myth or Science? Bald Is Better 79 Prejudice and Discrimination in Organizations 82 Prejudice and Implicit Bias 82 Discrimination, Disparate Impact, and Treatment 83 Subtle Discrimination in the Workplace 85 Theoretical Perspectives on Prejudice, Discrimination, and Diversity 85 Social Categorization 85 Stereotyping, Stereotype Threat, and Stigma 86 Toward a Better World Hot Chicken Takeover: Putting Restorative Justice into Practice 88 System Justification and Social Dominance 89 Intersectionality and the Cultural Mosaic 90 Diversity Dynamics 92 Group Composition 92 Fault Lines 93 Cross-Cultural Organizational Behavior (OB) 94 Hofstede’s Framework 94 The GLOBE Framework 95 Cultural Tightness and Looseness 97 Religion 98 Expatriate Adjustment 99 Cultural Intelligence (CQ) 99 Implementing Diversity Management 100 An Ethical Choice Affirmative Action for Unemployed Veterans 101 Theoretical Basis Underlying Diversity Management 102 Diversity Management Practices 103 Cultures and Climates for Diversity 106 The Challenge of Diversity Management 106 Summary 107 Implications for Managers 108 Point/Counterpoint Using Artificial Intelligence for Hiring Leads to Greater Diversity 109 Questions for Review 108 Experiential Exercise Differences 110 Ethical Dilemma Should You Question an Employer About Its DEI Policy? 110 Case Incident Encouraging Female Engineers 111 3 Job Attitudes 112 Attitudes 114 Attitudes and Behavior 116 Job Attitudes 117 Job Satisfaction and Job Involvement 118 An Ethical Choice Office Talk 118 A01_ROBB0025_19_GE_FM.indd 6 21/12/22 11:59 AM  Contents 7 Organizational Commitment 119 Perceived Organizational Support 120 Employee Engagement 120 Job Attitudes in the Gig Economy 121 Are These Job Attitudes All That Distinct? 121 Job Satisfaction 122 How Do I Measure Job Satisfaction? 122 How Satisfied Are People in Their Jobs? 123 What Causes Job Satisfaction? 125 Job Conditions 125 Personality and Individual Differences 126 Pay 127 ­ utcomes of Job Satisfaction 127 O Job Performance 127 Toward a Better World Nvidians: Together Transforming Communities Around the World 128 Organizational Citizenship Behavior (OCB) 128 Customer Satisfaction 129 Life Satisfaction­  129 The Impact of Job Dissatisfaction 129 Counterproductive Work Behavior (CWB) 130 Myth or Science? Happy Workers Means Happy Profits 132 Managers Often “Don’t Get It” 132 Summary 133 Implications for Managers 133 Point/Counterpoint Earning That Promotion May Be Key to Higher Job Satisfaction 134 Questions for Review 134 Experiential Exercise Managing Political Views in the Office 135 Ethical Dilemma Tell-All Websites 136 Case Incident Jobs, Money, and Satisfaction 136 4 Emotions and Moods 138 What Are Emotions and Moods? 140 Positive and Negative Affect 141 The Basic Emotions 142 Moral Emotions 143 Experiencing Moods and Emotions 144 The Function of Emotions 145 Sources of Emotions and Moods 146 Personality 146 Time of Day 146 Day of the Week 148 Weather 148 Stress 148 Social Interactions 148 Sleep 150 Exercise 150 Gender Identity 150 Emotional Labor 151 Controlling Emotional Displays 151 Myth or Science? All Employees Experience Emotional Labor in the Same Way 152 Affective Events Theory 153 Emotional Intelligence 153 An Ethical Choice Should Managers Use Emotional Intelligence (EI) Tests? 155 Emotion Regulation 156 Emotion Regulation Influences and Outcomes 156 Emotion Regulation Techniques 157 Ethics of Emotion ­Regulation 158 OB Applications of Emotions and Moods 158 The Selection Process 158 Decision Making 159 Creativity 159 Motivation 160 Leadership 160 Negotiation 161 Customer Service 161 Work–Life Conflict 161 A01_ROBB0025_19_GE_FM.indd 7 21/12/22 11:59 AM  8 Contents Toward a Better World Scream Agency: Harnessing Customer Emotions to Bolster CSR 162 Unethical Workplace Behaviors 163 Safety and Injury at Work 163 Summary 164 Implications for Managers 164 Point/Counterpoint Sometimes Yelling Is for Everyone’s Good 165 Questions for Review 165 Experiential Exercise Mindfulness at Work 166 Ethical Dilemma Data Mining Emotions 166 Case Incident Performance Review Shock: Being Told How to Feel and Act 167 5 Personality and Individual Differences 168 Linking Individuals to the Workplace 170 Person–Job Fit 171 Person–Organization Fit 172 Other Dimensions of Fit 172 Toward a Better World Uber: In the Median or Back on the Road Again? 173 Personality 174 What Is Personality? 174 Personality Frameworks 176 The Myers-Briggs Type Indicator 176 The Big Five Personality Model 177 The Dark Triad 181 Other Frameworks 182 An Ethical Choice Do Certain Personality Traits Make You More Unethical? 183 Other Personality Attributes Relevant to OB 184 ­Core Self-Evaluations (CSEs) 184 Self-Monitoring 185 Proactive Personality 185 Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds After Meeting Them 186 Personality and Situations 187 Situation Strength Theory 187 Trait Activation Theory 188 Ability 189 Intellectual Abilities 189 Physical Abilities 191 Values 192 Terminal Versus Instrumental Values 193 Generational Values 193 Summary 195 Implications for Managers 195 Point/Counterpoint Millennials Are More Narcissistic Than Other G ­ enerations 196 Questions for Review 196 Experiential Exercise Acing the Interview 197 Ethical Dilemma How Long Should You Wait Before Deciding If a Job Is Not a Good Fit? 198 Case Incident Sky Energy 198 6 Perception and Individual Decision Making 200 What Is Perception? 202 Factors That Influence Perception 203 Person Perception: Making Judgments About Others 204 Attribution Theory 204 A01_ROBB0025_19_GE_FM.indd 8 21/12/22 11:59 AM  Contents 9 Toward a Better World Volkswagen: Going Green or Just Greenwashing? 207 Common Shortcuts in Judging Others 208 Specific Applications of Shortcuts in Organizations 209 Myth or Science? All Stereotypes Are Negative 211 The Link Between Perception and Individual Decision Making 211 Decision Making in Organizations 212 ­The Rational Model, Bounded Rationality, and Intuition 212 Common Biases and Errors in Decision Making 214 Influences on Decision Making: Individual Differences and Organizational Constraints 219 Individual Differences 219 Organizational Constraints 220 Ethics in Decision Making 222 Three Ethical Decision Criteria 222 Choosing Between Criteria 223 Behavioral Ethics 223 Lying­ 224 An Ethical Choice Are We as Ethical as We Think We Are? 225 Creativity, Creative Decision Making, and Innovation in Organizations 225 Creative Behavior 226 Causes of Creative Behavior 227 Creative Outcomes (Innovation) 229 Summary 229 Implications for Managers 230 Point/Counterpoint Implicit Assessment 231 Questions for Review 231 Experiential Exercise Bringing Life to a Food Desert 232 Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics 232 Case Incident Warning: Collaboration Overload 233 7 Motivation Concepts 234 Motivation Defined 237 Classic Theories of Motivation 238 Hierarchy of Needs Theory 238 Two-Factor Theory 238 McClelland’s Theory of Needs 240 Contemporary Theories: A Primer 241 Contemporary Theories of Motivation: Content-Based 242 Self-Determination Theory 242 Myth or Science? Work Has to Be Purposeful to Be Motivating 243 Regulatory Focus Theory 244 Job Engagement Theory 244 Contemporary Theories of Motivation: Context-Based 245 Reinforcement Theory 245 Social Learning Theory 246 ­An Ethical Choice Motivated by Big Brother 247 Contemporary Theories of Motivation: Process-Based 247 Expectancy Theory 247 Goal-Setting Theory 249 Self-Efficacy Theory 253 Organizational Justice 255 Equity Theory 255 Distributive Justice 257 Procedural Justice 258 Interactional Justice 258 Jus­ tice Outcomes 259 Culture and Justice­ 260 A01_ROBB0025_19_GE_FM.indd 9 21/12/22 11:59 AM  10 Contents Integrating Contemporary Theories of Motivation 260 Toward a Better World Kroger: Zero Hunger, Zero Waste 262 Summary 263 Implications for Managers 263 Point/Counterpoint Feel-Good Messaging Is More Motivating Than I­nstrumental Messaging 264 Questions for Review 265 Experiential Exercise How Do You Motivate an Employee? 265 Ethical Dilemma Follies of Reward 266 Case Incident Why Lead by Example? 266 8 Motivation: From Concepts to Applications 268 Motivating by Job Design: The Job Characteristics Model (JCM) 271 Elements of the JCM 272 Efficacy of the JCM 272 Motivating Potential Score (MPS) 273 Job Redesign 273 Job Rotation and Job Enrichment 273 Relational Job Design 274 Alternative Work Arrangements 275 Flextime 276 Myth or Science? Job Crafting Is a Practical Way to Reduce Boredom and Burnout 277 Job Sharing 278 Telecommuting 278 Employee Involvement 281 ­Examples of Employee Involvement Programs (EIP) 281 Cultural Considerations in Implementing EIP Programs­  282 Using Extrinsic Rewards to Motivate Employees 283 What to Pay: Establishing a Pay Structure 284 How to Pay: Rewarding Individual Employees Through Variable-Pay Programs 285 An Ethical Choice Workers’ Cooperatives 290 Using Benefits to Motivate Employees 291 Flexible Benefits: Developing a Benefits Package 291 Toward a Better World Sociabble Trees: Rewarding Through Reforestation 292 Using Intrinsic Rewards to Motivate Employees 293 Employee Recognition Programs 293 Summary 294 Implications for Managers 295 Point/Counterpoint Gainsharing: Fair Shares? 296 Questions for Review 296 Experiential Exercise Developing an Organizational Development and Compensation Plan for Automotive Sales Consultants 297 Ethical Dilemma Playing Favorites? 297 Case Incident JP Transport 298 A01_ROBB0025_19_GE_FM.indd 10 21/12/22 11:59 AM  Contents 11 3 The Group 9 Foundations of Group Behavior 300 Defining and Classifying Groups 302 Social Identity 303 Stages of Group Development 305 Group Property 1: Roles 306 Role Perception 306 Role Expectations 306 Role Conflict 308 Myth or Science? Gossip and Exclusion Are Toxic for Groups 308 Group Property 2: Norms 309 Norms and Emotions 309 Norms and Conformity 309 Norms and Behavior 310 Positive Norms and Group Outcomes 311 Negative Norms and Group Outcomes 312 Norms and Culture 313 Group Property 3: Status and Group Property 4: Size and Dynamics 314 Group Property 3: Status 314 An Ethical Choice Managing a Narcissist in the Group 316 Group Property 4: Size and Dynamics 316 Group Property 5: Cohesion 318 Toward a Better World Whirlpool: Building Cohesion Through Volunteering 319 Group Decision Making 319 Groups Versus the Individual 320 Groupthink and Groupshift 321 Group Decision-Making Techniques 322 Summary 323 Implications for Managers 323 Point/Counterpoint Conformity Is Counterproductive and Should Be Avoided 325 Questions for Review 326 Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? 326 Ethical Dilemma Follow the Leader? 328 Case Incident Cultural Context and Group Dynamics 328 10 Understanding Work Teams 330 Differences Between Groups and Teams 332 Types of Teams 333 Problem-Solving Teams 334 Self-Managed Work Teams 334 Cross-Functional Teams 335 Virtual Teams 336 Multiteam Systems 336 An Ethical Choice The Size of Your Meeting’s Carbon Footprint 337 Creating Effective Teams 338 Team Context 338 Team Composition 340 Toward a Better World Hershey: Advancing Diversity, Equity, and Inclusion Through Groups and Teams 343 Team Processes and States 344 A01_ROBB0025_19_GE_FM.indd 11 21/12/22 11:59 AM  12 Contents Myth or Science? Teams Should Practice Collective Mindfulness 345 Turning Groups of Employees into Teams 349 Selecting: Hiring for Team Effectiveness 349 Training: Creating Effective Teams 349 Rewarding: Providing Incentives for Exceptional Teams 350 Beware! Teams Aren’t Always the Answer 351 Summary 352 Implications for Managers 352 Point/Counterpoint Team Building Exercises Are a Waste of Time 353 Questions for Review 354 Experiential Exercise Should You Use Self-Managed Teams? 354 Ethical Dilemma When Your Cycling Skills Matter! 354 Case Incident Psychological Safety and Team Effectiveness 355 11 Communication 356 Interpersonal Communication 359 Oral Communication 359 Myth or Science? Better Listening Is the Key to Better Working Relationships 362 Written Communication 364 Nonverbal Communication 367 Choosing Communication Methods 370 Choosing Communication Methods 370 Handling Barriers to Effective Communi- cation 372 Toward a Better World Mobile Citizen and Mobile Beacon: Two Companies Enhanc- ing Access to Smartphones and the Internet 374 Advancements in Virtual Communication 375 Videoconferencing 375 Blogging, Vlogging, and Podcasting 377 ­E-collaboration and E-learning 378  ­The Currency of Virtual C ­ ommunication: Emojis, Usernames, Selfies, and More 378 Smartphones, Social Media, and Cybersecurity 379 Smartphones (and Other Smart Devices) 380 Social Media 381 An Ethical Choice What Should You Do If an Employee Is Being Cyberbullied or Harassed Online? 383 Cybersecurity 384 Cross-Cultural Communication 385 Cultural Context 385 The Interface Between Cultures 387 Aspects of Cultural Communication 388 A Guide to Cross-Cultural Communication 389 Summary 391 Implications for Managers 391 Point/Counterpoint Work Friendships Are Not a Good Idea 392 Ques­tions for Review 393 Experiential Exercise Choosing the Right Modes of Communication 393 Ethical Dilemma BYOD 394 Case Incident How Do You Communicate That You Are Passionate During an Interview? 395 A01_ROBB0025_19_GE_FM.indd 12 21/12/22 11:59 AM  Contents 13 12 Leadership 396 Trait Theories 399 Personality Traits and Leadership 399 Emotional Intelligence and Leadership 401 Behavioral Theories 402 Initiating Structure 402 Consideration 402 An Ethical Choice The Ethics of Nudging 403 Summary of Trait Theories and Behavioral Theories 404 Contingency Theories 404 The Fiedler Model 404 Situational Leadership Theory 405 Follower Contin- gency Theories 407 Leading in Times of Crisis 409 Positive Leadership Styles and Relationships 410 Leader–Member Exchange (LMX) Theory 410 Charismatic Leadership 411 The Full Range Leadership Model 414 Integrating and Evaluating Positive Leadership Styles 416 The (Un)ethical Aspects of Leadership 418 Authentic Leadership 418 Toward a Better World The Institute for Corporate Social Responsibility (iCSR): Training Leaders to Work Toward a Better Tomorrow 420 (Un)ethical Leadership 421 Servant Leadership 422 Abusive Supervision 422 Leadership and Trust 424 Trust 424 Challenges and Opportunities to Our Understanding of Leadership 426 Leadership Challenges 427 Leadership Opportunities 429 Myth or Science? Leaders Can Be Trained 430 Summary 432 Implications for Managers 432 Point/Counterpoint CEOs Start Early 434 Questions for Review 435 Experiential Exercise What’s in a Leader? 435 Ethical Dilemma Innocent, but What About Trust? 436 Case Incident Andrea Illy: Leading a Family Company Responsibly 436 13 Power and Politics 438 Power and Leadership 441 Bases of Power 442 Formal Power 442 Personal Power 443 Which Bases of Power Are Most Effective? 444 Dependence: The Key to Power 444 The General Dependence Postulate 444 What Creates Dependence? 445 Formal Small-Group Networks­  446 Social Network Analysis: A Tool for Assessing Resource Dependence 447 Influence Tactics 449 Using Influence Tactics 449 Automatic and Controlled Processing of Influence 451 Applying Influence Tactics 452 A01_ROBB0025_19_GE_FM.indd 13 21/12/22 11:59 AM  14 Contents ­ oward a Better World Old Mutual: Realizing a Sustainability Vision Through T Influence 453 How Power Affects People 454 Power Dynamics 454 Sexual Harassment: Unequal Power in the Workplace 455 Politics: Power in Action 456 Political Behavior 457 The Reality of Politics 457 Gossip and the Grapevine 458 The Causes and Consequences of Political Behavior 458 Factors Contributing to Political Behavior 458 Factors Contributing to Political Behavior Acquiescence 460 How Do People Respond to Organizational Politics? 460 Myth or Science? Office Politics Should Be Avoided Altogether 462 Voice and Silence 462 Impression Management 465 An Ethical Choice How Much Should You Manage Interviewer Impressions? 467 The Ethics of Behaving Politically 468 Mapping Your Political Career 468 Summary 470 Implications for Managers 471 Point/Counterpoint Emphasize the Strategies Women Can Use to Get Ahead 472 Questions for Review 473 Experiential Exercise The Turnaround Task Force 473 Ethical Dilemma Sexual Harassment and Office Romances 474 Case Incident Imperium Omni 474 14 Conf lict and Negotiation 476 A Definition of Conflict 478 (Dys)functional Conflict 479 Types of Conflict 479 Loci of Conflict 481 The Conflict Process 482 Stage I: Potential Opposition or Incompatibility 483 Stage II: Cognition and Personalization 485 Stage III: Intentions 485 Stage IV: Behavior 487 Stage V: Outcomes 488 Managing Conflict 489 ­Negotiation 491 Bargaining Strategies 491 The Negotiation Process 495 Preparation and Planning 495 Definition of Ground Rules 496 Clarification and Justification 497 Bargaining and Problem Solving 497 Closure and Implementation 497 Myth or Science? Good Negotiators Rely on Intuition 497 Individual Differences in Negotiation Effectiveness 498 Personality Traits in Negotiations 498 Moods and Emotions in Negotiations 499 Culture and Race in Negotiations 500 Gender in Negotiations 501 Negotiating in a Social Context 502 Reputation 502 Toward a Better World ALDI: Downstream Environmental and Social Implications of Supplier Negotiations 503 Relationships 504 An Ethical Choice Ethical Challenges in Negotiation 504 A01_ROBB0025_19_GE_FM.indd 14 21/12/22 11:59 AM  Contents 15 Third-Parties in Negotiations 505 Summary 505 Implications for Managers 506 Point/Counterpoint Nonunion Positions and the Gig Economy Are Bad for Workers 508 Questions for Review 509 Experiential Exercise A Negotiation Role Play 509 Ethical Dilemma To Intervene or Not to Intervene? 510 Case Incident Disorderly Conduct 511 15 Foundations of Organization Structure 512 What Is Organizational Structure? 514 Work Specialization 515 Departmentalization 517 Chain of Command 519 Span of Control 520 Centralization and Decentralization 521 Formalization 522 Boundary Spanning 522 Common Organizational Frameworks and Structures 524 The Simple Structure 524 The Bureaucracy 525 Myth or Science? Bureaucracy Is the Enemy of Innovation and Productivity 526 The Matrix Structure 526 Newer Trends in Organizational Design 528 The Virtual Structure 528 The Team Structure 530 ­ n Ethical Choice Flexible Structures, Deskless Workplaces 531 A The Circular Structure 532 The Leaner Organization: Downsizing 532 Why Do Structures Differ? 534 Organizational Strategies 535 Toward a Better World Grove Collaborative: Innovating in the CSR and Sustainability Market Space 536 Organization Size 538 Technology 538 Environment 538 Institutions 539 Organizational Designs and Employee Behavior 540 Span of Control 540 Centralization 540 Predictability Versus Autonomy 541 National Culture 541 Summary 542 Implications for Managers 542 Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance ­Productivity 543 Questions for Review 543 Experiential Exercise Remote Work 544 Ethical Dilemma The Ethics of Layoffs 544 Case Incident Kuuki: Reading the Atmosphere 545 A01_ROBB0025_19_GE_FM.indd 15 21/12/22 11:59 AM  16 Contents 4 The Organization System 16 Organizational Culture and Change 546 What Is Organizational Culture? 549 A Definition of Organizational Culture 549 Do Organizations Have Uniform Cultures? 551 Strong Versus Weak Cultures 552 Myth or Science? An Organization’s Culture Is Forever 552 How Employees Learn Culture 553 Stories 553 Rituals 553 Symbols 554 Language 554 An Ethical Choice A Culture of Compassion 555 Creating and Sustaining Culture 556 How a Culture Begins 556 Keeping a Culture Alive 557 What Do Cultures Do? 561 The Functions of Culture 561 Culture Creates Climate 562 Culture as an Asset 564 Toward a Better World Morgan Stanley: Sustainable and Ethical Organizational Cultures Influence Investment Decisions 566 Culture as a Liability 567 Influencing Organizational Cultures 569 Developing a Positive Culture 570 Developing an Ethical Culture 571 Developing an Innovative Culture 572 Change 574 The Nature of Change 575 Resistance to Change 575 The Politics of Change 578 Approaches to Managing Organizational Change 579 Lewin’s Three-Step Model 579 Kotter’s Eight-Step Plan 580 Action Research 580 Organizational Development 581 The Change Paradox 583 Summary 583 Implications for Managers 584 Point/Counterpoint Organizational Change Management Is Not Worth the Effort 585 Questions for Review 585 Experiential Exercise Culture Architects 586 Ethical Dilemma Toxic Culture 586 Case Incident Culture of Fear 587 17 Human Resource Systems and Practices 588 Recruitment 590 Applicant Attraction 591 The Ubiquity of Referral Hiring 591 The Role of Recruiters 592 Realistic Job Previews 593 A01_ROBB0025_19_GE_FM.indd 16 21/12/22 11:59 AM  Contents 17 Selection 594 How the Selection Process Works 594 Initial Selection 594 Substantive and Contingent Selection 598 Written Tests 599  ­Performance-Simulation Tests 600 Interviews 601 Contingent Selection Tests 602 Training and Development 603 Training Content 605 Training Methods 605 Evaluating Effectiveness 607 Performance Management 607 What Do We Evaluate? 608 Who Should Do the Evaluating? 610 Methods of Performance Evaluation 611 Improving Performance Evaluations 612 An Ethical Choice Eliminating Bias from Performance Reviews 614 Providing Performance Feedback 614 Myth or Science? The 24-Hour Workplace Is Harmful 615 Accessible Workplaces 615 Accommodations for Physical Disabilities 616 Accommodations for Hidden Disabilities 616 Human Resources (HR) Leadership 617 Toward a Better World Kawasaki: Learning from Each Other at Takumi Juku and Manabiya 618 Communicating HR Practices 618 Drafting and Enforcing Employment Policies 619 Summary 620 Implications for Managers 621 Point/Counterpoint Employers Should Check Applicants’ Criminal ­Backgrounds 622 Questions for Review 622 Experiential Exercise Designing a Virtual Assessment Center Exercise 623 Ethical Dilemma Should I Pay the Staff More and Reduce the Company’s Profit? 624 Case Incident Fired via Video Message 624 ­ 18 Stress and Health in Organizations 626 The Nature of Stress in Organizations 629 Stressors 630 Strain 632 Eustress 632 Physical Health at Work 633 Sleep 634 Illness and Injury 634 Myth or Science? When You Are Working Hard, Sleep Is Optional 635 Mental Health at Work 636 Job Insecurity 636 Toward a Better World Freelancers Union: Advocating for Gig Workers Faced with Consistent Job Insecurity 637 Workaholism 638 Psychological Distress at Work 638 A01_ROBB0025_19_GE_FM.indd 17 21/12/22 11:59 AM  18 Contents Mechanisms of Health and Stress 639 Conservation of Resources 639  ­ Effort-Reward Imbalance Model 640 Job Demand-Control-Support Model 640 Job Demands-Resources Model­  641 Work–Life Balance 643 The State of Work–Life Balance: A New Normal? 643 Work–Life Boundaries 643 Work–Life Spillover 645 Flexible and Supportive Policies 647 Managing Stress and Health 648 Individual Approaches 649 An Ethical Choice Talking About Mental Health Without Overstepping Boundaries 652 Organizational Approaches 653 Summary 656 Implications for Managers 657 Point/Counterpoint Companies Should Encourage Stress Reduction 658 Questions for Review 659 Experiential Exercise Micro-Stressors 659 Ethical Dilemma The Fear of Redundancy and Ceasing Operations 659­ Case Incident Burnout Despite Flexibility: Working Parents and COVID-19 661 Appendix Research in Organizational Behavior 662 Comprehensive Cases 668 ­Glossary 681 Endnotes 691 Organization Index 780 Subject Index 783 A01_ROBB0025_19_GE_FM.indd 18 21/12/22 11:59 AM  About the Authors Stephen P. Robbins Ph.D. University of Arizona Stephen P. Robbins is Professor Emeritus of Management at San Diego State Uni- versity and the world’s best-selling textbook author in the areas of management and organizational behavior. His books have sold more than 12 million copies; have been translated into 20 languages; and have adapted editions for Canada, Australia, South Africa, India, and the Arab World. Dr. Robbins is also the author of the best-selling books The Truth About Managing People, 4th ed. (Pearson, 2014) and Decide & Conquer, 2nd ed. (Pearson, 2015). In his “other life,” Dr. Robbins participates in masters’ track competitions. Since turning 50 in 1993, he’s won 23 national sprint championships; 14 world sprint titles; and set numerous U.S. and world age-group records at 60, 100, 200, and 400 meters. In 2005, Dr. Robbins was elected to the U.S.A. Masters’ Track & Field Hall of Fame. A full bio is available at stephenprobbins.com. Timothy A. Judge Ph.D. University of Illinois at Urbana-Champaign Timothy A. Judge is the Joseph A. Alutto Chair in Leadership Effectiveness, and Executive Director of the Fisher Leadership Initiative, Fisher College of Business, The Ohio State University. In the past, Dr. Judge has been a Fellow of the Cam- bridge Judge Business School, University of Cambridge, and Visiting Professor, Division of Psychology & Language Sciences, University College London. He has held academic positions at the University of Notre Dame, University of Flori- da, University of Iowa, Cornell University, and Charles University in the Czech Republic. Dr. Judge’s primary research interests are in (1) personality, moods, and emotions; (2) job attitudes; (3) leadership; and (4) careers. Dr. Judge has published more than 155 articles in these and other major topics in refereed journals. He is a fellow of several professional societies, including the American Psychological Association, the Academy of Management, and the International Association of Applied Psychology. Among the many professional acknowledg- ments of his work, Dr. Judge has received the Heneman Career Achievement Award, the Mahoney Doctoral Mentoring Award, and the Scholarly Achieve- ment Award, all from the Human Resources Division of the Academy of Man- agement. In addition, a 2017 study identified him as the most cited out of more than 8,000 scholars in applied psychology. Dr. Judge is a co-author of Essentials of Organizational Behavior with Stephen P. Robbins and Staffing Organizations with John K­ ammeyer-Mueller. Judge’s primary nonwork passion revolves around rock climbing and mountaineering. He has climbed the three highest peaks in the United Kingdom and more than half of the highest peaks in the lower forty-eight states. He and his wife Jill are the parents of three children. 19 A01_ROBB0025_19_GE_FM.indd 19 21/12/22 11:59 AM  Pearson’s Commitment to Diversity, Equity, and Inclusion Pearson is dedicated to creating bias-free content that reflects the diversity, depth, and breadth of all learners’ lived experiences. We embrace the many dimensions of diversity, including but not limited to race, ethnicity, gender, sex, sexual orientation, socioeconomic status, ability, age, and religious or political beliefs. Education is a powerful force for equity and change in our world. It has the potential to deliver opportunities that improve lives and enable economic mobility. As we work with authors to create content for every product and service, we acknowledge our responsibility to demonstrate inclusivity and incorporate diverse scholarship so that everyone can achieve their potential through learning. 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As per Pearson’s content, we want to hear from you about any concerns guidelines for accessible educational Web media, or needs with this Pearson product so that we can we test and retest the capabilities of our products investigate and address them. against the highest standards for every release, Please contact us with concerns about any following the WCAG guidelines in developing new potential bias at products for copyright year 2022 and beyond. https://www.pearson.com/report-bias.html You can learn more about Pearson’s For accessibility-related issues, such as using commitment to accessibility at assistive technology with Pearson products, https://www.pearson.com/us/accessibility.html alternative text requests, or accessibility documentation, email the Pearson Disability Support team at [email protected] A01_ROBB0025_19_GE_FM.indd 20 21/12/22 11:59 AM  ­Preface The World’s Most Successful Organizational Behavior Text Is Better Than Ever This new 19th edition of Organizational Behavior continues to distinguish itself by solving today’s most pressing teaching and learning challenges in the field of organizational behavior. OB instructors often face a major chal- lenge in keeping up with advancement and innovation in our understanding of people at work. Moreover, stu- dents’ learning, engagement with, and understanding of OB are framed by the present. Many students wonder about the implications of transformative current events on the world of work. For instance, the COVID-19 crisis has brought questions to light about whether telecommuting is effective, how work and life interactions can be managed, and the effect of the pandemic’s stressors on employee mental and physical well-being. The pandemic has also renewed interest in the burgeoning gig economy and the many ethical and practical issues that follow. Also, the Black Lives Matter and #MeToo movements have sparked considerations of how organizations, leaders, and employees can fight for equality and equity, promote and value diversity, and foster inclusive practices in the workplace. Finally, advancements in technology (e.g., artificial intelligence, ma- chine learning, social media) have revolutionized the way organizations do business. Therefore, the way employees interact with customers, coworkers, and leaders has been changed as well. In this edition of Organizational Behavior, we build upon the basic core of OB knowledge to highlight timely ad- vancements in these topics. Over half of the examples and references have been updated since the previous edition. We have completely revisited, revised, and refreshed the chapters on Diversity, Equity, and Inclusion, Communica- tion, Culture and Change, and Stress and Health to meet these current learning and teaching challenges. Apart from updating half of the in-text features and end-of-text exercises, this edition contains a new feature (Toward a Better World) that highlights social responsibility, justice, and ethics issues facing organizations today. Moreover, we augment the improved topic coverage with supplements designed to enhance the teaching and learning experience. Lastly, Organizational Behavior focuses on translating state-of-the-art theory and research on OB into actionable practices that students can directly apply in the world of work. By focusing on why OB matters in the workplace, students can apply what they learn to their own working experiences, regardless of their field of study. We offer a complete, high-tech support package for both faculty and students. For more information about any of our supple- mental resources, please visit the Pearson Higher Education website. This matrix identifies which features and end-of-chapter material will help you develop specific skills employers are looking for in job candidates. Employability Employability Skills Matrix (ESM) An Employability Skills Matrix at the beginning of each chapter Myth or Science? An Ethical Choice Point/ Counterpoint Toward a Better World Experiential Exercise Ethical Dilemma Case Incident provides ­ students with a visual Critical Thinking & guide to features that support the Creativity ✓ ✓ ✓ ✓ ✓ ✓ development of skills employers Communication ✓ ✓ ✓ are looking for in today’s busi- Collaboration ✓ ✓ ness graduates, helping students Self-Management see the relevance of the course to ✓ ✓ ✓ ✓ Social their career goals from the very Responsibility ✓ ✓ ✓ ✓ ✓ ✓ start of class. Leadership ✓ ✓ ✓ ✓ ✓ Career Management ✓ ✓ ✓ ✓ ✓ (Employability Skills Matrix for Chapter 2) 21 A01_ROBB0025_19_GE_FM.indd 21 21/12/22 11:59 AM  22 Preface Develop Self-Awareness and an Awareness of Others The authors have recommended Personal Inventory Assessments for each chapter, which are assignable in the MyLab. These assessments help develop professionalism and awareness of oneself and others, skills necessary for future career success. Additional Application Practice in End-of-Chapter Material Experiential Activities, Ethical Dilemmas, and Cases are included at the end of each chapter. Also, five Compre- hensive Cases at the end of the textbook provide more practice than any other text available. ETHICAL DILEMMA Credit Where Credit Is Due You are preparing for the weekly team meeting, during she would completely take the idea as her own. But Alex which each team member shares a new idea that they and I work together frequently. I do not want to create have been working on that week. One idea in particular an uncomfortable situation.” Finally, after a long pause, receives very positive feedback. The idea sticks with you as Aiden says more confidently, “I’m not going to say any- EXPERIENTIAL EXERCISE Managing Remote Teams incredibly innovative, and you remark to your coworker, thing. I think I was overacting.” Guava is a music streaming service located in Silicon development for newer employees, and developing a new Aiden, “Wasn’t that a great idea that Alex shared?” Valley that is steadily growing (with roughly 500 employ- structure for making important decisions. Furthermore, ees currently). Guava has plans to hire many new employ- all employees were surveyed to assess whether they would (Page 72) ees within the coming year. The CEO, Lennox Reynolds, choose to work remotely full-time or part-time if given has a vision to permanently transition roughly half of the option. Thirty percent of existing employees said the existing employees to remote work and potentially they were very interested in working remotely full-time. hire additional remote workers. Reynolds also wants the CASE INCIDENT Work–Life Balance at R.G. & Company company to develop a flatter structure. Rather than have While some employees have expressed strong preferences departments organized by traditional functions like engi- for working remotely, other employees and many supervi- Tatum is a consultant at R.G. & Company (R.G.), a global If Tatum wants a promotion, she believes she needs to neering or marketing, employees would work on project sors have various concerns. Guava needs to decide soon consulting firm. She has enjoyed the past few years work- make herself stand out among all the company’s qualified teams and have greater autonomy. Reynolds believes this regarding its remote work policy. The decision will impact ing at the company. As an ambitious person, she has been individuals. will allow creativity and innovation to thrive (helping whether the company chooses to scale back office space focusing on her long-term goal of advancing within the R.G. has policies to accommodate those with family re- Guava develop a competitive advantage). Reynolds thinks and require significant structural changes. company. Furthermore, Tatum has always been passionate sponsibilities. But, in practice, Tatum knows that few em- a rigid traditional structure restricts employees and stifles about her work and could not imagine working anywhere ployees take advantage of them. For example, Tatum was creativity and innovation. Rather than having a single else. Nonetheless, working at R.G. as a mother of a young a little surprised at how quickly her supervisor, Kennedy, designated leader, teams will allow individuals to emerge as leaders. child has not been without its challenges. The company returned to the office after having a child. However, does offer some flexibility in terms of when she is in the Kennedy was much admired at R.G. and was held up as an office. As long as she completes her work, her supervisors example that it was possible to have it all—to be a success- (Page 71) usually do not care if she leaves early or works from home ful working mother. The alternative was for Tatum to tran- when her daughter is sick. sition to working part-time or switch to a less demanding role. Unfortunately, these alternatives would essentially mean putting aside her goal of advancement. (Page 72) A01_ROBB0025_19_GE_FM.indd 22 21/12/22 11:59 AM  Preface 23 Real and Relevant Ursula Burns, former CEO of Xerox, and the first woman to lead a Fortune 500 company, speaks at the Annual Examples John Wooden Global Leadership Award Dinner. Burns’ ability to engage with individuals and be “listener-in- chief” contributed to Xerox’s massive Every chapter is filled with growth during her tenure as CEO. examples to make OB more Source: Matt Sayles/Invision/AP/Shutterstock. meaningful and help stu- dents recognize course con- cepts in action. Profiles of real companies and their leaders throughout illustrate how course concepts have helped their success. (Page 160) Bernd Van Jutrczenka/DPA Picture Alliance/Alamy Stock Photo OB POLL Percentage of Men and Women Working The OB Poll in each chapter highlights 100% statistics that challenge common assump- 90% tions. 80% 76.2% Men 69.1% 70% 60% Women 57.1% 50% 40.8% 40% 30% 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 Sources: B S Based d on U U.S. S BBureau off LLabor b StStatistics, ti ti “W “Women iin th the LLabor b Force: F A Datebook,” D t b k ” 2019, 2019 htt https://www.bls.gov/opub/reports/womens- // bl / b/ t / databook/2019/home.htm (Page 53) The recently added Toward a Better Toward a Better World Ben & Jerry’s: The Scoop on What It Takes to World provides examples of organiza- Be a CSR-Oriented Company tions that highlight corporate social ­responsibility, sustainability, ­diversity and Ben & Jerry’s, an ice cream maker a better place. In 2019, for instance, by OB scientists. For instance, one inclusion, and justice in the ­workplace. headquartered in Vermont, is often touted as the poster child for corpo- they eliminated 245,000 pounds of plastic packaging, straws, and spoons. study focused on CEO letters and interviews with long-tenured employ- These features help demonstrate how rate social responsibility (CSR). From However, Ben & Jerry’s has not gone ees and newcomers to Ben & Jerry’s humble beginnings, Ben & Jerry’s has without critique. The pretty picture of over a 30-year span. It found that, fol- ­real-world companies ­approach these is- a storied history of making unique, what it takes to be a CSR-oriented com- lowing the acquisition, employees had sues, both successfully and unsuccessfully. chunky ice cream flavors, churning out immense profits on just about a yearly pany often focuses on the successes, but rarely do we see the failures. For to “whipsaw” back and forth between the triple bottom line and the finan- basis, and eventually being acquired instance, in the 1990s, one researcher cial performance desired by the post- by a major corporation. But despite all uncovered actions with good intentions acquisition CEOs. Further, another these changes throughout the com- gone wrong. As some examples, many research study found that the acquir- pany’s history, their commitment to a have taken issue with the price of the ing organization (Unilever) may have (Page 57) Myth or Science? engages students Myth or Science? with popular opinions, conclusions, or Work Has to Be Purposeful to Be Motivating conjectures from the working world, carefully considering whether these D escribing the impact employ- could have unintended consequences. of impact than their actual impact. The ees’ work has on the world has become a familiar strategy that Although workplaces from IKEA to Microsoft promise meaningful work with result is lower levels of meaning, enjoy- ment, and motivation. conclusions are supported or refuted organizations use to inspire employ- a greater purpose, employees’ tasks However, just because some jobs based on empirical evidence. ees. For example, Amazon tells employ- may be routine and disconnected from require employees to do more of these ees they are building the future, and the inspirational purpose organizations routine tasks does not mean these Microsoft describes how employees are promising. One survey of seven employees have to be any less motivated empower individuals and organizations hundred employees across twenty-two or engaged. One promising intervention around the world to achieve more. The industries demonstrates this discon- is “superordinate framing.” Employees belief is that if workers view their job nect. In this study, all but one employee can use this framing tool to think about as purpo