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18TH
EDITION

Stephen P. Robbins

|

Timothy A. Judge

ORGANIZATIONAL
BEHAVIOR
18TH EDITION


ORGANIZATIONAL
BEHAVIOR
18TH EDITION

Stephen P. Robbins
—San Diego State University

Timothy A. Judge
—The Ohio State University

New York, NY

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Library of Congress Cataloging-in-Publication Data
Names: Robbins, Stephen P., 1943- author. | Judge, Tim, author.
Title: Organizational behavior / Stephen P. Robbins, San Diego State

  University, Timothy A. Judge, The Ohio State University.
Description: Eighteenth edition. | New York, NY : Pearson Education, [2019] |
  Includes bibliographical references and index.
Identifiers: LCCN 2017043368 | ISBN 9780134729329 (hardcover) | ISBN
  0134729323 (hardcover)
Subjects: LCSH: Organizational behavior.
Classification: LCC HD58.7 .R62 2019 | DDC 658.3--dc23
LC record available at />1 17
ISBN 10:
0-13-472932-3
ISBN 13: 978-0-13-472932-9

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Brief Contents
Preface  xxiii

1Introduction 


1

What Is Organizational Behavior?  2

2 The Individual 

2
3
4
5
6
7
8

Diversity in Organizations  42
Attitudes and Job Satisfaction  74
Emotions and Moods  102
Personality and Values  140
Perception and Individual Decision Making  176
Motivation Concepts  214
Motivation: From Concepts to Applications  252

3 The Group 

9
10
11
12
13
14
15

Foundations of Group Behavior  286
Understanding Work Teams  322
Communication 354
Leadership 392
Power and Politics  434
Conflict and Negotiation  470
Foundations of Organization Structure  506

4 The Organization System 




16
17
18

Organizational Culture  542
Human Resources Policies and Practices  580
Organizational Change and Stress Management  622

Appendix  Research in Organizational Behavior  667
Comprehensive Cases  674
Glossary  688
Name Index  698
Organization Index  717
Subject Index  720
iii

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Contents
Preface  xxiii

1

Introduction 

1 What Is Organizational Behavior?  2
The Importance of Interpersonal Skills  5
Management and Organizational Behavior 6
Management Roles 7 • Management Skills 8 • Effective versus Successful
Managerial Activities  8
Complementing Intuition with Systematic Study  11
Big Data  11

Myth or Science?  Management by Walking Around Is the Most Effective
Management 12

Disciplines That Contribute to OB  15
Psychology 15 • Social Psychology 16 • Sociology 16 • 
Anthropology 16
There Are Few Absolutes in OB  16
Challenges and Opportunities  17
Economic Pressures 18 • Continuing Globalization 18 • Workforce
Demographics 20
Personal Inventory Assessments  Multicultural Awareness Scale  20
Workforce Diversity 21 • Customer Service 21 • People Skills 21 • 
Networked Organizations 22 • Social Media 22 • Employee Well-Being
at Work 22 • Positive Work Environment 23 • Ethical Behavior 24
An Ethical Choice  Vacation: All I Ever Wanted  25
Coming Attractions: Developing an OB Model  26
An Overview 26 • Inputs 26 • Processes 27 • Outcomes 27
Career OBjectives  What do I say about my termination?  29
Employability Skills  32
Employability Skills That Apply across Majors  33
Summary 34

v

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vi

Contents

Implications for Managers  34
Point/Counterpoint  The Battle of the Texts  35
Questions for Review  36
Experiential Exercise  Managing the OB Way  36
Ethical Dilemma  There’s a Drone in Your Soup  37
Case Incident 1  Apple Goes Global  37
Case Incident 2  Big Data for Dummies  38

2

The Individual 

2 Diversity in Organizations  42
Diversity 45
Demographic Characteristics 45 • Levels of Diversity 46
An Ethical Choice  Affirmative Action for Unemployed Veterans  47
Discrimination 47
Stereotype Threat  48
Personal Inventory Assessments  Intercultural Sensitivity Scale  49
Discrimination in the Workplace  49
Biographical Characteristics  50
Age 50
Myth or Science?  Bald Is Better  51
Sex 52 • Race and Ethnicity 53 • Disabilities 54 • Hidden Disabilities 55
Other Differentiating Characteristics  56
Tenure 56 • Religion 56 • Sexual Orientation and Gender Identity 57
Career OBjectives  Should I come out at work?  58

Cultural Identity  59
Ability 59
Intellectual Abilities 60 • Physical Abilities 61
Implementing Diversity Management Strategies  62
Attracting, Selecting, Developing, and Retaining Diverse Employees  62  • 
Diversity in Groups 63 • Expatriate Adjustment 64 • Effective Diversity
Programs 64
Summary 65
Implications for Managers  65
Point/Counterpoint  Affirmative Action Programs Have Outlived Their Usefulness  66
Questions for Review  67
Experiential Exercise  Differences  67
Ethical Dilemma  Voiding the “License to Discriminate”  68
Case Incident 1  Can Organizations Train Diversity?  68
Case Incident 2  The Encore Career  69

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vii

Contents

3 Attitudes and Job Satisfaction  74
Attitudes 77
Attitudes and Behavior  78

Job Attitudes  79
Job Satisfaction and Job Involvement  79
An Ethical Choice  Office Talk  80
Organizational Commitment 80 • Perceived Organizational Support 81 • 
Employee Engagement  81  •  Are These Job Attitudes All That Distinct?  82
Job Satisfaction  83
Measuring Job Satisfaction  83  •  How Satisfied Are People in Their Jobs?  84
What Causes Job Satisfaction?  85
Job Conditions 86 • Personality 86
Personal Inventory Assessments  Core Self-Evaluation (CSE) Scale  86
Pay 87 • Corporate Social Responsibility (CSR) 87
Outcomes of Job Satisfaction  88
Job Performance 88 • Organizational Citizenship Behavior (OCB) 88 • 
Customer Satisfaction 89 • Life Satisfaction 89
Career OBjectives  How can I make my job better?  90
The Impact of Job Dissatisfaction  90
Counterproductive Work Behavior (CWB)  91
Myth or Science?  Happy Workers Means Happy Profits  93
Managers Often “Don’t Get It”  93
Summary 94
Implications for Managers  94
Point/Counterpoint  Employer–Employee Loyalty Is an Outdated Concept  95
Questions for Review  96
Experiential Exercise  Job Attitudes Situational Interview  96
Ethical Dilemma  Tell-All Websites  97
Case Incident 1  Self-Service Kiosks: From People to Robots  97
Case Incident 2  Job Crafting  98

4 Emotions and Moods  102
What Are Emotions and Moods?  105

The Basic Emotions  106
Myth or Science?  Smile, and the Work World Smiles with You  106
Moral Emotions  107  •  The Basic Moods: Positive and Negative
Affect 107 • Experiencing Moods and Emotions 108 • The Function
of Emotions  110
Sources of Emotions and Moods  111
Personality 111 • Time of Day 111 • Day of the Week 113 • Weather 113

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Contents

Stress 113 • Social Activities 113 • Sleep 115 • Exercise 115 • Age 115 • 
Sex 115
Emotional Labor  116
Affective Events Theory  118
Emotional Intelligence  119
An Ethical Choice  Should Managers Use Emotional Intelligence (EI) Tests?  120
Personal Inventory Assessments  Emotional Intelligence Assessment  121
Emotion Regulation  121
Emotion Regulation Influences and Outcomes  121  •  Emotion Regulation
Techniques 122 • Ethics of Emotion Regulation 123
OB Applications of Emotions and Moods  124
The Selection Process 124 • Decision Making 124 • Creativity 125 • 
Motivation 125 • Leadership 125 • Negotiation 126 • Customer

Service 126 • Work-Life Satisfaction 126
Career OBjectives  How do I turn down the volume on my screaming boss?  127
Deviant Workplace Behaviors  127  •  Safety and Injury at Work  128
Summary 128
Implications for Managers  128
Point/Counterpoint  Sometimes Yelling Is for Everyone’s Good  129
Questions for Review  130
Experiential Exercise  Mindfulness at Work  130
Ethical Dilemma  Data Mining Emotions  131
Case Incident 1  Managers Have Feelings, Too!  132
Case Incident 2  When the Going Gets Boring  133

5 Personality and Values  140
Personality 143
What Is Personality?  143
Career OBjectives  How do I ace the personality test?  144
Personal Inventory Assessments  Core Five Personality Dimensions  145
Personality Frameworks  145
The Myers-Briggs Type Indicator  146  •  The Big Five Personality
Model 146 • The Dark Triad 150
Other Personality Attributes Relevant to OB  152
Core Self-Evaluations (CSEs) 152 • Self-Monitoring 153
Myth or Science?  We Can Accurately Judge Individuals’ Personalities
a Few Seconds after Meeting Them  154
Proactive Personality  154
Personality, Job Search, and Unemployment  155
Personality and Situations  156
Situation Strength Theory  156  •  Trait Activation Theory  157

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ix

Contents

Values 158
The Importance and Organization of Values  159  •  Terminal versus
Instrumental Values 159 • Generational Values 159
An Ethical Choice  Do You Have a Cheating Personality?  160
Linking an Individual’s Personality and Values to the Workplace  161
Person–Job Fit 161 • Person–Organization Fit 162 • Other Dimensions
of Fit  162
Cultural Values  163
Hofstede’s Framework 163 • The GLOBE Framework 164 • Comparison of
Hofstede’s Framework and the GLOBE Framework  165
Summary 165
Implications for Managers  165
Point/Counterpoint  Millennials Are More Narcissistic Than Their Parents  166
Questions for Review  167
Experiential Exercise  Your Best Self  167
Ethical Dilemma  From Personality to Values to Political Ideology in Hiring  168
Case Incident 1  On the Costs of Being Nice  169
Case Incident 2  The Clash of the Traits  170

6 Perception and Individual Decision Making  176

What Is Perception?  179
Factors That Influence Perception  179
Person Perception: Making Judgments About Others  181
Attribution Theory  181
Career OBjectives  So what if I’m a few minutes late to work?  183
Common Shortcuts in Judging Others  184  •  Specific Applications
of Shortcuts in Organizations  185
Myth or Science?  All Stereotypes Are Negative  186
The Link Between Perception and Individual Decision Making  187
Decision Making in Organizations  187
The Rational Model, Bounded Rationality, and Intuition  187  •  Common
Biases and Errors in Decision Making  189
Influences on Decision Making: Individual Differences and Organizational
Constraints 193
Individual Differences 193 • Organizational Constraints 195
What About Ethics in Decision Making?  196
Three Ethical Decision Criteria 196 • Lying 198
An Ethical Choice  Choosing to Lie  199
Creativity, Creative Decision Making, and Innovation in Organizations  199
Creative Behavior  200  •  Causes of Creative Behavior  201
Personal Inventory Assessments  Creativity Scale  202
Creative Outcomes (Innovation)  203

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x

Contents

Summary 204
Implications for Managers  204
Point/Counterpoint  Implicit Assessment  205
Questions for Review  206
Experiential Exercise  Mafia  206
Ethical Dilemma  Cheating Is a Decision  207
Case Incident 1  Warning: Collaboration Overload  208
Case Incident 2  Feeling Bored Again  208

7 Motivation Concepts  214
Motivation Defined  217
Early Theories of Motivation  218
Hierarchy of Needs Theory 218 • Two-Factor Theory 219 • McClelland’s
Theory of Needs  220
Career OBjectives  Why won’t he take my advice?  222
Contemporary Theories of Motivation  223
Self-Determination Theory  223
Myth or Science?  Helping Others and Being a Good Citizen Is Good for
Your Career  224

Goal-Setting Theory  224
Other Contemporary Theories of Motivation  228
Self-Efficacy Theory 228 • Reinforcement Theory 230
An Ethical Choice  Motivated by Big Brother  231
Expectancy Theory  232
Personal Inventory Assessments  Work Motivation Indicator  234
Equity Theory/Organizational Justice  234
Distributive Justice 235 • Procedural Justice 236 • Interactional

Justice 237 • Justice Outcomes 238 • Promoting Justice 239 • Culture
and Justice  239
Job Engagement  240
Integrating Contemporary Theories of Motivation  240
Summary 242
Implications for Managers  242
Point/Counterpoint  Goals Get You to Where You Want to Be  243
Questions for Review  244
Experiential Exercise  Organizational Justice Task  244
Ethical Dilemma  Follies of Reward  245
Case Incident 1  The Demotivation of CEO Pay  245
Case Incident 2  Laziness Is Contagious  246

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xi

Contents

8 Motivation: From Concepts to Applications  252
Motivating by Job Design: The Job Characteristics Model  255
The Job Characteristics Model  255
Job Redesign  257
Job Rotation and Job Enrichment  257
Myth or Science?  Money Can’t Buy Happiness  258

Relational Job Design  259
Personal Inventory Assessments  Diagnosing Poor Performance and Enhancing
Motivation 260

Alternative Work Arrangements  260
Flextime 261 • Job Sharing 263 • Telecommuting 263
Career OBjectives  How can I get flextime?  264
Employee Involvement  266
Examples of Employee Involvement Programs  266
Using Rewards to Motivate Employees  267
What to Pay: Establishing a Pay Structure  268  •  How to Pay: Rewarding
Individual Employees through Variable-Pay Programs  269
An Ethical Choice  Sweatshops and Worker Safety  273
Using Benefits to Motivate Employees  274
Flexible Benefits: Developing a Benefits Package  274
Using Intrinsic Rewards to Motivate Employees  275
Employee Recognition Programs  275
Summary 277
Implications for Managers  277
Point/Counterpoint  Face Time Matters  278
Questions for Review  279
Experiential Exercise  Developing an Organizational Development and Compensation
Plan for Automotive Sales Consultants  279
Ethical Dilemma  You Want Me to Do What?  280
Case Incident 1  We Talk, But They Don’t Listen  280
Case Incident 2  Pay Raises Every Day  281

3

The Group 

9 Foundations of Group Behavior  286
Defining and Classifying Groups  288
Social Identity 289 • Ingroups and Outgroups 290 • Social Identity
Threat 291
Stages of Group Development  291

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Contents

Group Property 1: Roles  292
Role Perception 293 • Role Expectations 293 • Role Conflict 294 • Role
Play and Assimilation  294
Myth or Science?  Gossip and Exclusion Are Toxic for Groups  295
Group Property 2: Norms  296
Norms and Emotions 296 • Norms and Conformity 296 • Norms and
Behavior 297
An Ethical Choice  Using Peer Pressure as an Influence Tactic  298
Positive Norms and Group Outcomes  299  •  Negative Norms and Group
Outcomes 300 • Norms and Culture 301
Group Property 3: Status, and Group Property 4: Size and Dynamics  301
Group Property 3: Status  301  •  Group Property 4: Size and Dynamics  303
Group Property 5: Cohesiveness, and Group Property 6: Diversity  305
Group Property 5: Cohesiveness  305  •  Group Property 6: Diversity  306

Personal Inventory Assessments  Communicating Supportively  306
Group Decision Making  307
Groups versus the Individual  307  •  Groupthink and Groupshift  308
Career OBjectives  Can I fudge the numbers and not take the blame?  309
Group Decision-Making Techniques  310
Summary 312
Implications for Managers  312
Point/Counterpoint  Diverse Work Groups Are Smarter and More Innovative  313
Questions for Review  314
Experiential Exercise  Surviving the Wild: Join a Group or Go It Alone?  314
Ethical Dilemma  Is It Okay to Violate a Psychological Contract?  316
Case Incident 1  The Calamities of Consensus  316
Case Incident 2  Intragroup Trust and Survival  317

10 Understanding Work Teams  322
Why Have Teams Become So Popular?  325
Differences Between Groups and Teams  325
Types of Teams  327
Problem-Solving Teams 327 • Self-Managed Work Teams 327 • CrossFunctional Teams 328 • Virtual Teams 328 • Multiteam Systems 329
An Ethical Choice  The Size of Your Meeting’s Carbon Footprint  330
Creating Effective Teams  331
Team Context: What Factors Determine Whether Teams Are
Successful? 332 • Team Composition 333
Myth or Science?  Team Members Who Are “Hot” Should Make the Play  334
Career OBjectives  Is it wrong that I’d rather have guys on my team?  337
Team Processes  338

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Contents

Personal Inventory Assessments  Team Development Behaviors  342
Turning Individuals into Team Players  342
Selecting: Hiring Team Players  342  •  Training: Creating Team
Players  343  •  Rewarding: Providing Incentives to Be a Good Team Player  343
Beware! Teams Aren’t Always the Answer  344
Summary 344
Implications for Managers  345
Point/Counterpoint  To Get the Most Out of Teams, Empower Them  346
Questions for Review  347
Experiential Exercise  Should You Use Self-Managed Teams?  347
Ethical Dilemma  Is It Worth Hiring a Star Instead of a Team Player?  348
Case Incident 1  Trusting Someone You Can’t See  348
Case Incident 2  Smart Teams and Dumb Teams  349

11 Communication  354
Functions of Communication  357
Direction of Communication  358
Downward Communication 359 • Upward Communication 359 • Lateral
Communication 360 • Formal Small-Group Networks 360 • The
Grapevine 361
Modes of Communication  362
Oral Communication  362

Career OBjectives  Isn’t this disability too much to accommodate?  365
Written Communication  366
Myth or Science?  Today, Writing Skills Are More Important Than Speaking
Skills 369

Personal Inventory Assessments  Communication Styles  371
Choice of Communication  371
Channel Richness 371 • Choosing Communication Methods 372 • 
Information Security  374
An Ethical Choice  Using Employees in Organizational Social Media Strategy  375
Persuasive Communication  375
Automatic and Controlled Processing  376
Barriers to Effective Communication  377
Filtering 377 • Selective Perception 377 • Information Overload 378 • 
Emotions 378 • Language 378 • Silence 379 • Communication
Apprehension 379 • Lying 380
Cultural Factors  380
Cultural Barriers 380 • Cultural Context 381 • A Cultural Guide 382
Summary 383
Implications for Managers  383
Point/Counterpoint  We Should Use Employees’ Social Media Presence  384

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Questions for Review  385
Experiential Exercise  Conveying Tone Through E-Mail  385
Ethical Dilemma  BYOD  386
Case Incident 1  Do Men and Women Speak the Same Language?  387
Case Incident 2  Trying to Cut the Grapevine  387

12 Leadership  392
Trait Theories  395
Behavioral Theories  396
Career OBjectives  How can I get my boss to be a better leader?  397
Summary of Trait Theories and Behavioral Theories  398
Contingency Theories  398
The Fiedler Model 398 • Situational Leadership Theory 400 • Path–Goal
Theory 400 • Leader–Participation Model 400
Contemporary Theories of Leadership  401
Leader–Member Exchange (LMX) Theory  401  •  Charismatic
Leadership 403 • Transactional and Transformational Leadership 406
Myth or Science?  Top Leaders Feel the Most Stress  408
Personal Inventory Assessments  Ethical Leadership Assessment  410
Responsible Leadership  410
Authentic Leadership 411 • Ethical Leadership 411
An Ethical Choice  Holding Leaders Ethically Accountable  413
Abusive Supervision 413 • Servant Leadership 414
Positive Leadership  415
Trust 415 • Mentoring 417
Challenges to Our Understanding of Leadership  418
Leadership as an Attribution  419  •  Substitutes for and Neutralizers of
Leadership 419 • Selecting Leaders 420 • Training Leaders 421
Summary 422

Implications for Managers  422
Point/Counterpoint  CEOs Start Early  423
Questions for Review  424
Experiential Exercise  What’s in a Leader?  424
Ethical Dilemma  Should I Stay or Should I Go?  425
Case Incident 1  Sharing Is Performing  426
Case Incident 2  Leadership by Algorithm  426

13 Power and Politics  434
Power and Leadership  437
Bases of Power  438
Formal Power  438  •  Personal Power  439  •  Which Bases of Power Are Most
Effective? 440

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Contents

xv

Dependence: The Key to Power  440
The General Dependence Postulate  440  •  What Creates Dependence?  440  • 
Social Network Analysis: A Tool for Assessing Resources  441
Power Tactics  443
Using Power Tactics  443  •  Cultural Preferences for Power Tactics  444  • 

Applying Power Tactics  444
How Power Affects People  445
Power Variables  446  •  Sexual Harassment: Unequal Power in the
Workplace 446
Politics: Power in Action  448
Definition of Organizational Politics  448  •  The Reality of Politics  448
The Causes and Consequences of Political Behavior  450
Factors Contributing to Political Behavior  450
Career OBjectives  Should I become political?  452
Myth or Science?  Powerful Leaders Keep Their (Fr)Enemies Close  453
How Do People Respond to Organizational Politics?  454  •  Impression
Management 456
An Ethical Choice  How Much Should You Manage Interviewer
Impressions? 458

The Ethics of Behaving Politically  459
Personal Inventory Assessments  Gaining Power and Influence  459
Mapping Your Political Career  460
Summary 461
Implications for Managers  461
Point/Counterpoint  Everyone Wants Power  462
Questions for Review  463
Experiential Exercise  Comparing Influence Tactics  463
Ethical Dilemma  Sexual Harassment and Office Romances  464
Case Incident 1  Should Women Have More Power?  464
Case Incident 2  Where Flattery Will Get You  465

14 Conf lict and Negotiation  470
A Definition of Conflict  473
Types of Conflict  473  •  Loci of Conflict  475

The Conflict Process  477
Stage I: Potential Opposition or Incompatibility  477  •  Stage II: Cognition and
Personalization 478 • Stage III: Intentions 479 • Stage IV: Behavior 479 • 
Stage V: Outcomes  481
Personal Inventory Assessments  Strategies for Handling Conflict  483
Negotiation 484
Bargaining Strategies  484

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Contents

Myth or Science?  Teams Negotiate Better Than Individuals in Collectivistic
Cultures 487

The Negotiation Process  488
Individual Differences in Negotiation Effectiveness  489
Career OBjectives  How can I get a better job?  491
An Ethical Choice  Using Empathy to Negotiate More Ethically  492
Negotiating in a Social Context  495
Reputation 495 • Relationships 496 • Third-Party Negotiations 496
Summary 497
Implications for Managers  497
Point/Counterpoint  Nonunion Positions and the Gig Economy Are Bad
for Workers  498

Questions for Review  499
Experiential Exercise  A Negotiation Role Play  499
Ethical Dilemma  The Case of the Overly Assertive Employee  500
Case Incident 1  Disorderly Conduct  501
Case Incident 2  Rubber Rooms and Collective Bargaining  501

15 Foundations of Organization Structure  506
What Is Organizational Structure?  509
Work Specialization 509 • Departmentalization 511 • Chain of
Command 512 • Span of Control 513 • Centralization and
Decentralization 514 • Formalization 514 • Boundary Spanning 515
Common Organizational Frameworks and Structures  516
The Simple Structure 517 • The Bureaucracy 517 • The Matrix
Structure 519
Alternate Design Options  520
The Virtual Structure  520  •  The Team Structure  521
Career OBjectives  What structure should I choose?  522
An Ethical Choice  Flexible Structures, Deskless Workplaces  523
The Circular Structure  523
Personal Inventory Assessments  Organizational Structure Assessment  524
The Leaner Organization: Downsizing  524
Why Do Structures Differ?  526
Organizational Strategies 526 • Organization Size 528 • Technology 528 • 
Environment 528 • Institutions 529
Organizational Designs and Employee Behavior  530
Myth or Science?  Employees Can Work Just as Well from Home  530
Summary 532
Implications for Managers  532
Point/Counterpoint  Open-Air Offices Inspire Creativity and Enhance
Productivity 533

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Contents

Questions for Review  534
Experiential Exercise  The Sandwich Shop  534
Ethical Dilemma  Postmillennium Tensions in the Flexible Organization  535
Case Incident 1  Creative Deviance: Bucking the Hierarchy?  536
Case Incident 2  Turbulence on United Airlines  536

4

The Organization System 

16 Organizational Culture  542
What Is Organizational Culture?  545
A Definition of Organizational Culture  545  •  Culture Is a Descriptive
Term  546  •  Do Organizations Have Uniform Cultures?  547
Myth or Science?  An Organization’s Culture Is Forever  547
Strong versus Weak Cultures  548
What Do Cultures Do?  548
The Functions of Culture  548  •  Culture Creates Climate  549  •  The Ethical

Dimension of Culture 550 • Culture and Sustainability 551 • Culture and
Innovation 552 • Culture as an Asset 553 • Culture as a Liability 554
Creating and Sustaining Culture  555
How a Culture Begins  556  •  Keeping a Culture Alive  556  •  Summary: How
Organizational Cultures Form  559
How Employees Learn Culture  560
Stories 560 • Rituals 560 • Symbols 561
An Ethical Choice  A Culture of Compassion  562
Language 562
Influencing an Organizational Culture  563
Developing an Ethical Culture  563  •  Developing a Positive Culture  563  • 
A Spiritual Culture  565
Career OBjectives  How do I learn to lead?  567
The Global Context  568
Summary 569
Implications for Managers  570
Personal Inventory Assessments  Comfort with Change Scale  570
Point/Counterpoint  Organizational Culture Can Be “Measured”  571
Questions for Review  572
Experiential Exercise  Culture Architects  572
Ethical Dilemma  Culture of Deceit  573
Case Incident 1  The Place Makes the People  574
Case Incident 2  Active Cultures  574

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Contents

17 Human Resources Policies and Practices  580
Recruitment Practices  583
Selection Practices  583
How the Selection Process Works  583  •  Initial Selection  584
Substantive and Contingent Selection  586
Written Tests 587 • Performance-Simulation Tests 588 • Interviews 589 • 
Contingent Selection Tests  591
Training and Development Programs  591
Types of Training 591 • Training Methods 594 • Evaluating
Effectiveness 595
Performance Evaluation  595
What Is Performance?  595  •  Purposes of Performance Evaluation  596  • 
What Do We Evaluate?  596  •  Who Should Do the Evaluating?  597  • 
Methods of Performance Evaluation  598  •  Improving Performance
Evaluations 599 • Providing Performance Feedback 601
Career OBjectives  How do I fire someone?  602
International Variations in Performance Appraisal  603
The Leadership Role of Human Resources (HR)  603
Communicating HR Practices  604  •  Designing and Administering Benefits
Programs  605  •  Drafting and Enforcing Employment Policies  605
An Ethical Choice  HIV/AIDS and the Multinational Organization  606
Managing Work–Life Conflicts  607
Myth or Science?  The 24-Hour Workplace Is Harmful  607
Mediations, Terminations, and Layoffs  608
Summary 610
Implications for Managers  610
Personal Inventory Assessments  Positive Practices Survey  611

Point/Counterpoint  Employers Should Check Applicants’ Criminal
Backgrounds 612
Questions for Review  613
Experiential Exercise  Designing a Virtual Assessment Center Exercise  613
Ethical Dilemma  Can I Recruit from My Social Network?  614
Case Incident 1  Getting a Foot in the Door?  614
Case Incident 2  You May Be Supporting Slavery  615

18 Organizational Change and Stress Management  622
Change 625
Forces for Change 625 • Planned Change 626
Resistance to Change  627
Overcoming Resistance to Change  629  •  The Politics of Change  631

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Contents

Approaches to Managing Organizational Change  631
Lewin’s Three-Step Model of the Change Process  631  •  Kotter’s Eight-Step
Plan 632 • Action Research 633 • Organizational Development 633
Creating a Culture for Change  636
Managing Paradox  637  •  Stimulating a Culture of Innovation  637  • 

Creating a Learning Organization  639  •  Organizational Change
and Stress  640
Stress at Work  641
What Is Stress?  641  •  Potential Sources of Stress at Work  644
Career OBjectives  How can I bring my team’s overall stress level down?  645
Individual Differences 646 • Cultural Differences 647
Consequences of Stress at Work  648
Myth or Science?  When You’re Working Hard, Sleep Is Optional  649
Managing Stress  650
Individual Approaches 651 • Organizational Approaches 651
An Ethical Choice  Manager and Employee Stress during Organizational
Change 652

Summary 654
Implications for Managers  655
Personal Inventory Assessments  Tolerance of Ambiguity Scale  655
Point/Counterpoint  Companies Should Encourage Stress Reduction  656
Questions for Review  657
Experiential Exercise  Learning from Work  657
Ethical Dilemma  All Present and Accounted For  658
Case Incident 1  Sprucing Up Walmart  659
Case Incident 2  Lonely Employees  660

Appendix  Research in Organizational Behavior  667
Comprehensive Cases  674
Glossary  688
Name Index  698
Organization Index  717
Subject Index  720

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About the Authors
Stephen P. Robbins
Ph.D. University of Arizona
Stephen P. Robbins is Professor Emeritus of Management at San Diego State
University and the world’s best-selling textbook author in the areas of both
management and organizational behavior. His books are used at more than a
thousand U.S. colleges and universities; have been translated into 19 languages;
and have adapted editions for Canada, Australia, South Africa, and India.
Dr. Robbins is also the author of the best-selling books The Truth about Managing People, 2nd ed. (Financial Times/Prentice Hall, 2008) and Decide & Conquer
(Financial Times/Prentice Hall, 2004).
In his “other life,” Dr. Robbins actively participates in masters’ track competitions. Since turning 50 in 1993, he’s won 18 national championships and
12 world titles, and set numerous U.S. and world age-group records at 60, 100,
200, and 400 meters. In 2005, Dr. Robbins was elected into the USA Masters’
Track & Field Hall of Fame.

Timothy A. Judge
Ph.D. University of Illinois at Urbana-Champaign
Timothy A. Judge is currently the Joseph A. Alutto Chair in Leadership Effectiveness at the Department of Management and Human Resources, Fisher College of Business, The Ohio State University. He has held academic positions at
the University of Notre Dame, University of Florida, University of Iowa, Cornell
University, Charles University in the Czech Republic, Comenius University in
Slovakia, and University of Illinois at Urbana-Champaign. Dr. Judge’s primary
research interests are in (1) personality, moods, and emotions; (2) job attitudes;

(3) leadership and influence behaviors; and (4) careers (person–organization
fit, career success). Dr. Judge has published more than 154 articles in these and
other major topics in journals such as the Academy of Management Journal and
the Journal of Applied Psychology. He is a fellow of several organizations, including the American Psychological Association and the Academy of Management.
Among the many professional acknowledgments of his work, most recently
Dr. Judge was awarded the Academy of Management Human Resources Division’s Scholarly Achievement Award for 2014. Dr. Judge is a co-author of Essentials of Organizational Behavior, 14th ed., with Stephen P. Robbins, and Staffing
Organizations, 8th ed., with Herbert G. Heneman III. He is married and has
three children—a daughter who is a health care social worker, a daughter who
is studying for a master’s degree, and a son in middle school.

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Preface
The World’s Most Successful Organizational Behavior
Text Is Better Than Ever
Employability
A new Employability Skills Matrix
at the beginning of each chapter
provides students with a visual
guide to features that support the
development of skills employers
are looking for in today’s business graduates, helping students

to see from the start of class the
relevance of the course to their
career goals.
(Employability Skills Matrix for Chapter 2)

Develop Self-Awareness and an Awareness of Others
The authors have recommended a Personal Inventory Assessment for each chapter, which is assignable in
MyLab Management. These assessments help develop professionalism and awareness of oneself and others,
skills necessary for future career success.

(Personal Inventory Assessment in MyLab Management for Chapter 4)
xxiii

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Preface

Applied Learning Opportunities Throughout

Dusit/Shutterstock

Multiple opportunities to apply course concepts are found throughout the text and in MyLab Management.
Each chapter references MyLab Management exercises such as branching, scenario-based Try It Mini Sims, and
Watch It Videos about real companies. Global examples embedded throughout show how culture and diversity
have an impact on the application of OB concepts.

(Try It Mini Sim in MyLab Management for
Chapter 7)

(Watch It Video in MyLab Management for Chapter 2)

Additional Application Practice in End-of-Chapter
Experiential Activities, Ethical Dilemmas, and two Cases are included at the end of each chapter. Also, five
Comprehensive Cases at the end of the textbook provide more practice than any other text available.

(Page 385)

(Page 386)

(Page 208)

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