INTEGRATIVE CASES 573
14 nursing managers she was supposed to supervise, 11 of Colleen’s frustration seemed to mount. When the Healthcare
them were at Medical One facilities. (The company decided Plus managers tried to chime in with evidence that these
not to change the “Medical One” name after the merger for types of procedures had worked for them in their facility,
marketing and continued branding purposes.) Fundamentally, the Medical One managers seemed to form ranks. It wasn’t
Colleen knew that the reasoning behind the new structure was until it was too late that Colleen noticed the three Healthcare
to blend Healthcare Plus’s management style and expertise Plus managers were all sitting together at the large U-shaped
with Medical One’s scale of operations. Although upper man- table, a seating arrangement that didn’t seem to be helping
agement was trying to sell the acquisition to everyone inside things. At one point, Donna Mitchell, a Medical One nurs-
the organization as a “merger” of two great companies, almost ing manager in from Provo, Utah, even went as far as to say,
all of top management came from Healthcare Plus. “I know that kind of stuff might work in New Mexico, but our
patients expect a better level of care.” Todd Rappen, a man-
Colleen had decided that the first meeting with her new ager in Grand Junction, Colorado, was even bold enough to
managers was an important one and she decided to bring them comment that if cost savings were such a big deal, why was
all to Denver, which was a relatively central location but also the group paying to rent a hotel meeting room instead of using
where one of Medical One’s largest hospitals operated. She one of the Denver hospital’s conference rooms? Colleen knew
took great care in personally phoning each manager, intro- at that point that things had gone terribly wrong.
ducing herself, and letting them know that she was looking
forward to working with them. Some of those managers were Although it was clear to Colleen that many of the managers
quiet and hesitant over the phone, but some seemed very open were resistant to the ideas she discussed throughout the day,
and receptive—even excited—about the possibility of work- most of them placed the blame on their local nursing direc-
ing together to make things better. Sarah Stoneford, a nurs- tors for their unwillingness to change. This allowed her new
ing manager in Cheyenne, Wyoming, even told her that she reports to be able to nod their heads in agreement personally,
had been waiting for something like this to happen because but introduce negative opinions without fear of recrimination.
“the amount of waste I see around here on a daily basis would As the meeting closed, Colleen tried to assure the group that
make anyone cringe in disbelief.” this was just the first step of many on a long road to making
a successful situation for everyone. She tried to set an upbeat
In order to make everyone feel more equal, Colleen had tone, but it was clear that many people had been upset by
arranged for the meeting to take place in a Denver hotel. Having some of the things that were said during the meeting. There
the meeting in the Denver hospital just seemed too constricting was definitely an “us vs. them” mentality as everyone left the
somehow—she wanted everyone to keep as open a mind as pos- room to catch flights or hop in their cars.
sible. Plus, Jim Liucci, the nursing manager at the Denver hospi-
tal, had already shared that his nursing director was not excited Colleen had just now begun to grasp the realities of not
about the changes that were coming and Colleen wanted him to being in a location with her direct reports. There were many
feel comfortable in speaking to the group and not looking over new things she would have to get used to—managing man-
his shoulder. While on the phone call with Jim, Colleen thought, agers, managing remote individuals, managing people who
“His operational director doesn’t even know what changes are also report directly to other managers they were more familiar
coming! How can she be upset about things that haven’t even with at their location—in essence, her job was to lead with
happened yet?” but she didn’t want to say anything until she seemingly very little power. What she wouldn’t have to get
and Jim had the opportunity to meet in person. used to, though, was upper management expecting her to
make changes at these locations that would create bottom-line
Initially, getting together with everyone went extremely results in a short period of time. The good thing is that she had
smoothly. All 14 managers had arrived on time the night lots of experience doing just that. “I know that we have made
before and some had even eaten dinner together and hung many excellent changes at Healthcare Plus without sacrificing
out in the hotel bar getting to know one another better. Even patient care—I just have to get others to open up to that idea,”
though 11 of the managers had worked for Medical One even Colleen thought on the plane ride home.
occupying the same jobs, they had actually never met one
another before. Colleen was pleasantly surprised to see all As you listen to Colleen, it becomes apparent to you that
of them having a good time and being excited about meet- she is beginning to question her ability to be able to do this new
ing one another. When she laid her head on her pillow that job effectively. Although you have been in leadership devel-
night, Colleen thought to herself, “These people are thirsty for opment training programs together, the fact is that leadership
change! They recognize that Medical One has issues that need is much easier when things are going well for a company.
to be addressed and it’s simply my goal to push them in the Although there are many potential areas of improvement for
right direction toward accomplishing our objectives.” the new company going forward, it’s clear the road is going to
be difficult. Colleen’s voice suddenly lowered as she started
The next morning didn’t go nearly as well. Every time to pack up her things, “Look, I asked you here today to be a
Colleen mentioned a potential idea that had reduced costs sounding board of sorts, but the truth is I could really use your
effectively at Healthcare Plus, it was met with a “that will advice. I don’t need an answer right now, but if you could give
never work here” type of answer. After several rounds of this,
574 INTEGRATIVE CASES
me your thoughts on things I could do to be a better leader at Are there certain types of influence behaviors that
this point I would appreciate it. You’ve always given me good will be more effective than others given the difficult
advice in the past.” circumstances?
3. It’s clear that the two companies have very different cul-
YOUR TASK tures even though they are both healthcare providers.
Should one culture be stressed over the other? Will this
Your task as a leadership mentor to Colleen is to prepare a affect the way Colleen should lead the group?
memo that lays out your thoughts on her situation and some
specific courses of action she should consider as she attempts 4. What does Colleen have going for her in terms of getting
to start leading her new group. Make sure to give her a memo others to trust her? Are there certain things she should do
with enough detail so that she understands the reasoning or say to generate that trust as well as maintain it over
behind your recommendations. Also keep in mind the order in time?
which she should follow these steps. In particular, your memo 5. How does the new structure affect Colleen’s ability to
should touch on the following points. lead? It would be useful to detail some of the pros and
1. Drawing on what you know about leadership, what types cons Colleen will likely face given how things have been
of behaviors are going to be most important for Colleen organized.
as she begins to interact with her new direct reports. 6. Should Colleen focus more on her direct reports’ perfor-
Should these behaviors change over time? mance or organizational commitment? Will she exhibit
2. What kinds of power can Colleen use to try to influ- different behaviors based on that choice? What are the
ence others to adopt some efficiency related procedures? advantages to focusing on one or the other?
Photo Credits
Chapter 1 Warner Bros., Claire Folger; page 140: page 286: Quiet by Susan Cain, Crown
© Manchan/Getty Images; page 143: Publishers. Photo of cover: © Roberts
Page 5: © Ben Baker/Redux; page 11: © AP Photo/G. Newman Lowrance; Publishing Services; page 289: ©
© AP Photo/Dave Martin; page 12: © page 145: © Ingram Publishing; page Royalty-Free/Corbis; page 291: © AP
Joshua Lott/Reuters/Corbis; Page 15: 149: © National Geographic Image Photo/Battle Creek Enquirer, John
The Advantage by Patrick Lencioni, Collection / Alamy; page 151: The One Grap; page 293: © Plush Studios/Bill
Josey-Bass, 2012. Photo of cover: © Thing by Gary Keller and Jay Papasan, Reitze/Blend Images LLC.
Roberts Publishing Services; page 19: Bard Press. Photo of cover: © Roberts
© AP Photo/Fredo Lee; page 20: © Publishing Services; page 153: © Hank Chapter 10
Columbia Pictures/Photofest. Morgan/Science Faction.
Page 319: Photo courtesy of IDEO;
Chapter 2 Chapter 6 page 320: © AP Photo/John Gress;
page 321: Positive Intelligence by
Page 31: © NASCAR via Getty Images; Page 167: © Hector Vivas/Latin Content/ Shirzad Chamine, Greenleav Book
page 33: © Cal Sport Media via AP Getty Images; page 170: © Warner Group Press. Photo of cover: © Roberts
Images; page 36: The Power of Habit Bros./Photofest; page 173: © Buena Publishing Services; page 322: ©
by Charles Duhigg, Random House. Vista Pictures/Photofest; page 179: Universal Pictures/Photofest; page 325:
Photo of cover: © Roberts Publishing © Kinimasa Mayama/Getty Images; © Steve Bloom/Getty Images; page
Services; page 37: © AP Photo/Eric page 185: © AP Photo/Nama Bhojani; 326: © AF archive/Alamy; page 328: ©
Gay; page 38: © AP Photo/Steven page 186 top: Drive by Daniel H. Pink, Digital Vision; page 330: © Stockbyte/
Day; page 44: © Frank Wartenberg/ Penguin Group USA. Photo of cover: © PunchStock; page 335: Photo by
Getty Images; page 45: © Paramount Roberts Publishing Services; page 186 Markham Johnson; page 337: © Focus
Pictures/Photofest; page 48: © AP bottom: The Candle Problem Illustration Features/Photofest.
Photo/Marcus R. Donner. by Karl Duncker, 1945, Public Domain.
Chapter 11
Chapter 3 Chapter 7
Page 353: © Shaun Heasley/Getty
Page 63: © Bloomberg via Getty Page 197: © AP Photo/Apple; page 202: Images; page 354: © Stockbyte/Getty
Images; page 66: © Liquid Library/ © Brand X Pictures/PunchStock; page Images; page 355: Engines of Change
Jupiter Images; page 69: © Charley 203: © Press Association via AP Photo; by Paul Ingrassia, Simon & Schuster.
Kurz/laif/Redux; page 71: © Paramount page 205: © Warner Bros./Photofest; Photo of cover: © Roberts Publishing
Pictures/Photofest; page 75: Switch by page 208: © Dynamic Graphics/ Services; page 356: © Toru Yamanaka/
Chip Heath and Dan Heath, Broadway PictureQuest; page 209: © Jb Reed/ AFP/Getty Images; page 358: © Robert
Books. Photo of cover: © Roberts Bloomberg via Getty Images; page 215: Vos/Corbis; page 359: © Daniele
Publishing Services; page 76: © Brand © AP Photo/Kervork Djansezian; page Venturelli/WireImage/Getty Images;
X Pictures/Jupiterimages; page 82: © 221: © Simon & Schuster, Inc. page 363: © Digital Vision/Getty
Lou Dematteis/Reuters/Corbis. Images; page 368: © George Tiedmann/
Chapter 8 Corbis; page 370: © Warner Bros./
Chapter 4 Photofest; page 371: © Bethean/Corbis.
Page 237: © AP Photo/Steve Helber; page
Page 97: © AP Photo/The Topeka 239: © Dynamic Graphics/Jupiterimages; Chapter 12
Capital Journal, Thad Alton; page 103 page 241: © Digital Vision; page 244:
top: © Lucas Oleniuk/Toronto Star via © Ramin Talaie/Bloomberg via Getty Page 391: © AP Photo/Houston
Getty Images; page 103 bottom: © AP Images; page 249: ©AP Photo/Paramount Chronicle, Smiley N. Pool; page 393: ©
Photo/Paul Sakuma; page 107: © Nick Pictures/Zade Rosenthal; page 255 top: AP Photo/Mike Fuentes; page 394: ©
White/Digital Vision/Getty Images; © Kevin Moloney/The New York Times/ Walt Disney Studios Motion Pictures/
page 118: The Happiness Project by Redux; page 255 bottom: Thinking Fast Photofest; page 397: © PRNewsFoto/
Gretchen Rubin, HarperCollins. Photo and Slow by Daniel Kahneman, Straus LG Electronics USA, Inc.; page 400: ©
of cover: © Roberts Publishing Services. and Giroux. Photo of cover: © Roberts Lisette Le Bon/SuperStock; page 401:
Publishing Services. Team of Rivals by Doris Kearns Goodwin.
Chapter 5 Photo of cover: © Roberts Publishing
Chapter 9 Services; page 403: © Royalty-Free/
Page 131: © AP Photo/Best Buy; page Corbis; page 410: © The New York
135: © Jon Feingersh/Blend Images; Page 277: © AP Photo/J. Pat Carter.; Times/Redux; page 412: © AP Photo/La
page 136: © Monty Rakusen/Cultura/ page 283: © Ingram Publishing; page Cruces Sun-News, Shari Vialpando.
Getty Images; page 137: © AP Photo/ 284: © Columbia Pictures/Photofest;
575
576 Photo Credits
Chapter 13 Images; page 472: © AP Photo/Brett © AP Photo/Williams Perry; page 522:
Flashnick; page 475: © Tim Graham/ © The Weinstein Company/Photofest.
Page 429: © Daniel Acker/Bloomberg Getty Images; page 481: © AP Photo/
via Getty Images; page 433: Lean In DreamWorks, Twentieth Century Fox, Chapter 16
by Sheryl Sandberg, Knopf Publishers. David James; page 486: The Charisma
Photo of cover: © Roberts Publishing Myth by Olivia Fox Cabane, Penguin Page 533: © AP Photo/Paul Sakuma;
Services; page 436: © AP Photo/Paul Books. Photo of cover: © Roberts page 536: © IDEO / Nicholas Zurcher;
Sakuma; page 444: Courtesy of One Publishing Services. page 541: © Bruno Vincent/Getty
Laptop per Child; page 445: © Warner Images; page 545: Turn the Ship
Bros./Photofest; page 446: © Brian Chapter 15 Around by L. David Marquet, Penquin
Brainerd/The Denver Post via Getty Books. Photo of cover: © Roberts
Images. Page 503: © Jeff Greenberg/Alamy; Publishing Services; page 548: © IFC
page 506: © Sunset Boulevard/Corbis; Films/Photofest; page 550: © Jb Reed/
Chapter 14 page 511: © PRNewsFoto/Apple; page Bloomberg via Getty Images.
512: The Idea Factory by Jon Gertner,
Page 463: © AP Photo/The Post- Penquin Books. Photo of cover: ©
Standard, Frank Ordonez; page 468: © Roberts Publishing Services; page 516:
Andrew Harrer/Bloomberg via Getty
Glossary/Subject Index
A Adaptive task performance Thoughtful Anticipatory stage A stage of social-
responses by an employee to unique or ization that begins as soon as a potential
Ability Relatively stable capabilities of unusual task demands, 34, 35 employee develops an image of what it
people for performing a particular range of would be like to work for a company,
related activities. Additive tasks Tasks for which 545–546
the contributions from every member add
cognitive, 320–326, 338–341 up to determine team performance, 368 Apathetics Employees with low commit-
emotional, 326–332 ment levels and low task performance levels
explanation of, 208, 320 Adjourning The final stage of team who exert the minimum amount of effort
importance of, 321–322, 336–338 development, during which members expe- needed to keep their jobs, 74
physical, 331, 333–335 rience anxiety and other emotions as they
recruitment and, 338–341 disengage and ultimately separate from Apparent sincerity, 439
team-member, 366–367 the team, 359
Apprising An influence tactic in which
Ability to focus The degree to which Admission (film), 337 the requestor clearly explains why perform-
employees can devote their attention to The Advantage (Lencioni), 15 ing the request will benefit the target per-
work, 226 sonally, 437
Affect-based trust Trust that depends
Absenteeism, 76, 83 on feelings toward the authority that go Arbitration A process by which a third
beyond rational assessment. party determines a binding settlement to a
Abuse Employee assault or endangerment dispute between two parties, 450
from which physical and psychological explanation of, 205
injuries may occur, 44 function of, 209–210 Argo (film), 137
Abusive supervision The sustained dis- Affective commitment An employee’s ASA framework A theory (Attraction–
play of hostile verbal and nonverbal behav- desire to remain a member of an orga- Selection–Attrition) that states that employ-
iors on the part of supervisors, excluding nization due to a feeling of emotional ees will be drawn to organizations with
physical contact, 214 attachment. cultures that match their personality, orga-
nizations will select employees that match,
Accommodating A conflict resolution assessment of, 68 and employees will leave or be forced out
style by which one party gives in to the other explanation of, 65 when they are not a good fit, 544
and acts in a completely unselfish way, 442 initiatives to foster, 68
Asian Americans, 79
Accomplishment striving A strong Affective events theory A theory that Assertiveness, 295
desire to accomplish task-related goals as a describes how workplace events can gener- Assessment
means of expressing one’s personality, 282 ate emotional reactions that impact work
behaviors, 113 of affective commitment, 68
Acquisitions, 548–550 of centralization, 509
Affectivity of core job characteristics, 110
Action learning Team process training in negative, 286–287 of creativity culture, 542
which a team has the opportunity to work positive, 285 of emotional intelligence, 329–332
on an actual problem within the organiza- of goal orientation, 252
tion, 412 African Americans, 79 of helpfulness, 40
of initiating structure and consideration,
Action processes Teamwork processes, Agreeableness One of the ”Big Five”
such as helping and coordination, that aid dimensions of personality reflecting traits 473
in the accomplishment of teamwork as the like being kind, cooperative, sympathetic, of interdependence, 361
work is actually taking place, 399–400 helpful, courteous, and warm. of introspection, 22–23
of job satisfaction, 119–121
Action team A team of limited duration as personality dimension, 278, 283 of meaning of money, 175
that performs complex tasks in contexts that of team members, 368 of personality, 280–281
tend to be highly visible and challenging, 358 of political skill, 440
Alternative dispute resolution A pro- of stress, 149
Activation The degree to which moods cess by which two parties resolve conflicts of team cohesion, 406
are aroused and active, as opposed to through the use of a specially trained, neu- of trust propensity, 207
unaroused and inactive, 109, 111 tral third party, 450 of Type A behavior, 144
Attitude surveys, 119–121
Active management-by-exception Ambassador activities Boundary- Attributions, faulty, 257, 259
When the leader arranges to monitor mis- spanning activities that are intended to pro- Auditory attention, 334
takes and errors actively and takes correc- tect the team, persuade others to support Authority, trust in, 224, 225
tive action when required, 477 the team, or obtain important resources for
the team, 398–399
Anchoring, 258
577
578 Glossary/Subject Inde
Autocratic style A leadership style Bias C
where the leader makes the decision alone availability, 257
without asking for opinions or suggestions decision-making, 258 Causal inference The establishment
of the employees in the work unit, 467–468 negotiator, 447 that one variable does cause another,
projection, 257 based on covariation, temporal prece-
Autonomy The degree to which a job self-serving, 259 dence, and the elimination of alternative
allows individual freedom and discretion explanations, 20
regarding how the work is to be done, 107 Big Five The five major dimensions of
personality including conscientiousness, Centrality How important a person’s job
Availability bias The tendency for people agreeableness, neuroticism, openness to is and how many people depend on that
to base their judgments on information that experience, and extraversion. person to accomplish their tasks, 435
is easier to recall, 257
agreeableness and, 283 Centralization Refers to where deci-
Avengers (film), 394 assessment of, 280–281 sions are formally made in organizations,
conscientiousness and, 282–283 507–508
Avoiding A conflict resolution style by cultural diversity and, 293
which one party wants to remain neutral, explanation of, 278–279 Ceremonies Formal events, generally
stay away from conflict, or postpone the extraversion and, 281, 283–286 performed in front of an audience of orga-
conflict to gather information or let things neuroticism and, 286–287 nizational members, 537
cool down, 442 openness to experience and, 287,
Chain of command Answer to the
B 289–291 question of “who reports to whom?”
over life span, 281, 282 and signifies formal authority relation-
Baby Boomers, 79 personality tests and, 299–301 ships, 506
Bargaining The third stage of the negotia- Biofeedback, 153
tion process, during which each party gives Challenge stressors Stressors that tend
and takes to arrive at an agreement, 447 Boosterism Positively representing the to be appraised as opportunities for growth
organization when in public, 41 and achievement, 134–136, 138, 148
Basic underlying assumptions The
ingrained beliefs and philosophies of Boundary spanning Interactions Charisma, 477–479
employees, 538 among team members and individuals The Charisma Myth (Cabane), 486
and groups who are not part of the team,
BATNA A negotiator’s best alternative to 398–399 Citizens Employees with high commit-
a negotiated agreement, 446 ment levels and low task performance levels
Bounded rationality The notion that who volunteer to do additional activities
Behavioral coping Physical activities people do not have the ability or resources around the office, 73
used to deal with a stressful situation, 139 to process all available information and
alternatives when making a decision, Citizenship behavior Voluntary
Behaviorally anchored rating scales 255–256 employee behaviors that contribute to orga-
(BARS) Use of examples of critical inci- nizational goals by improving the context in
dents to evaluate an employee’s job perfor- Brainstorming A team process used to which work takes place.
mance behaviors directly, 49 generate creative ideas.
cultural differences and, 41, 42
Behavioral modeling When employees explanation of, 395 explanation of, 39
observe the actions of others, learn from guidelines for, 395–396 importance of, 39, 41
what they observe, and then repeat the interpersonal, 39–40
observed behavior, 249–250 Bureaucratic structure An organiza- organizational, 40–41
tional form that exhibits many of the fac-
Behavioral strains, 143 ets of a mechanistic organization. Civic virtue Participation in company
Behavior modeling training A formal- operations at a deeper-than-normal level
ized method of training in which employees explanation of, 514 through voluntary meetings, readings,
observe and learn from employees with types of, 514–518 and keeping up with news that affects the
significant amounts of tacit knowledge, 264 Burn (film), 103 company, 41
Benevolence The belief that an author- Burnout The emotional, mental, and Clear purpose tests Integrity tests that
ity wants to do good for an employee, physical exhaustion from coping with ask about attitudes toward dishonesty,
apart from any selfish or profit-centered stressful demands on a continuing beliefs about the frequency of dishonesty,
motives, 209 basis, 143 desire to punish dishonesty, and confession
of past dishonesty, 300, 301
Benign job demands Job demands that Business environment The outside
are not appraised as being stressful, 132 environment, including customers, com- Client structure An organizational form
petitors, suppliers, and distributors, which in which employees are organized around
all have an impact on organizational serving customers, 516
design, 511
Business ethics. See Ethics
Glossary/Subject Index 579
Climate for transfer An organizational Collaboration Seen as both a conflict Companies. See Organizations
environment that supports the use of new resolution style and an influence tactic The Company Men (film), 522
skills, 265 whereby both parties work together to
maximize outcomes, 436, 442 Company size The number of employees
Closing and commitment The fourth in a company, 512–513
and final stage of the negotiation process, Commitment. See also Organizational
during which the agreement arrived at dur- commitment Company strategy An organization’s
ing bargaining gets formalized, 447 objectives and goals and how it tries
affective, 65, 67–68 to capitalize on its assets to make
Coalitions An influence tactic in which assessment of, 68 money, 511
the influencer enlists other people to help cognitive ability and, 336–338
influence the target, 438 continuance, 65–66, 69–70, 82 Comparison other Another person who
employee–employer relationship and, provides a frame of reference for judging
Coercive power A form of organiza- equity, 181–183
tional power based on the ability to hand 80–81
out punishment, 431–432 escalation of, 260 Compensation
explanation of, 64, 65 comparison of, 182–184
Cognition-based trust Trust that is focus of, 67 job satisfaction and, 118
rooted in a rational assessment of the initiatives to foster, 68–70, 72, 82–83 motivation and, 172–175, 189–191
authority’s trustworthiness. job performance and, 116–117 procedural justice and, 213
learning and, 263–264 team, 375
dimensions of, 208–209 meaning of, 77–79
explanation of, 205 motivation and, 187, 189 Compensation plans, 189–191
function of, 207–208 in multinational corporations, 80
normative, 66, 71–72, 82–83 Compensatory forms model A model
Cognitive abilities Capabilities related organizational culture and, 552, 553 indicating that the various withdrawal
to the use of knowledge to make decisions organizational structure and, 520–521 behaviors are negatively correlated;
and solve problems. personality and, 297–299 engaging in one type of withdrawal
power and influence and, 449–450 makes one less likely to engage in
emotional abilities vs., 326–327 in teams, 373–374, 401–405 other types, 77
explanation of, 322 transformational leadership and,
general, 325–326 Competence The capability to perform
job performance and, 336–338 483–484 work tasks successfully, 185
perceptual, 324–325 trust and, 225, 226
quantitative, 323–324 withdrawal behavior and, 64–65, 72–77 Competing A conflict resolution style
reasoning, 324 workforce diversity and, 79–80 by which one party attempts to get his or
role of genes and environment in, her own goals met without concern for the
Communal culture An organizational other party’s results, 442
320–321 culture type in which employees are
spatial, 324 friendly to one another and all think Compliance When targets of influence
of team members, 367–368 alike, 539 are willing to do what the leader asks but
types of, 323 do it with a degree of ambivalence, 438
verbal, 322–323 Communication The process by which
Cognitive-behavioral techniques, 153 information and meaning is transferred Comprehensive interdependence A
from a sender to a receiver. form of task interdependence in which
Cognitive coping Thoughts used to deal team members have a great deal of dis-
with a stressful situation, 139 communicator issues and, 402–403 cretion in terms of what they do and with
explanation of, 401–402 whom they interact in the course of the col-
Cognitive distortion A reevaluation information richness and, 403 laboration involved in accomplishing the
of the inputs an employee brings to a job, of intent, 254 team’s work, 363
often occurring in response to equity dis- network structure and, 403–405
tress, 181 noise and, 403 Compromise A conflict resolution style
process of, 402 by which conflict is resolved through give-
Cognitive moral development As on teams, 392 and-take concessions, 442–443
people age and mature, they move through
several states of moral development, each Communion striving A strong desire Conflict resolution
more mature and sophisticated than the to obtain acceptance in personal relation- example of, 443–444
prior one, 221 ships as a means of expressing one’s per- explanation of, 442
sonality, 283 styles used in, 442–443
Cohesion A team state that occurs when
members of the team develop strong emo- Communities of practice Groups of Conjunctive tasks Tasks for
tional bonds to other members of the team employees who learn from one another which the team’s performance
and to the team itself, 405–407 through collaboration over an extended depends on the abilities of the team’s
period of time, 264 weakest link, 368
580 Glossary/Subject Inde
Conscientiousness One of the “Big Continuous reinforcement A spe- Creativity
Five” dimensions of personality reflecting cific consequence follows each and every openness to experience and, 287, 289,
traits like being dependable, organized, occurrence of a certain behavior, 247 290
reliable, ambitious, hardworking, and on teams, 395–396
persevering. Contrast, 258 test of, 290
as dimension of personality, 278, Coordination The quality of physical Creativity culture A specific culture type
282–283 movement in terms of synchronization of focused on fostering a creative atmosphere,
movements and balance, 334 541, 542
explanation of, 278, 282
job performance and, 297–299 Coordination loss Process loss due to Crisis situation A change—sudden or
of team members, 368 the time and energy it takes to coordinate evolving—that results in an urgent problem
work activities with other team members, that must be addressed immediately, 251
Consensus Used by decision makers to 393
attribute cause; whether other individuals Cross-training Training team members in
behave the same way under similar circum- Coping Behaviors and thoughts used the duties and responsibilities of their team-
stances, 259 to manage stressful demands and the mates, 411–412
emotions associated with the stressful
Consideration A pattern of behavior demands. Cultural diversity. See also Diversity;
where the leader creates job relationships Organizational culture
characterized by mutual trust, respect behavioral, 139
for employee ideas, and consideration of choosing strategy for, 140–141 citizenship behavior and, 41, 42
employee feelings. cognitive, 139 cultural intelligence and, 327
emotion-focused, 139–140 leadership style and, 478
assessment of, 473 explanation of, 139 motivation and, 180
explanation of, 472 problem-focused, 139 organizational commitment and, 80
research on, 472, 474 personality traits and, 293–296
Corporate social responsibility A in teams, 372
Consistency Used by decision makers perspective that acknowledges that the
to attribute cause; whether this individual responsibility of a business encompasses Cultural values Shared beliefs about
has behaved this way before under similar the economic, legal, ethical, and citizenship desirable end states or modes of conduct in
circumstances, 259 expectations of society, 227–228 a given culture that influence the expression
of traits.
Consultation An influence tactic whereby Correlation The statistical relationship
the target is allowed to participate in between two variables. Abbreviated r, it can dimensions of, 293–295
deciding how to carry out or implement a be positive or negative and range from 0 explanation of, 278
request, 436 (no statistical relationship) to 1 (a perfect function of, 293
statistical relationship), 17–19 importance of understanding, 297–299
Consultative style A leadership style
where the leader presents the problem to Countercultures When a subculture’s Culture The shared values, beliefs,
employees asking for their opinions and values do not match those of the organiza- motives, identities, and interpretations that
suggestions before ultimately making the tion, 544 result from common experiences of mem-
decision himself or herself, 468 bers of a society and are transmitted across
Counterproductive behav- generations. (See also Organizational
Contingencies of reinforcement ior Employee behaviors that inten- culture)
Four specific consequences used by orga- tionally hinder organizational goal
nizations to modify employee behavior, accomplishment. basic underlying assumptions of, 538
246 components of, 535–538
explanation of, 41 espoused values and, 537–538
Contingent reward When the leader facts about, 44 explanation of, 293, 534
attains follower agreement on what needs types of, 42–44 observable artifacts and, 536–537
to be done using rewards in exchange for subcultures within, 543–544
adequate performance, 477 Courtesy Sharing important information variations in, 550
with coworkers, 39
Continuance commitment An employ- Culture strength The degree to which
ee’s desire to remain a member of an orga- Coworker satisfaction Employees’ employees agree about how things should
nization due to an awareness of the costs of feelings about their coworkers, including happen within the organization and behave
leaving. their abilities and personalities, 101 accordingly, 541, 543–544
explanation of, 65–66 Creative task performance The degree Customer service culture A specific
function of, 69 to which individuals develop ideas or physi- culture type focused on service quality, 540
importance of, 70 cal outcomes that are both novel and use-
initiatives to foster, 69–70, 82 ful, 34–35 Cyberloafing, 75–76
Glossary/Subject Index 581
D Differential reactivity Being less likely Emotional cues Positive or negative
to believe that one can cope with the stress- feelings that can help or hinder task accom-
Daily hassles Minor day-to-day demands ors experienced on a daily basis, 287 plishment, 171
that interfere with work accomplishment,
135 Discretion The degree to which managers Emotional intelligence A set of abili-
have the right to make decisions on their ties related to the understanding and use of
The Dark Knight Rises (film), 170 own, 435 emotions that affect social functioning.
Daydreaming, 74
Decentralization, 508 Disjunctive tasks Tasks with an objec- application of, 329
tively verifiable best solution for which the assessment of, 329–332
Decision informity The degree to which member with the highest level of ability conflict management and, 443
team members possess adequate informa- has the most influence on team effective- explanation of, 327
tion about their own task responsibilities, ness, 368 facets of, 327–329
397–398 of team members, 402
Disposition-based trust Trust that is Emotional intelligence test, 330
Decision making The process of generat- rooted in one’s own personality, as opposed
ing and choosing from a set of alternatives to a careful assessment of the trustee’s Emotional labor When employees man-
to solve a problem. trustworthiness, 205–207 age their emotions to complete their job
duties successfully, 114
bias in, 257, 258 Distinctiveness Used by decision mak-
centralization and participation in, ers to attribute cause; whether the person Emotional Quotient Inventory (EQ-i), 331
being judged acts in a similar fashion
507–508, 510 under different circumstances, 259 Emotional support The empathy and
cognitive ability and, 338 understanding that people receive from oth-
effectiveness of styles of, 469–470 Distributive bargaining A negotiation ers that can be used to alleviate emotional
ethical, 217, 218 strategy in which one person gains and the distress from stressful demands, 145
explanation of, 244 other person loses, 445
intuitive, 251 Emotion-focused coping Behaviors
knowledge and, 244–245 Distributive justice The perceived fair- and cognitions of an individual intended to
by leaders, 467–471 ness of decision-making outcomes, 210–212 help manage emotional reactions to stress-
learning and, 244 ful demands, 139–140
methods of, 251, 253–254 procedural justice combined with, 213,
problems related to, 254–260 214 Emotion regulation The ability to recover
on teams, 397–399 quickly from emotional experiences, 328
variations in, 244, 262–263 Diversity. See also Cultural diversity
Decisions of team members, 369–371 Emotions Intense feelings, often last-
nonprogrammed, 253 workforce, 79–80 ing for a short duration, that are clearly
programmed, 251, 253 directed at someone or some circumstance.
Deductive reasoning, 324 Diversity culture A specific culture type
focused on fostering or taking advantage of explanation of, 113
Deep-level diversity Diversity of attri- a diverse group of employees, 540–541 suppression of, 114
butes that are inferred through observation types of, 113–114
or experience, such as one’s values or per- Downsizing, 80–81 use of, 328–329
sonality, 371 Drive (Pink), 186 Employee assistance programs, 153
Dynamic flexibility, 331 Employees
Delegating When the leader turns Dynamic strength, 331 abilities in, 335
responsibility for key behaviors over to effect of restructuring on, 521–522
employees, 475 E flextime for, 151–152
mentoring programs for, 554
Delegative style A leadership style Economic exchange Work relationships methods to describe, 296–297
where the leader gives the employee the that resemble a contractual agreement motivation variations in, 169–189 (See
responsibility for making decisions within by which employees fulfill job duties in
some set of specified boundary conditions, exchange for financial compensation, 226 also Motivation)
468–469 relationship between employers and,
Embeddedness An employee’s connec-
Depth perception, 334 tion to and sense of fit in the organization 80–81
Deviance, as counterproductive behavior, and community, 70 selection of high cognitive ability,
42, 43 Emotional ability, 326–327 338–341
socialization of, 553–554
Differential exposure Being more likely Emotional contagion The idea that stress variations in, 145–146
to appraise day-to-day situations as stressful, emotions can be transferred from one per- temporary, 81
thereby feeling that stressors are encountered son to another, 114 types of, 73–74
more frequently, 287 withdrawal behavior in, 72–77
Employee turnover, organizational
commitment and, 67–68, 83
582 Glossary/Subject Inde
Encounter stage A stage of socialization Exchange tactic An influence tactic F
beginning the day an employee starts work, in which the requestor offers a reward in
during which the employee compares the return for performing a request, 437 Facilitative style A leadership style
information as an outsider to the informa- where the leader presents the problem to
tion learned as an insider, 546 Exchanging information The second a group of employees and seeks consensus
stage of the negotiation process, during on a solution, making sure that his or her
Engagement A term commonly used in which each party makes the strongest case own opinion receives no more weight than
the contemporary workplace to summarize for its position, 446–447 anyone else’s, 468
motivation levels, 169
Exit A response to a negative work event Faking Exaggerating responses to a per-
Engines of Change (Ingrassia), 355 by which one becomes often absent from sonality test in a socially desirable fashion,
work or voluntarily leaves the organiza- 301, 302
Equity distress An internal tension that tion, 72–73
results from being overrewarded or under- Family time demands The amount of
rewarded relative to some comparison Expatriates, stress management by, 140 time committed to fulfilling family responsi-
other, 181 bilities, 138
Expectancy The belief that exerting a
Equity theory A theory that suggests that high level of effort will result in successful Far vision, 334
employees create a mental ledger of the performance on some task, 169–171 Faulty attributions, 257, 259
outcomes they receive for their job inputs,
relative to some comparison other. Expectancy theory A theory that Feedback In job characteristics theory,
describes the cognitive process employees it refers to the degree to which the job itself
comparisons and, 181, 182 go through to make choices among different provides information about how well the
compensation and, 182–184 voluntary responses. job holder is doing. In goal setting theory,
equity distress and, 181 it refers to progress updates on work goals.
explanation of, 180 expectancy and, 169–171
explanation of, 169 explanation of, 107, 178
Erosion model A model that suggests instrumentality and, 171–172 on goals, 178, 180
that employees with fewer bonds with valence and, 172–175 on job performance, 107, 108
coworkers are more likely to quit the orga- Females
nization, 67 Expertise The knowledge and skills that compromise and, 442
distinguish experts from novices, 244 leadership and, 433
Escalation of commitment A common list of powerful, 432
decision-making error in which the decision Expert power A form of organizational
maker continues to follow a failing course power based on expertise or knowledge, Financial uncertainty Uncertainties
of action, 260 432–433 with regard to the potential for loss of
livelihood, savings, or the ability to pay
Espoused values The beliefs, philoso- Explicit knowledge Knowledge that expenses, 138
phies, and norms that a company explicitly is easily communicated and available to
states, 537–538 everyone, 244–245 Fixed interval schedule Reinforcement
occurs at fixed time periods, 248
Ethics The degree to which the behaviors Explosive strength, 331
of an authority are in accordance with gen- Extent flexibility, 331 Fixed ratio schedule Reinforcement
erally accepted moral norms. occurs following a fixed number of desired
External comparison Comparing one- behaviors, 248
corporate social responsibility and, 228 self to someone in a different company, 182
explanation of, 205 Flexibility The ability to bend, stretch,
moral awareness and, 217–220 External locus of control, 287, 289 twist, or reach, 331
moral development and, 221–222
moral intent and, 223–224 Extinction The removal of a positive out- Flextime, 151–152
moral judgment and, 221–223 come following an unwanted behavior, 247 Flight (film), 45
research on, 217
Extraversion One of the “Big Five” Flow A state in which employees feel a
Ethnocentrism One who views his or her dimensions of personality reflecting traits total immersion in the task at hand, some-
cultural values as “right” and values of like being talkative, sociable, passionate, times losing track of how much time has
other cultures as “wrong,” 296 assertive, bold, and dominant. passed, 112–113
Evidence-based management A per- as personality dimension, 278, 281, Focus of commitment The people,
spective that argues that scientific findings 283–286 places, and things that inspire a desire to
should form the foundation for management remain a member of an organization, 67
education, 21 of team members, 369
Forced ranking A performance manage-
Extrinsic motivation Desire to put forth ment system in which managers rank subor-
work effort due to some contingency that dinates relative to one another, 50–51
depends on task performance, 173–174
Glossary/Subject Index 583
Formalization The degree to which rules Goal interdependence The degree to Hindrance stressors Stressors that
and procedures are used to standardize which team members have a shared goal tend to be appraised as thwarting prog-
behaviors and decisions in an organization, and align their individual goals with that ress toward growth and achievement,
508–509 vision, 363–365, 364 134–138, 147
Forming The first stage of team develop- Goal orientation Hispanics, 79
ment, during which members try to get assessment of, 252
a feel for what is expected of them, what explanation of, 250–251 History A collective pool of experience,
types of behaviors are out of bounds, and wisdom, and knowledge created by people
who’s in charge, 359 Goals that benefits the organization, 11–12
commitment to, 179
42 (film), 370 cultural differences in, 180 Human orientation, 295
self-set, 178
Four-component model A model that S.M.A.R.T., 179 Human resource management Field
argues that ethical behaviors result from specific and difficult, 176–178 of study that focuses on the applications
the multistage sequence of moral aware- of OB theories and principles in organiza-
ness, moral judgment, moral intent, and Goal setting theory A theory that views tions, 7
ethical behavior, 217 goals as the primary drivers of the intensity
and persistence of effort. Hybrid outcome interdependence
Fragmented culture An organizational When team members receive rewards
culture type in which employees are distant explanation of, 176–177 based on both their individual perfor-
and disconnected from one another, 539 specific and difficult goals and, 176–179 mance and that of the team to which they
task completion and, 178 belong, 375
Framing, 258 Google Labs Aptitude Test (GLAT),
Hypotheses Written predictions that
Functional structure An organizational 338–339 specify relationships between variables, 17
form in which employees are grouped by
the functions they perform for the organiza- Gossip Casual conversations about other I
tion, 514, 515 people in which the facts are not confirmed
as true, 43 The Idea Factory (Gertner), 512
Fundamental attribution error The
tendency for people to judge others’ behav- Graduate Management Admission Test Idealized influence When the leader
iors as being due to internal factors such as (GMAT), 338 behaves in ways that earn the admiration,
ability, motivation, or attitudes, 259 trust, and respect of followers, causing fol-
Groups, teams vs., 354 lowers to want to identify with and emulate
Future orientation, 295 the leader, 477–479
Groupthink Behaviors that support con-
G formity and team harmony at the expense of Identity The degree to which a job offers
other team priorities, 406 completion of a whole, identifiable piece of
Gender egalitarianism, 295 work, 105, 106
Growth need strength The degree to
General cognitive ability The general which employees desire to develop them- Impact The sense that a person’s actions
level of cognitive ability that plays an selves further, 108, 109 “make a difference”—that progress is being
important role in determining the more nar- made toward fulfilling some important pur-
row cognitive abilities. H pose, 185–186
explanation of, 325–326 The Happiness Project (Rubin), 118 Incivility Communication that is rude,
job performance and, 336–338 impolite, discourteous, and lacking in good
Harassment Unwanted physical contact manners, 43
Geographic structure An organiza- or verbal remarks from a colleague, 44
tional form in which employees are grouped Independent forms model A model
around the different locations where the Health and wellness programs, 153–154 that predicts that the various withdrawal
company does business, 516 Hearing sensitivity, 334 behaviors are uncorrelated; engaging in
one type of withdrawal has little bearing on
g-factor, 325 Helping Assisting coworkers who have engaging in other types, 77
Globalization. See also Multinational heavy workloads, aiding them with personal
matters, and showing new employees the Individualism–collectivism The degree
corporations; Organizational Behavior ropes when they are first on the job, 39, 40 to which a culture has a loosely knit social
Internationally framework (individualism) or a tight social
adaptive behaviors and, 34 Heuristics Simple and efficient rules of framework (collectivism), 294
economic, 79 thumb that allow one to make decisions
more easily, 257 Individualistic roles Behaviors that
Goal commitment The degree to which benefit the individual at the expense of the
a person accepts a goal and is determined Hierarchical sensitivity The degree to team, 366
to reach it, 179, 180 which the team leader effectively weighs the
recommendations of the members, 397
584 Glossary/Subject Inde
Individualized consideration When the Integrity The perception that an authority Intrinsic motivation Desire to put forth
leader behaves in ways that help followers adheres to a set of acceptable values and work effort due to the sense that task per-
achieve their potential through coaching, principles, 209 formance serves as its own reward, 174
development, and mentoring, 479
Integrity tests Personality tests that Introspection, 22–23
Inductive reasoning, 324 focus specifically on a predisposition to
Influence tactics engage in theft and other counterproductive Intuition An emotional judgment based
behaviors (sometimes also called “honesty on quick, unconscious, gut feelings, 251,
effectiveness of, 436–437 tests”), 300–302 253–254
explanation of, 436
responses to, 438 Intellectual stimulation When the J
use of, 438 leader behaves in ways that challenge fol-
lowers to be innovative and creative by Job analysis A process by which an orga-
Influence The use of behaviors to cause questioning assumptions and reframing old nization determines requirements of specific
behavioral or attitudinal changes in others, situations in new ways, 479 jobs, 36–37
435. See also Power
Intelligence quotient (IQ), 325–326, 329 Job characteristics theory A theory
Informational justice The perceived Interdependence that argues that five core characteristics
fairness of the communications provided to (variety, identity, significance, autonomy,
employees from authorities, 215–216 assessment of, 361 and feedback) combine to result in high lev-
comprehensive, 363 els of satisfaction with the work itself.
Information richness The amount and goal, 363–365
depth of information that is transmitted in a outcome, 365 assessment and, 108, 110
message, 403 pooled, 362 autonomy and, 107
reciprocal, 363 explanation of, 104
Ingratiation The use of favors, compli- sequential, 363 feedback and, 107, 108
ments, or friendly behavior to make the tar- task, 362–363 identity and, 105, 106
get feel better about the influencer, 437 team, 361–365 significance and, 106
variety and, 104–105
Inimitable Incapable of being imitated or Interests Expressions of personality
copied, 11 that influence behavior through prefer- Job crafting Proactively shaping and
ences for certain environments and molding the characteristics contained
Initiating structure A pattern of behav- activities, 292 within one’s job, 108
ior where the leader defines and structures
the roles of employees in pursuit of goal Internal comparisons Comparing one- Job Descriptive Index (JDI), 120–121
attainment. self to someone in the same company, 182
Job enrichment When job duties and
assessment of, 473 Internalization A response to influence responsibilities are expanded to provide
explanation of, 472 tactics where the target agrees with and increased levels of core job characteristics,
research on, 472, 474 becomes committed to the request, 438 108
Inspirational appeal An influence tactic Internal locus of control, 287, 289 Job in General (JIG) scale, 120
designed to appeal to one’s values and ide- International issues. See Organizational
als, thereby creating an emotional or attitu- Job performance Employee behaviors
dinal reaction, 436 Behavior Internationally that contribute either positively or nega-
tively to the accomplishment of organiza-
Inspirational motivation When the Interpersonal citizenship behavior tional goals.
leader behaves in ways that foster an Going beyond normal job expectations to
enthusiasm for and commitment to a shared assist, support, and develop coworkers and citizenship behavior and, 39–41
vision of the future, 479 colleagues, 39–40 cognitive ability and, 336–338
counterproductive behavior and, 41–44
Instrumentality The belief that success- Interpersonal influence, 439 elements of, 32
ful performance will result in the attain- explanation of, 32–33
ment of some outcomes, 171–172 Interpersonal justice The perceived job satisfaction as predictor of, 115
fairness of the interpersonal treatment knowledge work and, 47
Instrumental support The help people received by employees from authorities, learning and, 263–264
receive from others that can be used to 214–215 meaning of, 45–47
address a stressful demand directly, 145 motivation and, 187–189
Interpersonal processes Teamwork organizational commitment and, 64
Integrative bargaining A negotiation processes, such as motivating and con- organizational culture and, 553
strategy that achieves an outcome that is fidence building, that focus on the man- organizational structure and, 520–521
satisfying for both parties, 446 agement of relationships among team personality and, 297–299
members, 400–401 power and influence and, 449–450
Integrative model of organizational service work and, 47–48
behavior strains and, 146–147
explanation of, 7–9
Rule of One-Eight and, 15
Glossary/Subject Index 585
task performance and, 33–39 Knowledge and skill The degree to explanation of, 430, 464
teams and, 372–374 which employees have the aptitude and com- importance of, 483–485
transformational leadership and, petence needed to succeed on their job, 108 laissez-faire, 476, 477
life cycle theory of, 474–475
483–484 Knowledge of results A psychological negotiations and, 444–447
trends affecting, 47–48 state indicating the extent to which employ- organizational culture and, 547
trust and, 225, 226 ees are aware of how well or how poorly organizational politics and, 439–441
Job performance management they are doing, 104 time-driven model of, 469–471
behaviorally anchored rating scales transactional, 476, 477
Knowledge transfer The exchange of transformational, 475–480, 483–484
and, 49 knowledge between employees, 264 Leadership training, 485–486
forced ranking and, 50–51
function of, 48 Knowledge work Jobs that primarily Leader–staff teams A type of team that
management by objectives and, 48 involve cognitive activity versus physical consists of members who make recom-
social networking systems and, 51 activity, 47 mendations to the leader who is ultimately
360-degree feedback and, 50 responsible for team decisions, 365–366
Job previews, 553 L
Jobs Lean In: Women, Work, and the Will to Lead
highly specialized, 505–506 Laissez-faire leadership When the (Sandberg), 433
listing of stressful, 133 leader avoids leadership duties altogether,
476, 477 Learning A relatively permanent change
Job satisfaction A pleasurable emo- in an employee’s knowledge or skill
tional state resulting from the appraisal of Language The jargon, slang, and slogans that results from experience. See also
one’s job or job experiences. It represents used within an organization, 536–537 Knowledge
how a person feels and thinks about his or
her job. See also Satisfaction Leader effectiveness The degree to action, 412
which the leader’s actions result in the cognitive ability and, 338
assessment of, 119–121 achievement of the unit’s goals, the contin- decision making and, 244
compensation and, 118 ued commitment of the unit’s employees, and explanation of, 244
explanation of, 7, 98 the development of mutual trust, respect, and goal orientation and, 250–251
fluctuation in, 109, 111 obligation in leader–member dyads. importance of, 263–264
highly specialized jobs and, 506 method of, 245–251
importance of, 114–117 employee-centered measures of, 465 observation and, 248–250
job performance and, 115–116 explanation of, 466 reinforcement and, 246–248
life satisfaction and, 117–118 reasons for, 481–482 training to improve, 264–265
method to track, 119–121
mood and emotions and, 108–109, Leader emergence The process of Learning orientation A predisposition
becoming a leader in the first place, 466 or attitude according to which building
111–114 competence is deemed more important by
organizational commitment and, Leader–member exchange theory A an employee than demonstrating compe-
theory describing how leader–member tence, 250–251
116–117 relationships develop over time on a dyadic
organizational culture and, 552, 553 basis, 464–465 Legitimate power A form of organiza-
value fulfillment and, 99–102 tional power based on authority or posi-
values and, 98–99 Leaders tion, 431
variations in, 98–114 day-to-day behaviors of, 471–472,
with work tasks, 103–108 474–475 Life cycle theory of leadership A
Job sharing, 150 decision-making styles of, 467–471 theory stating that the optimal combination
influence of, 435–438 of initiating structure and consideration
Justice The perceived fairness of an negotiations by, 444–447 depends on the readiness of the employees
authority’s decision making. power of, 430–435, 439–444, 447–450 in the work unit, 474–475
dimensions of, 210, 212, 216 Leadership styles Life events
distributive, 210–212 autocratic, 467–477 positive, 138
explanation of, 205 consultative, 468 stressful, 136–138
informational, 215–216 delegative, 468–469
interpersonal, 214–215 effectiveness of, 469, 472–473 Life satisfaction The degree to which
procedural, 212–214 facilitative, 468 employees feel a sense of happiness with
their lives in general.
K Leadership The use of power and influ-
ence to direct the activities of followers explanation of, 117
Knowledge. See also Learning toward goal achievement. See also Power international data on, 119
explicit, 244–245 job satisfaction and, 117–118
tacit, 245 alternative dispute resolution and, 450 Lincoln (film), 481
day-to-day, 471–472, 474–475
586 Glossary/Subject Inde
Locus of control Whether one believes Mediation A process by which a third Moral attentiveness The degree to
the events that occur around him or her are party facilitates a dispute resolution pro- which people chronically perceive and con-
self-driven or driven by the external envi- cess but with no formal authority to dictate sider issues of morality during their experi-
ronment, 287, 289 a solution, 450 ences, 218–219
Lone wolves Employees with low com- Mental models The degree to which Moral awareness When an authority rec-
mitment levels and high task performance team members have a shared understand- ognizes that a moral issue exists in a situation.
levels who focus on their own career rather ing of important aspects of the team and its
than what benefits the organization, 73 task, 407 explanation of, 217
issue characteristics and, 218
Long breaks, 76 Mentoring The process by which a moral attentiveness and, 218–220
Looking busy, 74–75 junior-level employee develops a deep Moral development stages, 221–222
and long-lasting relationship with a more
Loyalty A passive response to a negative senior-level employee within the organiza- Moral identity The degree to which a
work event in which one publicly sup- tion, 554 person views himself or herself as a moral
ports the situation but privately hopes for person, 223–224
improvement, 73 Mercenary culture An organizational
culture type in which employees think alike Moral intensity The degree to which an
M but are not friendly to one another, 539 issue has ethical urgency, 218
Management, evidence-based, 21 Mergers, 548–550 Moral intent An authority’s degree of
Merit pay, 190, 191 commitment to the moral course of action,
Management by objectives (MBO) A 223–224
management philosophy that bases Meta-analysis A method that combines
employee evaluations on whether specific the results of multiple scientific studies by Moral judgment When an authority can
performance goals have been met, 48 essentially calculating a weighted average accurately identify the “right” course of
correlation across studies (with larger stud- action, 221–223
Management team A relatively per- ies receiving more weight), 21
manent team that participates in man- Moral principles Prescriptive guides for
agerial-level tasks that affect the entire Method of authority Theory that making moral judgments, 222, 223
organization, 356–357 people hold firmly to some belief because it
is consistent with their own experience and Motivation A set of energetic forces that
Man of Steel (film), 211 observations, 16 determine the direction, intensity, and per-
sistence of an employee’s work effort.
Masculinity–femininity The degree Method of experience Theory that
to which a culture values stereotypically people hold firmly to some belief because it compensation and, 172–175, 189–191
male traits (masculinity) or stereotypically is consistent with their own experience and equity theory and, 180–184
female traits (femininity), 294 observations, 16 expectancy theory and, 169–176
explanation of, 8, 168–169
Matrix structure A complex form of Method of intuition Theory that people extrinsic, 173–174
organizational structure that combines a hold firmly to some belief because it “just goal setting theory and, 176–179
functional and multidivisional grouping, stands to reason”—it seems obvious or self- importance of, 187–189
517–518 evident, 16 inspirational, 479
intrinsic, 174
Maximum performance Performance in Method of science Theory that people job performance and commitment and,
brief, special circumstances that demand a accept some belief because scientific stud-
person’s best effort, 297 ies have tended to replicate that result 187, 189
using a series of samples, settings, and psychological empowerment and, 184–187
Meaningfulness of work A psychologi- methods, 16 variations in, 169–188
cal state reflecting one’s feelings about work Motivational force, 176
tasks, goals, and purposes, and the degree Missing meetings, 76
to which they contribute to society and fulfill Mission statements, 364 Motivational loss Process loss due to
one’s ideals and passions, 104, 185 Moneyball (film), 20 team members’ tendency to put forth less
effort on team tasks than they could, 393
Meaning of money The idea that money Moods States of feeling that are mild in
can have symbolic value (e.g, achievement, intensity, last for an extended period of Multicultural teams, 372
respect, freedom) in addition to economic time, and are not directed at anything.
value, 174, 175 Multi-divisional structure An organiza-
attempts to foster positive, 112 tional form in which employees are grouped
Mechanistic organizations Efficient, explanation of, 109 by product, geography, or client, 514, 515
rigid, predictable, and standardized orga- types of, 109, 111, 112
nizations that thrive in stable environ- work activities and, 112–113 Multinational corporations. See also
ments, 510 Moonlighting, 75 Cultural diversity
expatriates and, 140
Glossary/Subject Index 587
mergers and acquisitions and, 548–550 Neuroticism One of the “Big Five” imaginative, creative, complex, refined, and
organizational commitment in, 80 dimensions of personality reflecting traits sophisticated, 278, 287, 289–291
organizational structure in, 517 like being nervous, moody, emotional, inse-
Multinational teams, 398 cure, jealous, and unstable, 278, 286–287 Operant conditioning, 246
Oral comprehension, 322
Myers-Briggs Type Indicator (MBTI) A Neutralizers Situational characteristics Oral expression, 322
personality framework that evaluates people that reduce the importance of the leader
on the basis of four types or preferences: and do not improve employee performance Organic organizations Flexible,
extraversion versus introversion, sensing in any way, 485 adaptive, outward-focused organiza-
versus intuition, thinking versus feeling, and tions that thrive in dynamic environ-
judging versus perceiving, 291 Newcomer orientation A common form ments, 510
of training during which new hires learn
N more about the organization, 553–554 Organizational behavior (OB) Field
of study devoted to understanding, explain-
Near vision, 334 Noise, 403 ing, and ultimately improving the attitudes
and behaviors of individuals and groups in
Needs Groupings or clusters of outcomes Nominal group technique A team organizations.
viewed as having critical psychological or process used to generate creative ideas,
physiological consequences, 172, 173 whereby team members individually write conceptual argument for, 10–12
down their ideas and then take turns shar- explanation of, 6–7
Negative affectivity A dispositional ing them with the group, 396 gaining knowledge about, 16–21
tendency to experience unpleasant moods integrative model of, 7–9, 14–15
such as hostility, nervousness, and annoy- Nonprogrammed decisions Decisions relevance of, 9–10
ance, 286–287 made by employees when a problem is new, research on, 12–14
complex, or not recognized, 253, 254 Organizational Behavior Assessments. See
Negative emotions Employees’ feelings
of fear, guilt, shame, sadness, envy, and Nonwork challenge stressors, 138 Assessment
disgust, 114 Nonwork hindrance stressors, 136–138 Organizational Behavior at the Bookstore
Negative life events Events such as Normative commitment An employee’s The Advantage (Lencioni), 15
a divorce or death of a family member desire to remain a member of an organiza- The Charisma Myth (Cabane), 486
that tend to be appraised as a hindrance, tion due to a feeling of obligation. Drive (Pink), 186
136–137 Engines of Change (Ingrassia), 355
explanation of, 66 The Happiness Project (Rubin), 118
Negative reinforcement An unwanted function of, 71–72 The Idea Factory (Gertner), 512
outcome is removed following a desired initiatives to foster, 72, 82–83 Lean In: Women, Work, and the Will to
behavior, 247
Norming The third stage of team develop- Lead (Sandberg), 433
Neglect A passive, destructive response ment, during which members realize that The One Thing (Keller & Papasan), 151
to a negative work event in which one’s they need to work together to accomplish Positive Intelligence (Chamine), 321
interest and effort in work decline, 73 team goals and consequently begin to coop- The Power of Habit (Duhigg), 36
erate, 359 Quiet (Cain), 286
Negotiation A process in which two or The Speed of Trust (Covey), 227
more interdependent individuals discuss Numerous small decisions People mak- Switch (Heath & Heath), 75
and attempt to reach agreement about their ing many small decisions every day that are Team of Rivals (Goodwin), 401
differences. invisible to competitors, 12 Thinking, Fast and Slow (Kahneman), 261
Turn the Ship Around (Marquet), 545
bias in, 447 O Organizational Behavior Internationally
explanation of, 444 citizenship behavior and, 42
stages of, 446–447 Observable artifacts Aspects of an cultural intelligence and, 327
strategies for, 445–446 organization’s culture that employees and ethnocentrism and, 296
outsiders can easily see or talk about, expatriate stress and, 140
Networked culture An organizational 536–537 globalization impact and, 10
culture type in which employees are friendly leadership styles and, 478
to one another, but everyone thinks differ- Occupational Information Network life satisfaction and, 119
ently and does his or her own thing, 539 (O*NET) An online database containing mergers and acquisitions and, 549
job tasks, behaviors, required knowledge, motivation and, 180
Networking ability, 439 skills, and abilities, 37–38 multicultural teams and, 372
multinational teams and, 398
Network structure The pattern of com- One Laptop Per Child project, 443–444 organizational commitment and, 80
munication that occurs regularly among The One Thing (Keller & Papasan), 151 relationships and, 437
each member of a team, 403–405 standards of morality and, 219
Openness to experience One of Organizational Behavior on Screen
Neural Objects Questionnaire, 288 the “Big Five” dimensions of personal- Admission, 337
ity reflecting traits like being curious,
588 Glossary/Subject Inde
Argo, 137 communal, 539 mechanistic, 510
Avengers, 394 components of, 535 organic, 510
Burn, 103 creativity, 541, 542 resource-based view of, 10–11
The Company Men, 522 customer service, 540 size of, 512–513
The Dark Knight Rises, 170 diversity, 540–541 world’s most admired, 204
Flight, 45, 42, 370 espoused values and, 537–538 Orientation programs, 553–554
Lincoln, 481 explanation of, 534 Originality, 324
Man of Steel, 211 fragmented, 539
Moneyball, 20 importance of, 550–552 Other awareness The ability to recog-
Price Check, 548 mercenary, 539 nize and understand the emotions that other
Skyfall, 445 methods to change, 547–550 people are feeling, 328
Star Trek Into Darkness, 255 methods to maintain, 544–547
Up in the Air, 71 networked, 539 Outcome interdependence The degree
observable artifacts and, 536–537 to which team members share equally in the
Organizational chart A drawing that safety, 540 feedback and rewards that result from the
represents every job in the organization and socialization and, 545–547, 552–554 team achieving its goals, 365, 375
the formal reporting relationships between strength of, 541, 543–544
those jobs, 504–505, 507 subcultures within, 543–544 Outcomes, 104
variations in, 550 Outsourcing, 81
Organizational citizenship behav-
ior Going beyond normal expectations to Organizational design The process of P
improve operations of the organization, creating, selecting, or changing the struc-
as well as defending the organization and ture of an organization. Parallel team A team composed of mem-
being loyal to it, 40–41 bers from various jobs within the organiza-
explanation of, 511 tion that meets to provide recommendations
Organizational commitment An factors influencing, 511–513 about important issues, 357
employee’s desire to remain a member of
an organization. See also Commitment Organizational politics Individual Participating When the leader shares
actions directed toward the goal of further- ideas and tries to help the group conduct its
affective, 65, 67–68 ing a person’s own self-interests. affairs, 475
continuance, 65–66, 69–70, 82
employee-employer relationship and, explanation of, 439–441 Passive management-by-exception
factors that foster, 441 When the leader waits around for mistakes
80–81 and errors, then takes corrective action as
explanation of, 64–65 Organizational structure Formally necessary, 477
focus of, 67 dictates how jobs and tasks are divided
hindrance stressors and, 147 and coordinated between individuals and Past accomplishments The level of suc-
job performance and, 64 groups within the company. cess or failure with similar job tasks in the
job satisfaction and, 116–117 past, 171
meaning of, 77–79 bureaucratic, 514–516
motivation and, 187, 189 centralization and, 507–509 Pay satisfaction Employees’ feelings
in multinational corporations, 80 chain of command and, 506 about the compensation for their jobs,
normative, 66, 71–72, 82–83 client, 516 100–101. See also Compensation
organizational culture and, 552, 553 company size and, 512–513
organizational structure and, 520–521 elements of, 505–510 Perceived organizational sup-
personality and, 297–299 explanation of, 504 port The degree to which employees
strategies to develop, 68–70, 72, 82–83 formalization and, 508–509 believe that the organization values their
transformational leadership and, functional, 514, 515 contributions and cares about their well-
geographic, 516 being, 82
483–484 importance of, 519–521
trust and, 225, 226 matrix, 517–518 Perception, faulty, 256–257
withdrawal behavior and, 72–77 multi-divisional, 514, 515
workforce diversity and, 79–80 multinational, 517 Perceptual ability The capacity to per-
organizational design and, 511–513 ceive, understand, and recall patterns of
Organizational culture The shared restructuring and, 520–522 information, 324–325
social knowledge within an organization simple, 513–514
regarding the rules, norms, and values that span of control and, 506–507 Perceptual speed, 324–325
shape the attitudes and behaviors of its variations in, 504–505, 518–519 Performance. See Job performance
employees. work specialization and, 505–506
Organizations Performance-avoid orientation A pre-
assessment of, 542 forms of, 513–518 disposition or attitude by which employees
attraction-selection-attrition and, 433 focus on demonstrating their competence so
basic underlying assumptions and, 538 that others will not think poorly of them, 251
Performance orientation, 295
Glossary/Subject Index 589
Performance-prove orientation A pre- Physical structures The organization’s Power The ability to influence the behav-
disposition or attitude by which employees buildings and internal office designs, 536 ior of others and resist unwanted influence
focus on demonstrating their competence so in return. See also Influence
that others think favorably of them, 251 Physical withdrawal A physical escape
from the work environment, 76–77 acquisition of, 430
Performing The fourth stage of team contingencies of, 435
development, during which members are Physiological strains, 141–142 explanation of, 430
comfortable working within their roles, and guidelines to use, 434
the team makes progress toward goals, 359 Pleasantness The degree to which an importance of, 449–450
employee is in a good versus bad mood, influence and, 435–444
Personal aggression Hostile verbal 109, 111 negotiations and, 444–447
and physical actions directed toward other organizational, 431–432
employees, 44 Political deviance Behaviors that organizational politics and, 439–441
intentionally disadvantage other personal, 432–434
Personal appeals An influence tactic individuals, 43, 44 variations in, 447–448
in which the requestor asks for something
based on personal friendship or loyalty, 437 Political skill The ability to understand Power distance The degree to which a
others and the use of that knowledge to culture prefers equal power distribution
Personal clarification Training in influence them to further personal or orga- (low power distance) or an unequal power
which members simply receive information nizational objectives, 439, 440 distribution (high power distance), 294
regarding the roles of the other team mem-
bers, 411 Politics The Power of Habit (Duhigg), 36
organizational, 439–441
Personal development Participation in transformational leadership and, Preparation The first stage of the nego-
activities outside of work that foster growth 479–481 tiation process, during which each party
and learning, 138 determines its goals for the negotiation, 446
Pooled interdependence A form of
Personality The structures and propensi- task independence in which group members Presenteeism, 148
ties inside a person that explain his or her complete their work assignments indepen-
characteristic patterns of thought, emotion, dently, and then their work is simply added Pressure An influence tactic in which the
and behavior. Personality reflects what together to represent the group’s output, requestor attempts to use coercive power
people are like and creates their social 362–363 through threats and demands, 437
reputation.
Positional modeling Training that Price Check (film), 548
agreeableness and, 283 involves observations of how other team
assessment of, 280–281 members perform their roles, 411 Primary appraisal Evaluation of whether
Big Five taxonomy and, 278–291, 296 a demand is stressful and, if it is, the impli-
conscientiousness and, 282–283 Positional rotation Training that gives cations of the stressor in terms of personal
cultural values and, 278, 293–296 members actual experience carrying out goals and well-being, 132
explanation of, 278 the responsibilities of their teammates,
extraversion and, 283–286 411–412 Problem-focused coping Behaviors
genetic basis of, 279, 281 and cognitions of an individual intended to
importance of, 297–299 Positive affectivity A dispositional manage the stressful situation itself, 139
Myers-Briggs Type Indicator of, tendency to experience pleasant, engaging
moods such as enthusiasm, excitement, and Problem sensitivity, 324
291–293 elation, 285
neuroticism and, 286–287 Procedural justice The perceived fair-
openness to experience and, 287, Positive emotions Employees’ feelings ness of decision-making processes.
of joy, pride, relief, hope, love, and compas-
289–291 sion, 113–114 compensation and, 213
of team members, 368–369 distributive justice combined with, 213,
Personality tests Positive Intelligence (Chamine), 321
drawbacks of, 300–302 214
function of, 299–300 Positive life events Events such as mar- effects of, 212–213
types of, 300 riage or the birth of a child that tend to be explanation of, 212
Personal power, 432–434 appraised as a challenge, 138
Process gain When team outcomes are
Person–organization fit The degree to Positive reinforcement When a positive greater than expected based on the capa-
which a person’s values and personality match outcome follows a desired behavior, 246–247 bilities of the individual members, 392
the culture of the organization, 551–552
Potency A team state reflecting the Process loss When team outcomes are
Physical abilities degree of confidence among team members less than expected based on the capabilities
explanation of, 331 that the team can be effective across situa- of the individual members, 392
of team members, 367–368 tions and tasks, 407
types of, 331, 333–335 Production blocking A type of coordina-
tion loss resulting from team members hav-
ing to wait on each other before completing
their own part of the team task, 393
590 Glossary/Subject Inde
Production deviance Intentionally Psychomotor abilities Capabilities Referent power A form of organiza-
reducing organizational efficiency of work associated with manipulating and control- tional power based on the attractiveness
output, 43 ling objects, 334 and charisma of the leader, 433
Product structure An organizational Punctuated equilibrium A sequence Reinforcement
form in which employees are grouped of team development during which not behavior modeling and, 250
around different products that the company much gets done until the halfway point of a contingencies of, 246
produces, 514–516 project, after which teams make necessary continuous, 247
changes to complete the project on time, 360 explanation of, 246
Profit sharing, 189–191 negative, 247
Punishment When an unwanted outcome positive, 246–247
Programmed decisions Decisions that follows an unwanted behavior, 247 schedules of, 247–248
are somewhat automatic because the deci-
sion maker’s knowledge allows him or her Q Relational contracts Psychological
to recognize the situation and the course of contracts that focus on a broad set of open-
action to be taken, 251, 253 Quality circles, 357 ended and subjective obligations, 81
Progression model A model indicating Quantitative ability Capabilities associ- Relationship conflict Disagreements
that the various withdrawal behaviors are ated with doing basic mathematical opera- among team members with regard to inter-
positively correlated; engaging in one type tions and selecting and applying formulas personal relationships or incompatibilities
of withdrawal makes one more likely to to solve mathematical problems, 323–324 in personal values or preferences, 400
engage in other types, 77, 83
Quiet (Cain), 286 Relaxation techniques, 152–153
Project GLOBE A collection of 170 Quitting, 76–77 Representativeness, 258
researchers from 62 cultures who examine
the impact of culture on the effectiveness of R Reputation The prominence of an orga-
leader attributes, behaviors, and practices, nization’s brand in the minds of the public
295, 478 Ratio bias effect, 258 and the perceived quality of its goods and
services, 204
Projection bias The faulty perception by Rational decision-making model A
decision makers that others think, feel, and step-by-step approach to making decisions Research, 12–14
act the same way as they do, 257 that is designed to maximize outcomes by
examining all available alternatives, 254 Resistance When a target refuses to per-
Project team A team formed to take on form a request and puts forth an effort to
one-time tasks, most of which tend to be Rational persuasion The use of logical avoid having to do it, 438
complex and require input from members arguments and hard facts to show someone
from different functional areas, 357 that a request is worthwhile, 436 Resource-based view A model that
argues that rare and inimitable resources
Promotion satisfaction Employees’ Readiness The degree to which employ- help firms maintain competitive advantage,
feelings about how the company handles ees have the ability and the willingness to 10–11
promotions, 101 accomplish their specific tasks, 474
Responsibility for outcomes A psycho-
Property deviance Behaviors that Realistic job previews The process logical state indicating the degree to which
harm the organization’s assets and of ensuring that a potential employee employees feel they are key drivers of the
possessions, 43 understands both the positive and negative quality of work output, 104
aspects of the potential job, 553
Psychological contracts Employee Restructuring The process of changing
beliefs about what employees owe the Reality shock A mismatch of information an organization’s structure.
organization and what the organization that occurs when an employee finds that
owes them, 81 aspects of working at a company are not application of, 521–522
what the employee expected it to be, 546 explanation of, 520
Psychological empowerment An
energy rooted in the belief that tasks are Reasoning ability A diverse set of Reward power A form of organizational
contributing to some larger purpose. abilities associated with sensing and power based on the control of resources or
solving problems using insight, rules, and benefits, 431
concepts relevant to, 185–186 logic, 324
explanation of, 184–185 Rewards
generational trends in, 186–187 Recency, 258 contingent, 477
goal commitment and, 180
Psychological safety, 405 Reciprocal interdependence A form
Psychological strains, 142–143 of task interdependence in which group RIASEC model An interest framework
members interact with only a limited subset summarized by six different personality
Psychological withdrawal Mentally of other members to complete the team’s types including realistic, investigative,
escaping the work environment, 74–76 work, 363 artistic, social, enterprising, and conven-
tional, 292–293
Glossary/Subject Index 591
Rituals The daily or weekly planned rou- Satisficing When a decision maker Short-term vs. long-term orientation
tines that occur in an organization, 537 chooses the first acceptable alternative The degree to which a culture stresses
considered, 256 values that are past and present oriented
Role The behavior a person is generally (short-term orientation) or future-oriented
expected to display in a given context, 365 Schedules of reinforcement The tim- (long-term orientation), 294
ing of when contingencies are applied or
Role ambiguity When an individual has removed, 247, 248 Significance The degree to which a job
a lack of direction and information about really matters and impacts society as a
what needs to be done, 134–135 Scholastic Assessment Test (SAT), 329– whole, 106
330, 337, 338
Role conflict When others have conflict- Similarity-attraction approach A
ing expectations of what an individual Scout activities Boundary-spanning theory explaining that team diversity can
needs to do, 134 activities that are intended to obtain infor- be counterproductive because people tend
mation about technology, competitors, or to avoid interacting with others who are
Role making The phase in a leader–fol- the broader marketplace, 399 unlike them, 369
lower relationship when a follower voices
his or her own expectations for the relation- Secondary appraisal When people Simple structure An organizational
ship, resulting in a free-flowing exchange determine how to cope with the various form that features one person as the central
of opportunities and resources for activities stressors they face, 138–139 decision-making figure, 513–514
and effort, 464
Selective perception The tendency for Situational strength The degree to
Role overload When an employee has people to see their environment only as which situations have clear behavioral
too many demands to work effectively, 135 it affects them and as it is consistent with expectations, incentives, or instructions that
their expectations, 256–257 make differences between individuals less
Role taking The phase in a leader– important, 299
follower relationship when a leader pro- Self-awareness The ability to recognize
vides an employee with job expectations and understand the emotions in oneself, 327 Skyfall (film), 445
and the follower tries to meet those expec-
tations, 464 Self-determination A sense of choice S.M.A.R.T. goals Acronym that stands
in the initiation and continuation of work for Specific, Measurable, Achievable,
Routine task performance Well-known tasks, 185 Results-Based, Time-Sensitive goals, 179
or habitual responses by employees to pre-
dictable task demands, 33–34 Self-efficacy The belief that a person Social astuteness, 439
has the capabilities needed to perform the
Rule of One-Eighth The belief that at behaviors required on some task, 170–171 Social exchange Work relationships that
best one-eighth or 12 percent of organiza- are characterized by mutual investment,
tions will actually do what is required to Self-management, in teams, 358–359 with employees willing to engage in “extra
build profits by putting people first, 14–15 mile” sorts of behaviors because they
Self-serving bias When one attributes trust that their efforts will eventually be
S one’s own failures to external factors and rewarded, 226
success to internal factors, 259
Sabbaticals, 150 Social identity theory A theory that
Self-set goals The internalized goals people identify themselves based on the
Sabotage Purposeful destruction of that people use to monitor their own prog- various groups to which they belong and
equipment, organizational processes, or ress, 178 judge others based on the groups they asso-
company products, 43 ciate with, 257
Selling When the leader explains key
Safety culture A specific culture type issues and provides opportunities for clari- Social influence model A model that
focused on the safety of employees, 540 fication, 474 suggests that employees with direct link-
ages to coworkers who leave the organiza-
Salaries. See Compensation Sensory abilities Capabilities associated tion will themselves become more likely to
Satisfaction. See also Job satisfaction with vision and hearing, 334–335 leave, 68
coworker, 101 Sequential interdependence A form of Socialization The primary process by
explanation of, 98 task interdependence in which group mem- which employees learn the social knowl-
fluctuations in, 109, 111 bers perform different tasks in a prescribed edge that enables them to understand and
pay, 100–101 sequence, and members depend on only adapt to the organization’s culture.
promotion, 101 the member who comes before them in the
supervision, 101 sequence, 363 explanation of, 545
with work itself, 101–108 management of, 552–554
Service work Providing a service that stages of, 545–547
Satisfaction with the work itself involves direct verbal or physical interac- Socializing, 74
Employees’ feelings about their actual work tions with customers, 47–48
tasks, 101–108
592 Glossary/Subject Inde
Social learning theory Theory that Star Trek Into Darkness (film), 255 methods to reduce, 150
argues that people in organizations learn Static strength, 331 nonwork challenge, 138
by observing others, 248–249 nonwork hindrance, 136–138
Status striving A strong desire to obtain resources to reduce, 150–151
Social loafing A type of motivational power and influence within a social struc- types of, 133–138
loss resulting from members feeling less ture as a means of expressing one’s person- work challenge, 135–136, 148
accountable for team outcomes relative to ality, 284 work hindrance, 134–135
independent work that results in individu- Stress management
ally identifiable outcomes, 393 Stereotypes Assumptions made about by expatriates, 140
others based on their social group member- importance of, 148–149
Socially complex resources Resources ship, 257 individual methods of, 145
created by people, such as culture, team- resources to deal with, 150–152
work, trust, and reputation. The source of Stories Anecdotes, accounts, legends, and strain reduction and, 152–154
competitive advantage is known, but the myths passed down from cohort to cohort stress level assessment and, 149
method of replicating the advantage is within an organization, 537 stressor reduction and, 150
unclear, 12
Storming The second stage of team devel- Subculture A culture created within a
Social networking, job performance opment, during which conflict occurs due small subset of the organization’s employ-
evaluation and, 51 to members’ ongoing commitment to ideas ees, 543–544
they bring with them to the team, 359
Social responsibility, 227–228. See also Substance abuse The abuse of drugs or
Corporate social responsibility Strain Negative consequences of the stress alcohol before coming to work or while on
response. the job, 43
Social support The help people receive
from others when they are confronted with behavioral, 143 Substitutability The degree to which
stressful demands, 145 explanation of, 132 people have alternatives in accessing the
job performance and, 146–147 resources a leader controls, 435
Span of control Represents how many methods to reduce, 152–154
employees each manager in the organiza- physiological, 141–142 Substitutes Situational characteris-
tion has responsibility for, 506–507 psychological, 142–143 tics that reduce the importance of the
relationship between stress and, 141 leader while simultaneously providing a
Spatial ability Capabilities associated direct benefit to employee performance,
with visual and mental representation and Strategic management Field of study 484–485
manipulation of objects in space, 324 devoted to exploring the product choices
and industry characteristics that affect an Substitutes for leadership model A
Spatial orientation, 324 organization’s profitability, 7 model that suggests that characteristics of
the situations can constrain the influence
Specific and difficult goals Goals that Strength The degree to which the body is of the leader, which makes it more difficult
stretch an employee to perform at his or her capable of exerting force, 331 for the leader to influence employee perfor-
maximum level while still staying within the mance, 484
boundaries of his or her ability. Stress The psychological response to
demands when there is something at stake Supervision, abusive, 214
explanation of, 176–177 for the individual, and where coping with
task performance and, 177–178 these demands would tax or exceed the Supervision satisfaction Employees’
Speech recognition, 334 individual’s capacity or resources. feelings about their boss, including his or
Speed and flexibility of closure, 324 her competency, communication, and per-
The Speed of Trust (Covey), 227 explanation of, 7–8, 132 sonality, 101
importance of, 146–148
Sportsmanship Maintaining a positive individual reactions to, 143–146 Support
attitude with coworkers through good and individual variations in, 132–133 perceived organizational, 82
bad times, 39 restructuring and, 521, 522 stress management, 151–152
strain resulting from, 141
Staff validity The degree to which team transactional theory of, 132 Surface-level diversity Diversity of
members make good recommendations to Stress audit, 149 observable attributes such as race, gender,
the team leader, 397 Stress management ethnicity, and age, 369–370
health issues and, 148–149
Stamina The ability of a person’s lungs methods for, 150 Survivor syndrome, 81
and circulatory system to work efficiently resources for, 150–152 Switch (Heath & Heath), 75
while he or she is engaging in prolonged strain reduction for, 152–154
physical activity, 331 Symbols The images an organization
Stressors Demands that cause the stress uses, which generally convey messages, 536
Stars Employees with high commitment response.
levels and high task performance levels
who serve as role models within the orga- coping with, 138–141
nization, 73 explanation of, 132
Glossary/Subject Index 593
T Team-building roles Behaviors that size of, 371
influence the quality of the team’s social training for, 410–412
Tacit knowledge Knowledge that climate, 366 trends in use of, 354–355
employees can only learn through experi- types of, 356–358
ence, 245 Team composition The mix of the vari- variations within types of, 358–360
ous characteristics that describe the indi- viability of, 373
Tardiness, 76 viduals who work in the team. virtual, 359
Task complexity The degree to which the diversity and, 369–371 Team states Specific types of feelings
information and actions needed to complete explanation of, 365 and thoughts that coalesce in the minds of
a task are complicated, 178 member ability and, 366–368 team members as a consequence of their
member personality and, 368–369 experience working together.
Task conflict Disagreements among member roles and, 365–367
members about the team’s task, 400 team size and, 371 cohesion and, 405–407
explanation of, 405
Task coordinator activities Boundary- Team diversity The degree to which team mental models and, 407
spanning activities that are intended to members are different from one another, 369 potency and, 407
coordinate task-related issues with people transactive memory and, 407
or groups in other functional areas, 399 Team members
abilities of, 366–368 Team task roles Behaviors that directly
Task interdependence The degree to diversity of, 369–371 facilitate the accomplishment of team
which team members interact with and rely emotional intelligence of, 402 tasks, 366
on other team members for information, function of, 365
materials, and resources needed to accom- personality traits of, 368–369 Team viability Team commitment; the
plish work for the team. roles of, 365–366 likelihood a team can work together effec-
tively into the future, 373
explanation of, 361–362 Team of Rivals (Goodwin), 401
job performance and commitment and, Teamwork processes The interpersonal
Team processes The different types of activities that promote the accomplish-
374 activities and interactions that occur within ment of team tasks but do not involve task
types of, 362–365 a team as the team works toward its goals. accomplishment itself.
Task performance Employee behaviors communication and, 373–374, 401–405 action, 399–400
that are directly involved in the transforma- explanation of, 392 effect on performance and commitment,
tion of organizational resources into the function of, 407–408
goods or services that the organization gain in, 392 409–410
produces. importance of, 409–410 explanation of, 399
loss in, 392–393 interpersonal, 400–401
adaptive, 34 taskwork processes and, 394–399 transition, 399
behaviors associated with, 37–39 team states and, 405–407
cognitive ability and, 338 teamwork processes and, 399–401 Technology The method by which an
creative, 34–35 organization transforms inputs to outputs.
employee management and, 37 Team process training The use of team
explanation of, 33 experiences that facilitates the team’s abil- adaptive behaviors and, 34
identification of behaviors that represent, ity to function and perform more effectively explanation of, 511–512
as an intact unit, 412 organizational design and, 511–512
35–37 Telecommuting, 151–152
job analysis and, 36–37 Teams Two or more people who work
job satisfaction and, 115–116 interdependently over some time period to Telling When the leader provides specific
routine, 33–34 accomplish common goals related to some instructions and closely supervises perfor-
task-oriented purpose. mance, 474
Task strategies Learning plans and
problem-solving approaches used to characteristics to describe, 356, 372–374 Theft Stealing company products or
achieve successful performance, 178 commitment on, 373–374 equipment from the organization, 43
compensation issues and, 375
Taskwork processes The activities of composition of, 365–371 Theory A collection of verbal and sym-
team members that relate directly to the development of, 359–360 bolic assertions that specify how and why
accomplishment of team tasks. explanation of, 354 variables are related, as well as the condi-
functions of, 355 tions in which they should (and should not)
boundary spanning and, 398–399 goals of, 364–365 be related, 16–17
creative behavior and, 395–396 interdependence in, 361–365
decision making and, 397–398 job performance and, 372–374 Thinking, Fast and Slow (Kahneman), 261
explanation of, 394 leader–staff, 365–366
multicultural, 372 360-degree feedback A performance
Team building Fun activities that facili- multinational, 398 evaluation system that uses ratings pro-
tate team problem solving, trust, relation- vided by supervisors, coworkers, subor-
ship building, and the clarification of role dinates, customers, and the employees
responsibilities, 412–413 themselves, 50
594 Glossary/Subject Inde
Time-driven model of leadership A serving as a role model who helps followers newcomers come to learn the content areas
model that suggests that seven factors, develop their own potential and view prob- of socialization and internalize the norms
including the importance of the decision, lems from new perspectives. and expected behaviors of the organization,
the expertise of the leader, and the com- 546–547
petence of the followers, combine to make dimensions of, 479–480
some decision-making styles more effective effects of, 483–484 Up in the Air (film), 71
than others in a given situation, 469–471 explanation of, 475–476
function of, 476–478 Use of emotions The degree to which
Time pressure The sense that the amount politics and, 479–481 people can harness emotions and employ
of time allotted to do a job is not quite them to improve their chances of being suc-
enough, 135 Transition processes Teamwork pro- cessful in whatever they are seeking to do,
cesses, such as mission analysis and plan- 328–329
Training A systematic effort by organiza- ning, that focus on preparation for future
tions to facilitate the learning of job-related work in the team, 399 V
knowledge and behavior.
Transportable teamwork competen- Valence The anticipated value of the
behavioral model, 164 cies Team training that involves helping outcomes associated with successful perfor-
explanation of, 264 people develop general teamwork compe- mance, 172–175
leadership, 485–486 tencies that they can transport from one
stress management and, 150–151 team context to another, 410, 411 Value in diversity problem-solving
team, 410–412 approach A theory that supports team
transfer of, 264–265 Trust The willingness to be vulnerable diversity because it provides a larger pool
to an authority based on positive expecta- of knowledge and perspectives, 369
Trait activation The degree to which situ- tions about the authority’s actions and
ations provide cues that trigger the expres- intentions. Value-percept theory A theory that
sion of a given personality trait, 299 argues that job satisfaction depends on
affect-based, 209–210 whether the employee perceives that his or
Traits Recurring trends in people’s in authority, 224, 225 her job supplies those things that he or she
responses to their environment. cognition-based, 207–209 values, 99–102
disposition-based, 205–207
associated with Big Five taxonomy, 278, explanation of, 204, 210 Values Things that people consciously or
279 importance of, 204–205, 225–226 unconsciously want to seek or attain.
explanation of, 278 Trust propensity A general expectation commonly assessed, 98–99
leader-effectiveness, 466, 467 that the words, promises, and statements of cultural, 293–296
individuals can be relied upon, 205–207 espoused, 537–538
Transactional contracts Psychological explanation of, 98
contracts that focus on a narrow set of spe- Trustworthiness Characteristics or job satisfaction and, 98–99
cific monetary obligations, 81 attributes of a person that inspire trust,
including competence, character, and Variable interval schedule Reinforcement
Transactional leadership A pattern of benevolence, 208 occurs at random periods of time, 248
behavior where the leader rewards or disci-
plines the follower based on performance, Turnover. See Employee turnover Variable ratio schedule Behaviors are
476, 477 Turn the Ship Around (Marquet), 545 reinforced after a varying number of them
have been exhibited, 248
Transactional theory of stress A Type A Behavior Pattern People who
theory that explains how stressful demands tend to experience more stressors, appraise Variety The degree to which a job requires
are perceived and appraised, as well as more demands as stressful, and be prone to different activities and skills, 104, 105
how people respond to the perceptions and experiencing more strains, 143–145
appraisals, 132 Veiled purpose tests Integrity tests
Typical performance Performance in that do not directly ask about dishonesty,
Transactive memory The degree to the routine conditions that surround daily instead assessing more general personal-
which team members’ specialized knowl- job tasks, 297 ity traits associated with dishonest acts,
edge is integrated into an effective system 300, 301
of memory for the team, 407 U
Verbal ability Various capabilities
Transfer of training Occurs when Uncertainty avoidance The degree to associated with understanding and
employees retain and demonstrate the which a culture tolerates ambiguous situa- expressing oral and written communica-
knowledge, skills, and behaviors required tions (low uncertainty avoidance) or feels tion, 322–323
for their job after training ends, 264–265 threatened by them (high uncertainty avoid-
ance), 294 Verbal persuasion Pep talks that lead
Transformational leadership A pat- employees to believe that they can “get the
tern of behavior where the leader inspires Understanding and adaptation The job done,” 171
followers to commit to a shared vision that final stage of socialization, during which
provides meaning to their work while also
Glossary/Subject Index 595
Vicarious experiences Observations of Withdrawal behavior Employee actions Work responsibility The number and
and discussions with others who have per- that are intended to avoid work situations. importance of the obligations that an
formed some work task, 171 employee has to others, 136
employee types and, 73–74
Virtual team A team in which the mem- examples of, 72–73 Work specialization The degree to
bers are geographically dispersed, and explanation of, 64–65 which tasks in an organization are divided
interdependent activity occurs through models of, 77 into separate jobs, 505–506
e-mail, web conferencing, and instant mes- physical, 76–77
saging, 359 psychological, 74–77 Work tasks, satisfaction with, 101–108
strategies to deal with, 83 Work teams A relatively permanent team
Visibility How aware others are of a Women. See Females in which members work together to produce
leader and the resources that leader can goods and/or provide services, 356
provide, 435 Wonderlic Cognitive Ability Test A
12-minute test of general cognitive ability Written comprehension, 322
Visual color discrimination, 334 used to hire job applicants, 339 Written expression, 322
Voice When an employee speaks up to Work, meaningfulness of, 104 Z
offer constructive suggestions for change, Work challenge stressors, 135–136, 148
often in reaction to a negative work event, Zero acquaintance Situations in which
40, 73 Work complexity The degree to which two people have just met, 283
job requirements tax or just exceed
W employee capabilities, 136
Wasting resources Using too many Work–family conflict A form of role
materials or too much time to do too little conflict in which the demands of a work
work, 43 role hinder the fulfillment of the demands in
a family role (or vice versa), 136
Whistle-blowing When employees
expose illegal actions by their employer, Workforce diversity, commitment and, 79–80.
217 See also Cultural diversity; Diversity
Work hindrance stressors, 134–135, 147
Name Index
A Ashford, S. J., 562 Barrick, M. A., 313
Ashforth, B. E., 87, 271, 454 Barrick, M. R., 126, 298, 307–310, 312,
Abele, A. E., 199 Ashkanasy, N. M., 127, 560, 562
Abraham, L. M., 309 Ashley, J., 481 313, 383, 384, 424
Abrahm, S., 159 Ashton, M. C., 314 Barron, L. A., 196
Abush, R., 161 Atanasoff, L., 311 Barros, E., 127
Adams, G. L., 456 Athos, G., 233 Barry, B., 384, 459
Adams, J. S., 181, 182, 198, 212, 234 Atinc, G., 457 Barside, S. G., 346
Adams, R., 492 Atkinson, W., 163 Barsky, A. P., 308
Aditya, R. N., 492, 494 Audia, P. G., 198 Bartol, K. M., 199
Adler, S., 313 Auriemma, G., 33 Baskin, K., 558
Aguinis, H., 27, 197 Austin, E. J., 347 Bass, B., 465
Ahearne, M., 56–57, 498 Austin, W. G., 233 Bass, B. M., 476, 494–496
Aiken, L. S., 28 Averbrook, J., 272 Batali, M., 244
Aiman-Smith, L., 200, 561 Avila, R. A., 57 Bates, S., 233
Akerson, D., 53 Avolio, B. J., 465, 495–497, 499 Batty, G. D., 345
Akhtar, O., 14 Ayman, R., 380, 418 Bauer, T. N., 128, 491, 561
Albright, L., 308 Baynes, H. G., 310
Alderfer, C. P., 173, 196 B Bazerman, M. H., 212, 235, 458
Alexander, R., 525, 529 Beach, D., 209
Alexander, S., 238 Baas, M., 127 Beal, D. J., 127, 423
Alge, B. J., 179, 197 Babcock, P., 561 Beatty, R. W., 49, 59
Allan, B., 272 Bacharach, S. B., 456 Beaubien, J. M., 270
Allen, D., 59 Bachiochi, P. D., 120, 128 Bebeau, M. J., 237
Allen, D. G., 87, 91 Bachrach, D. G., 56, 483, 497 Becker, H. S., 88
Allen, N. J., 68, 87, 88 Bacon, F., 16, 17, 27 Becker, T. E., 520
Allen, T. D., 57, 563 Baer, M., 55 Becker, W. S., 196
Alliger, G. M., 263, 272 Bailey, D. E., 357, 380 Bedeian, A. G., 161
Allison, W., 310 Bailey, S., 559 Beehr, T. A., 91
Allport, G. W., 306 Baillien, E., 58 Beersma, B., 380–381, 457
Alterman, T., 157, 162 Baird, B. M., 281 Behfar, K., 386, 421
Alutto, J. A., 386 Bakker, A. B., 126, 195 Behr, P., 423
Amabile, T. M., 55, 528 Bal, P. M., 91 Belkin, L. Y., 234
Ambrose, M. L., 235, 238, 270 Baldwin, T. T., 128 Bell, B., 424
Amos, D., 468 Ballard, T. N., 425 Bell, B. S., 386, 421
Ancona, D. G., 420 Balliet, D., 458 Bell, M. P., 385
Anderson, N., 58–59, 87, 422, 491 Ballinger, G. A., 491 Bell, S. T., 312, 383, 386, 553, 563
Anderson, N. R., 563 Balzer, W. K., 120, 128 Bellman, G., 418
Anderson, R., 549 Bamberger, P., 161, 270 Belohlav, J. A., 312
Anderson, R. D., 498 Bandura, A., 172, 195, 269 Benne, K., 367, 382
Andersson, L. M., 58 Banks, G. C., 457 Bennett, R. J., 42, 57–58
Andrews, A. O., 27 Barbee, A. P., 315 Bennett, W., Jr., 263, 272
Ang, S., 346, 491 Barber, A. E., 563 Benson, H., 152
Anthony, S., 459 Barboza, D., 232, 239 Benson, L., 236, 459
Anthony, W. P., 269 Barger, D., 554 Beranek, P. M., 422
Anupreeta, D., 562 Barkema, H. G., 386 Berfield, S., 237, 455, 559
Aquino, K., 54, 238 Barksdale, K., 238 Bergey, P. K., 200
Arad, S., 35, 55 Barling, J., 235, 499 Bergman, M. E., 560
Armenakis, A., 161 Barnes, C. M., 421 Bergstein, B., 459
Armour, S., 58 Barney, J. B., 27 Berkowitz, L., 181, 182, 198, 212, 234, 271
Armstrong, P. I., 310 Barnum, D. T., 200 Berman, D., 425
Armstrong, T., 313 Baron, J., 258 Bernardin, H. J., 314, 459
Arndt, M., 455 Bar-On, R., 345, 347 Bernieri, F., 344
Arthur, W., Jr., 421, 553, 560, 563 Baron, R. A., 127, 456 Berns, G., 125
Arvey, R. D., 307, 309 Barra, A., 349 Berry, C. M., 298, 314
Asare, S., 315 Barra, M., 547 Berry, J. W., 55
Asendorpf, J. B., 309 Barrett, A., 197 Bethune, G., 537
Betof, E., 456
596
Name Index 597
Beubien, J. M., 424 Boussebaa, M., 528 Burke, C. S., 424
Beus, J. M., 560 Bowen, D. E., 498, 560 Burke, D., 454
Beyer, J. M., 558 Bowers, C., 270 Burke, M. E., 142, 152, 162, 163
Bezos, J., 48, 371 Bowling, N. A., 125 Burke, M. J., 423, 560
Bhasin, K., 490 Boykin, A. W., 344 Burkhead, E. J., 161
Bhaskar-Shrinivas, P., 160 Boyle, M., 194, 527 Burnett, D. D., 313
Bhatia, P., 497 Bozell, D., 425 Burnfield, J. L., 492
Bhawuk, D.P.S., 456 Bozionelos, N., 423 Burns, L. M., 494
Biberman, G., 457 Brackett, M. A., 349 Burns, L. R., 527
Biddle, B. J., 382 Bradley, B. H., 421, 424 Burns, T., 510
Bies, R. J., 212, 235, 236 Bradley, J. C., 308, 310, 560 Burns, U., 250, 429, 430, 432, 433, 452
Bilodeau, E. A., 347 Bradsher, K., 239 Burris, E. R., 56, 89
Bing, M. H., 456 Brady, D., 493 Burris, L. R., 314
Birger, J., 454 Brahy, S., 562 Burrows, P., 232
Birjulin, A., 457 Brannick, M. T., 102, 125, 315 Burt, R. S., 232
Birk, S., 559 Bravo, J., 91 Burton, J. P., 88
Birkeland, S. A., 315 Bray, D. W., 49, 59 Burtt, H. E., 493
Biron, M., 163, 270 Breaugh, J. A., 125 Bush, G. W., 480
Birtch, T. A., 58 Breaux, D. M., 235 Buss, A. H., 23
Black, C., 347 Brégier, F., 508 Butcher, J. N., 306
Black, J. S., 91, 159, 312, 562 Brehmer, B., 382, 419 Butterfield, K. D., 237
Blanchard, K. H., 474, 494 Breinin, E., 497 Byham, W. C., 269
Blank, W., 494 Bremmer, B., 563 Byosiere, P., 160, 161
Blau, G., 89 Brett, J., 386 Byrne, D., 385
Blau, P., 238 Brett, J. F., 252 Byrne, J. A., 50
Blessing, K., 157 Bretz, R. D., 336, 348 Byrne, Z. S., 173, 196
Blickensderfer, E., 424 Brewer, R., 432 Byrnes, N., 92
Bliese, P. D., 310 Brief, A. P., 55, 127 Byron, K., 422
Bligh, M. C., 496 Briggs, S. R., 233
Blodgett, L., 452 Brin, S., 324 C
Bluedorn, A. C., 527 Briner, R. B., 28
Blume, B. D., 56 Brinkmann, J., 270 Cabane, O. F., 486
Blumenthal, K., 495 Brinkmann, U., 312 Cable, D. M., 99, 124, 561, 562
Bobocel, D. R., 173, 196 Brito, C., 549 Cacioppo, J. T., 127
Bock, Kurt, 249 Brockmann, E. N., 269 Cain, S., 286
Bogg, T., 307 Brockner, J., 195, 214, 235, 271, 520, 528, Caldwell, D. F., 552
Bohte, J., 526 Caldwell, D. L., 558
Boisner, A., 561 529 Callahan, C., 314
Bolch, M., 387 Brodbeck, F.C., 495 Callister, R. R., 561
Boles, J. S., 159 Brody, N., 344 Camara, W. J., 347
Bolger, N., 309 Brooks, H., 173 Camerer, C., 232
Bommer, W. H., 491, 497, 498 Brotman, J., 85 Cameron, K. S., 459
Bond, M. H., 294, 311 Brouer, R. L., 456, 491 Campbell, D. P., 311
Boning, B., 380 Brown, K. G., 196, 421 Campbell, D. T., 28
Bono, J. E., 116, 127, 308, 309, 467, 495, Brown, M. E., 237 Campbell, J. P., 27, 55, 310
Brown, T. J., 560 Campion, M. A., 89–90, 126, 361, 374,
497–498 Bruch, H., 382, 526
Boodoo, G., 344 Bryan, A., 453 387, 411, 424, 526, 529
Borgen, F. H., 311 Bryan-Low, C., 456 Can, O., 312
Borman, W. C., 55, 56, 162, 298, 312, 323, Bryant, A., 492, 493, 559 Canella, A. A., Jr., 384
Bryant, D., 469 Canis, B., 54
333, 344, 386, 421 Bryant, F. B., 160 Cannon, W. B., 160
Borman, W. S., 348 Bryant, P. C., 87 Cannon-Bowers, J. A., 270, 424, 425
Bormann, C. A., 457 Buchtel, E. E., 311 Caplan, R. D., 159
Bornstein, B. H., 419 Buderi, R., 455 Cappelli, P., 92
Bosh, C., 392, 393 Buffett, W., 254 Capps, M. H., 314, 315
Boswell, W. R., 161–162, 336, 348 Buford, B., 244, 269 Carcelloe, J., 63
Bouchard, T. J., 307, 309, 344 Bunderson, J. S., 199 Carew, S., 273
Boudreau, J. W., 161, 336, 348 Bunker, B. B., 210, 233, 234 Carey, S., 425
Bou-Llusar, J. C., 269 Burchell, M., 124, 125 Carlson, N., 348, 558
Bourgeois, L. J., 457
598 Name Index Clarke, S., 560 Criqui, M. H., 308
Clason, P., 347 Cropanzano, R., 126, 173, 196, 232, 235,
Carr, D., 347 Clayton, L. D., 380
Carr, J. C., 235 Clegg, C. W., 381 236, 457, 459, 509
Carroll, A. B., 238 Clinton, B., 480 Crossley, C. D., 120, 128
Carroll, J. B., 345 Clore, G., 385 Crouter, A., 159
Carson, J. B., 420 Cohen, B., 82 Cruise, T., 322
Carson, K. D., 449 Cohen, J., 28, 268, 307 Csikszentmihalyi, M., 126
Carson, K. P., 128 Cohen, K., 200 Cullen, J. B., 208, 325, 335, 436
Carson, P. P., 449 Cohen, P., 28 Cullen, M. J., 313
Cartwright, D., 454 Cohen, R. R., 423 Cummings, L. L., 126, 174, 196, 271, 307,
Cartwright, S., 58 Cohen, S., 159, 161
Caruso, D. R., 330, 345 Cohen, S. G., 357, 380, 381 313, 422, 491, 529, 558
Cascio, W. F., 91 Cohen-Charash, Y., 189, 199, 235 Cunningham, C. R., 162
Casey, B., 380 Colarelli, S. M., 336, 348 Cunningham, D. A., 161
Casey, S., 26 Colbert, A. E., 196, 424, 467 Cunningham, M. R., 315
Castilla, E. J., 235 Cole, M. S., 346, 382 Cunningham-Snell, N. A., 563
Castro, S. L., 459 Colella, A., 198
Cattell, R. B., 345 Coleman, V. I., 56 D
Cavanaugh, M. A., 161 Colligan, M., 157, 162
Ceci, S. J., 344 Collins, B., 355 Daft, R. L., 422
Cellar, D. F., 309 Collins, J., 527 Dai, G., 520, 528
Cellitti, D. R., 58 Collins-Nakai, R., 91 Dalal, R. S., 57, 116, 127–128
Ceranic, T. L., 238 Colquitt, J. A., 55, 189, 199, 226, 234–236, Dalessio, A., 128
Chamerlain, K., 158 Damast, A., 306, 315
Chamine, S., 321 263, 272, 309, 312, 348, 420, 496, 497 Dane, E., 270
Chang, C., 456 Colvin, G., 27, 204, 558 Daniel, T. A., 58
Chang, W. W., 425 Comer, D. R., 383 Daniels, C., 160, 163
Chao, G. T., 546, 562 Concalo, J. A., 424 Dansereau, F., 386, 490
Chaplin, C., 506 Conger, J. A., 495, 496 Dante, D., 108
Charness, N., 269 Conlin, M., 91, 163, 195, 528 Darrat, M., 457
Chatman, J., 552, 558, 561 Conlon, D. E., 189, 199, 234, 272, 459 Daus, C. S., 127
Chavez, C., 455 Conte, J. M., 347 Davenport, R., 423
Chemers, M. M., 380, 418 Conti, R., 528 Davies, M., 346
Chen, C. C., 127, 311, 455 Converse, S. A., 424 Davis, G. F., 527
Chen, Y., 311 Cook, T., 203, 230 Davis, J. H., 206, 207, 210, 232
Chen, Y. R., 455 Cook, T. D., 28 Davison, H. K., 315, 456
Chen, Z. X., 497 Cooke, D. K., 314 Dawis, R. V., 99, 124
Cheng, A., 157 Coon, H. M., 311 Dawson, C., 26
Cheng, R., 273 Coons, A. E., 493 Dawson, J. F., 542
Cherng, A., 474 Cooper, C. L., 58, 124, 161, 200, 492, 498 Day, D. V., 491
Cherniss, C., 346 Cooper, E. A., 183, 198 Deal, T. E., 558
Chernyshenko, O. S., 308 Cooper, H., 309 Dean, M. A., 347
Cherrington, D., 89 Cooper, W. H., 89 Dean, R. A., 336, 348
Chess, W. A., 161 Cooper-Hakim, A., 116, 128, 298, 313 Dearborn, M. J., 161
Chiaburu, D. S., 89 Copper, C., 423 Deary, I. J., 345
Chiang, F.F.T., 58 Cordery, J. L., 381 Deaton, A., 128
Chien Farh, C.I.C., 346 Corley, K. G., 87 Debow, D., 191
Child, J., 526 Cortina, J. M., 315 de Chermont, K., 308
Childress, John, 536 Costa, P. T., Jr., 279, 307 De Church, L. A., 421, 422
Chiu, C., 271 Costanza, D. P., 323, 333, 344 Deci, E. L., 173, 196, 199
Chiu, C. Y., 311 Cote, S., 346 Decker, F., 106
Chon, G., 562 Cotton, J. L., 161, 454 De Cuyper, N., 58
Chouinard, Y., 5, 24, 26, 28 Couch, L. L., 233 de Dreu, C.K.W., 127, 382, 384, 385, 421,
Christal, R. E., 306 Covey, S.M.R., 227, 236
Christian, J., 458 Cowie, H., 58 422, 457–459
Christian, M. S., 560 Cox, T., 384, 421 Defrank, R. S., 160, 162, 163
Christiansen, N. D., 91, 314, 315, 459 Coy, P., 87, 90, 234 DeGrassi, S. W., 313
Chua, R.Y.J., 455 Crane, A., 223, 237 De Lange, A. H., 91
Church, A. H., 124 Crawford, E. R., 161, 195 Delbeccq, A. L., 381–382
Ciarrochi, J., 349 Crede, M. A., 348 Delbecq, A. L., 419
Clark, M. S., 112, 126 Delery, J. E., 92
Delongis, A., 159
Name Index 599
Delorean, J., 355 Dudley, R., 86, 92 Ewen, R., 384
DeMatteo, J. S., 387 Duffy, M. K., 54, 235 Ewing, J., 563
De Meuse, K. P., 357, 386, 520, 528 Duffy, R. D., 199 Exner, J. E., Jr., 233
Denes-Raj, V., 258 du Gay, P., 560
DeNeve, K. M., 309 Duhigg, C., 36, 232, 239 F
Den Hartog, D. N., 491, 494 Duke, A. B., 456
Denyer, D., 28 Dulebohn, J. H., 491 Fahey, J., 458
Derks, D., 126 Duncan, T. E., 174 Fairclough, S., 528
DeRue, D. S., 421, 492 Dunfee, T. W., 236 Falbe, C. M., 449, 454, 455
Derven, M., 528 Dunford, B. B., 380 Fandt, P. M., 457
Dessler, G., 92 Dunkel-Schetter, C., 159 Farace, R. V., 423
Detert, J. R., 89 Dunnette, M. D., 27, 55, 87, 99, 124, 160, Farnham, A., 345, 346
Detterman, D. K., 347 Farrell, D., 88–89
Deutsch, M., 382 249, 268, 306, 381, 457, 494, 529 Farrelly, D., 347
Deutsch, M. A., 387 Durham, C. C., 199 Favre, B., 143
Devine, D. J., 380, 382 Dutton, J. E., 126 Feist, G. J., 310
Devine, K., 91 Dvir, T., 499 Feldman, D. C., 88, 159
DeVore, C. J., 58–59, 458 Dvorak, P., 454, 527 Felps, W., 88
Dewe, P. J., 161 Dworkin, T. M., 236 Feltovich, P. J., 269
de Wit, F.R.C., 421 Dwoskin, E., 234 Fenigstein, A., 23
De Witte, H., 58 Dwyer, P., 420 Ference, R., 423
Diamond, S., 419 Dyson, J., 541 Ferguson, F. D., 423
Dickerson, T., 264 Ferguson, S., 423
Dickter, D. N., 336, 348 E Fern, E. F., 57
Diefendorff, J. M., 127 Fernandez, C. F., 494
Diehl, M., 419 Earley, P. C., 197, 198, 234, 311, 312, 346, Ferrin, D. L., 226, 238
Diener, E., 112, 126–128, 309 382, 420, 421 Ferris, G. R., 126, 200, 312, 382, 423, 440,
Dierdorff, E. C., 312
Diering, T., 452 Eby, L. T., 309, 387, 563 455–457, 491, 561
Digman, J. M., 307 Eden, D., 499 Festinger, L., 423
Dilchert, S., 315 Edmonds, G. W., 307 Fetter, R., 57, 497
Dimotakis, N., 345 Edmondson, A., 423 Fichman, M., 89
Dineen, B. R., 233 Edmondson, G., 310, 562 Field, R.H.G., 493
Dirks, K. T., 226, 238 Edwards, C., 27, 526, 527 Fields, D., 272
Dishan, K., 423 Edwards, J. R., 99, 124, 159, 561 Finn, R. H., 198
Disraeli, B., 486 Efrati, A., 564 Fiorina, C., 521
Dixon, P., 314 Egan, T. M., 561 Firestone, I. J., 238
Dobbins, G. H., 406 Ehrhart, M. G., 540, 560 Fisher, A., 89–92, 346, 381
Doheny, K., 163 Einarsen, S. S., 58 Fisher, C. D., 561
Dolan, S., 423 Eisenberger, R., 91 Fisher, R., 446, 458
Donaldson, T., 236 Eisenhardt, K. M., 457 Fitzgerald, M. P., 109, 126
Donnellan, M. B., 281 Eisenhower, D. D., 476 Flaherty Manchester, C., 163
Donovan, J. J., 197 Eissa, G., 55 Fleeson, W., 306
Donovan, M. A., 35, 55 Eldridge, L. D., 157 Fleishman, E. A., 323, 333, 344–345, 347, 493
Dorfman, P. W., 311, 495, 498 Ellis, A.P.J., 420, 424 Flinnigan, D., 557
Dorgan, B. L., 413, 425 Ellison, L., 183 Flint, J., 87
Dosier, L. N., 57 Ellison, S., 270 Floor, L., 493
Dotlich, D., 425 Emerson, R. M., 454 Florey, A. T., 385
Doty, D., 421 Emo, A. K., 345 Florida, R., 55
Dougherty, P., 348 Endler, N. S., 313 Fogli, L., 312
Douglas, C., 440, 456 Engardio, P., 420 Foldes, H. J., 498
Douma, B., 238 Ensari, N., 458 Folger, R., 234, 236
Doverspike, D., 309, 553, 563 Epstein, S., 258 Folkman, S., 158, 159
Drach-Zahavy, A., 454, 456 Erdogan, B., 128 Ford, H., 353, 505
Drasgow, F., 27, 110 Erez, A., 55, 116, 127, 309, 348 Forsyth, D. R., 457
Drexler, M., 472 Erez, M., 70, 88, 179, 197–198, 419–421 Foster, T., 26
Driskell, J . E., 425 Ergen, C., 446 Foust, D., 561–563
Drucker, P. F., 59 Ericsson, K. A., 269 Fowlkes, J. E., 424
Druskat, V. U., 349 Esser, J., 423 Fox, J., 28
Duckworth, H., 381 Eucker, T. R., 269 Frauenheim, E., 87, 88, 159, 163, 232, 236,
Euwema, M. C., 422
Evers, A., 457 313, 314
600 Name Index Gerdes, L., 89, 199, 315, 563 Gouran, D., 423
Gergen, K., 212, 234 Graeff, C. L., 494
Freeman, B., 107 Gerhardt, M. W., 196, 308, 467 Graen, G., 465, 490–491
Freeman, R. E., 527 Gerhart, B., 27, 90, 199–200 Graf, A. B., 561
Frei, R. L., 308 Gerras, S. J., 560 Grant, A. M., 55, 125
Freidberg, J., 56 Gersick, C.J.G., 381 Grant, S., 313
Freidberg, K., 56 Gerstner, C. R., 491 Gravelle, M., 562
Freifeld, L., 262, 268 Gertner, J., 512 Graziano, W. G., 308
French, J.R.P., Jr., 159, 454 Geschka, H., 419 Green, H., 59, 174, 454
Frese, M., 162, 163 Giacalone, R. A., 235 Green, S. G., 491, 494
Frey, M. C., 347 Gibson, C. B., 197, 311, 312 Greenbaum, R. L., 55
Fried, Y., 126 Gibson, R., 563 Greenberg, J., 197, 198, 216, 232, 235, 236
Friedman, H. S., 308 Gibson, W. M., 102, 125 Greenberg, M., 212, 234
Friedman, L., 495 Gigerenzer, G., 258 Greene, E., 419
Friedman, M., 160, 309 Gilbert, D., 560 Greenfeld, K. T., 494
Friedman, T. L., 26 Gilbreth, F. B., 125 Greenfield, J., 82
Frink, D. D., 440, 456 Gill, C. M., 279 Greenwood, R., 528
Frommer, D., 27 Gillenwater, P., 563 Greer, J. L., 421
Frone, M. R., 159, 235 Gillers, G., 306 Griffeth, R. W., 73, 89–91
Frost, P. J., 559 Gilliland, S., 232 Griffeth, T. L., 458
Fry, E., 14 Gilliland, S. W., 236, 315 Griffin, J., 470
Fry, L., 561 Gilmore, D. C., 456 Grizzle, J. W., 560
Fu, P. P., 88, 455 Gist, M.E., 172, 195, 498 Groszkiewicz, D., 526
Fujita, F., 309 Gladstone, W., 486 Grove, A., 433
Fuller, B., 457 Glanzer, M., 422 Grow, B., 88, 238, 239
Fulmer, A., 458 Glaser, R., 422 Grubb, P., 157, 162
Fulmer, I. S., 27, 199, 312, 383 Glazer, E., 562 Gruen, R. J., 159
Funder, D. C., 306 Glibkowski, B. C., 91 Gruenfeld, D. H., 384
Furman, M., 155 Glick, W. H., 527 Gruley, B., 490, 499
Furnham, A., 298, 312 Glomb, T. M., 127, 235 Gubbins, E., 562
Fusilier, M. R., 161 Glucksberg, S., 199 Guerrero, L., 529
Futrell, D., 357, 386 Gobeli, D. H., 528 Gully, S. M., 424
Godinez, V., 381 Gunther, M., 239, 559, 563
G Goethals, G. R., 424 Gupta, B., 187
Goff, S., 348 Gupta, N., 90, 92
Gabarro, J. J., 233 Goffee, R., 539, 559 Gupta, S., 386
Gaertner, S., 73, 89, 90 Goffin, R. D., 314 Gupta, V., 311, 495
Gaines, J., 561 Gogus, C. I., 562, 563 Gurin, G., 493
Galbraith, J., 174, 527 Gold, R., 560 Guthrie, D., 564
Gallagher, P., 306 Goldbacher, E., 174 Guzzo, R., 420
Galton, F., 345 Goldberg, L. R., 279, 306–308 Guzzo, R. A., 381, 382, 385, 423
Gandolfi, F., 528 Goldenhar, L., 157, 162
Gannon, M. J., 160, 198, 208, 237, 306, Goldman, B. M., 459 H
Goldstein, D., 306
325, 335, 436 Goldstein, D. L., 160 Haberman, M., 266, 267
Ganster, D. C., 158, 160, 161 Goldstein, H. W., 561 Hachiya, D., 89
Gardner, H., 345, 541 Goldstein, N. B., 315 Hackett, R. D., 497
Gardner, P. D., 546, 562 Goleman, D., 345 Hackman, J. R., 110, 125, 126, 198, 381,
Gardner, W. L., 310 Gonzalez-Roma, V., 195
Garland, H., 272 Gooding, R. Z., 386, 527 386, 418, 419, 526, 528
Garza, A. S., 420 Goodstein, J., 233 Haga, W. J., 490
Gavin, J. H., 385 Goodwin, D. K., 401 Hagafors, R., 382, 419
Gavin, M. B., 238 Gopinath, C., 520, 528 Hagmaier, T., 199
Gawande, A., 525–526, 529 Gordan, J., 380 Haigh, J., 563
Gebert, D., 384, 385–386 Gordon, D., 524 Hair, E. C., 308
Gee, R., 355 Gore, B., 508–509 Hakanen, J. J., 162
Geider, S., 235 Goslin, D. A., 237 Haldeman, E., 507
Gelfand, M. J., 88, 346, 458, 459 Gosling, S. D., 307, 308 Halfhill, T., 380
Gellar, A., 314 Gottfedson, L. S., 345 Hall, C., 459
Gelles, D., 269 Goudreau, J., 163 Hall, E., 384
Gent, C., 439 Hall-Merenda, K. E., 496
George, B., 157
George, J. M., 55, 310
Name Index 601
Halpern, D. F., 344 Hekman, D. R., 88 Hom, P. W., 88, 90
Halpin, A. W., 493 Helgeland, B., 370 Homan, A. C., 384, 385–386
Halvorson, T., 418 Heller, D., 308 Homans, G. C., 198
Hamblin, R. L., 387 Helm, B., 232 Hong, Y., 271, 559, 560
Hamilton, A., 157, 162 Hempel, J., 559 Hoobler, J. M., 159
Hamm, J., 528 Hempel, P. S., 526 Hosford, C., 527
Hamm, S., 26, 199, 238, 458, 527 Hemphill, J. K., 493 Hough, J.M.R., 160
Hammond, G. D., 125 Henderson, N., 141, 152–153 Hough, L. M., 27, 55, 87, 99, 124, 249,
Han, Y., 526 Henle, C. A., 27, 197, 235
Haneberg, L., 55 Henneman, T., 196 268, 298, 306, 312, 381, 457, 494, 529
Hanel, M., 26 Herscovitch, L., 87, 116, 128, 189, 263, House, R. J., 158, 311, 492, 495, 496
Hanges, P. J., 311, 495 Howard, J. A., 271
Hanisch, K. A., 128 272, 483, 497 Howard, J. H., 161
Hansen, F., 27, 28, 200, 235 Hersey, P., 474, 494 Howard-Grenville, J. A., 561
Hansson, M., 528 Herzberg, F., 28 Howell, J. M., 496
Haran, C., 160, 163 Hessels, M., 558 Howell, J. P., 498
Hargadon, A., 419 Hezlett, S. A., 348, 563 Hu, C., 235
Harkins, S., 419 Hickson, D. J., 454 Hu, J., 559
Harkins, S. G., 387 Higgins, C. A., 308 Hua, W., 235
Harman, W. S., 88 Higgins, J. M., 559 Huang, Y., 455
Harms, P. D., 307 Higgins, T., 59, 562 Huber, G. P., 527
Harper, D., 58 Higgs, A. C., 374, 387 Huber, V. L., 269
Harris, E. F., 493 Hill, J. W., 90 Huff, C., 196
Harris, J. A., 495 Hinings, C. R., 454 Hui, C. M., 272
Harris, M., 386 Hinton, C., 54 Hui, W., 558
Harris, M. J., 344 Hirokawa, R., 423 Hulin, C., 235
Harris, M. M., 314 Hirschman, A. O., 88–89 Hulin, C. L., 57, 87, 89, 124, 127
Harris, V. A., 271 Hirst, G., 419 Hull, R. F., 310
Harrison, D. A., 89–91, 116, 128, 160, 237, Hitt, M. A., 527 Humphrey, R. H., 346
Hoberman, O., 123 Humphrey, S. E., 126, 382, 385–386, 420, 492
270, 336, 348, 384, 385 Hochschild, A. R., 127 Hunt, J. G., 494
Harrison, J. S., 527 Hochwarter, W., 520 Hunter, J., 336, 347, 348
Harrison, R. V., 159 Hochwarter, W. A., 440, 456, 457, 528 Hunter, J. E., 315, 347, 348
Harrison, S. H., 87 Hodgkinson, G. P., 279 Huntington, R., 91
Hartel, C.E.J., 127 Hoever, I. J., 386 Hurd, M., 521
Harter, J., 195 Hoffman, B. J., 348 Hurrell, J. J., 235
Harter, J. K., 195 Hoffman, D., 537 Hurrell, J., Jr., 157, 162
Hartley, E., 493 Hoffman, J., 162 Huselid, M. A., 13, 27
Hartnell, C. A., 559, 563 Hoffman, L., 384 Hutchison, S., 91
Hass, M. R., 381 Hoffman, R. R., 269 Hymowitz, C., 526
Hastings, J. E., 161 Hofmann, D. A., 560
Hastings, R., 167, 193, 200, 536 Hofstede, G., 58, 293–295, 311 I
Hatfield, E., 127 Hoft, S., 314
Hauge, L. J., 58 Hogan, J., 308 Ichniowski, C., 380
Haugland, S. N., 313 Hogan, R., 19, 233 Idaszak, J. R., 110
Hauser, S. G., 236 Hogan, R. T., 306 Iger, B., 183
Havlovic, S. J., 139, 159, 160 Hogarth, R. M., 270 Ihlwan, M., 26
Hayashi, A. M., 270 Hogg, M. A., 271 Ilgen, D. R., 55, 162, 196, 298, 312, 380,
Hayes, T. H., 195 Holcombe, K. M., 560
Haynes, D., 309 Holland, B., 308 383, 385–386, 418, 420, 421, 424
Hayward, L., 106 Holland, J. L., 292, 310 Ilies, R., 308, 312, 313, 345, 467, 491,
Hazelwood, J., 260 Hollenbeck, J. R., 179, 197, 380–381, 383,
Healey, M., 432 494, 498
Heath, Chip, 75 385–386, 418, 420, 421, 424 Imai, L., 346
Heath, Dan, 75 Hollinger, R. C., 58 Immelt, J., 472
Hechanova, R., 90, 91 Hollingshead, A. B., 424 Incalcaterra, K. A., 424
Hecker, D., 59 Hollweg, L., 58 Ingrassia, P., 355, 380
Hedlund, J., 383, 420 Holmes, S., 239 Ironson, G. H., 102, 125, 128
Hehn, S., 558 Holmes, T. H., 138, 159 Irwin, J. L., 120, 128
Heim, J., 34 Holste, J. S., 272 Isaacson, W., 495, 496
Heine, S. J., 311 Holt, J. L., 458 Isen, A. M., 127
Holtom, B. C., 70, 88, 90 Ito, T., 536
Ivancevich, J. M., 160, 162, 163, 273, 387
602 Name Index
J Jones, G., 539, 559 Kennedy, J. F., 406, 480
Jones, G. R., 554 Kenny, D. A., 308
Jablin, F. M., 422 Jones, J. W., 49, 59 Kerlinger, F. N., 27
Jackson, C. L., 56, 158, 312, 409, 419, 420 Jones, T. M., 220, 237 Kern, M. C., 386
Jackson, J. J., 307 Jones, W. H., 233 Kerr, S., 484, 492, 498
Jackson, M., 89, 334 Jordan, P. J., 422 Kesling, B., 559
Jackson, P. R., 381 Joshi, A., 384, 424 Kessler, S., 563, 564
Jackson, S. A., 126 Judd, C. M., 271 Keys, J. B., 57
Jackson, S. E., 27, 385 Judge, T. A., 116, 124, 125, 127, 128, 158, Kiger, P., 163, 526, 527
Jacobs, R. R., 237 Kihn, J. A., 120, 128
Jago, A. G., 492, 493 288, 298, 308, 309, 312, 315, 336, Kiker, D. S., 57
James, L., 392, 393 345, 348, 467, 483, 494, 495, 497 Kiley, D., 26, 232, 527
Jana, R., 563 Jung, C., 291 Kim, H., 449, 455
Jang, K. J., 495 Jung, C. G., 310 Kim, S., 562
Janis, I. L., 423 Jung, K. G., 128 Kim, T., 562
Jansen, P.G.W., 91 Kimes, M., 269
Jardine, L., 17, 27 K King, L., 127
Javidan, M., 311, 495 Kinicki, A., 563
Jayaratne, S., 161 Kacmar, C. J., 440, 456 Kinicki, A. J., 128
Jeanneret, P. R., 323, 333, 344 Kacmar, K. M., 456 Kirkland, R., 198
Jeffries, M., 183 Kafry, D., 160 Kirkman, B. L., 311, 312
Jehn, K., 421 Kahn, R., 158, 160 Kirkpatrick, S. A., 497
Jehn, K. A., 421, 457 Kahn, R. L., 160, 161, 382, 493 Kisamore, J. L., 315
Jelinek, C., 85 Kahn, W. A., 195 Kish-Gephart, J. J., 237, 270
Jelinek, J., 63 Kahneman, D., 117, 128, 256, 258, 261, Klawsky, J. D., 309
Jenkins, C. D., 144 Klebe, L., 270
Jenkins, G. D., Jr., 90, 92 271, 273 Klein, G., 270
Jennings, K. R., 161 Kaihla, P., 559 Klein, H., 179, 197, 546, 562–563
Jensen, M.A.C., 381 Kalwarski, T., 198 Klein, K. J., 384, 386
Jensen-Campbell, L. A., 308 Kane, Y. I., 495, 527 Klimoski, R. J., 162, 298, 312, 386, 421, 424
Jermier, J., 561 Kanfer, R., 234 Klotz, A. C., 421
Jermier, J. M., 484, 498 Kangas, P., 560 Kluckhohn, C., 311
Jiang, K., 559 Kanter, R. M., 87 Kluwer, E. S., 458
Jimeno, D. I., 89 Kaplan, D. A., 124, 128, 564 Knight, A. P., 386
Jobs, S, 477–479 Kaplan, M., 348 Kobasa, S., 161
John, E., 391, 418 Kaplan, M.D.G., 56 Kocieniewski, D., 232
John, O. P., 307 Kaplan, S., 308, 309 Koehn, N. F., 495
Johns, G., 87, 89, 90 Kaplan, S. A., 308 Koenig, R., 381–382
Johnson, A., 432 Kaptein, M., 236, 238 Koh, W., 497
Johnson, A. M., 495 Katulak, N. A., 349 Kohlberg, L., 221, 237
Johnson, C., 419 Katz, D., 382, 493 Kohles, J. C., 496
Johnson, D. E., 116, 127 Katz, S., 432 Kohn, M. L., 344
Johnson, D. W., 387 Katzenberg, J., 102 Kolb, D. M., 458
Johnson, E. C., 553, 563 Katz-Navon, T., 560 Kolhatkar, S., 234
Johnson, G., 59 Kavanaugh, M. J., 272 Kolodinsky, R. W., 440, 456
Johnson, J. J., 208, 325, 335, 436 Kazmi, S., 347 Konopaske, R., 273, 387
Johnson, J. S., 233 Kearney, E., 384, 385–386 Konstans, C., 336, 348
Johnson, K., 272 Keats, B., 526 Koopman, P. L., 491, 494
Johnson, L., 480 Keller, Gary, 151 Kopp, W., 277, 304, 305
Johnson, M. D., 312 Keller, R. T., 496 Korbin, J. L., 347
Johnson, R., 183, 387, 547 Kelley, H. H., 271 Korman, A. K., 494
Johnson, R. A., 385 Kelley, T., 344, 382, 396, 419 Korsgaard, M. A., 234
Johnson, S. M ., 128 Kelloway, E. K., 235, 499 Koslowsky, M., 89, 90
Johnson, S. R., 157 Kelman, H. C., 455 Kostopoulos, K., 423
Johnston, J., 157, 162 Kelvin, J., 490 Kowalski, R. M., 196
Jolie, A., 433 Kemmelmeier, M., 311 Kowitt, B., 432, 454, 559
Joly, H., 131, 155–156 Kemmerer, B.E., 158 Kozlowski, S.W.J., 386, 421
Jones, A. P., 161 Kemp, N. J., 381 Kraatz, M. S., 91
Jones, E., 271 Kendall, L. M., 124 Kraft, K. L., 220, 237
Jones, E. E., 271 Kendell, J., 346
Kennedy, A. A., 558
Kennedy, J. C., 455
Name Index 603
Kraimer, M. L., 449 Ledford, G. E., 380, 381 Lind, E. A., 232, 234
Kramer, R. M., 210, 233, 454, 456 Lee, C. A., 454 Linebaugh, K., 561
Krantz, L., 133 Lee, H. B., 27 Linoerfer, J., 423
Kranz, G., 498, 526, 563 Lee, H. U., 384 Lirtzman, S. I., 158
Krause, S., 291 Lee, J. M., 560 Litterer, J. A., 457
Krausz, M., 89 Lee, K., 314 Littman, J., 344, 396, 419
Kreitner, R., 269 Lee, K-F., 437 Liu, H. L., 127
Krell, E., 56 Lee, L., 238 Lobel, S., 384, 421
Krilowicz, T. J., 57 Lee, N., 334–335 Locke, E. A., 27, 124, 127, 176–179, 189,
Krisher, T., 54 Lee, S. I., 311
Kristof-Brown, A. L., 424, 553, 563 Lee, S. M., 198 197, 200, 309, 315, 347, 454, 457,
Kroeber, A. L., 311 Lee, T., 163 492, 497, 498
Kroeck, K. G., 496 Lee, T. B., 558 Locke, K., 27
Krone, K. J., 422 Lee, T. H., 88, 90 Lockwood, N. R., 268
Krueger, A. B., 117, 128 Lee, T. W., 70, 88, 90 Lodi-Smith, J., 307
Kullman, E., 432 Lefevre, M., 106 Loehlin, J. C., 307, 344
Kulmann, T. M., 160 Lehman, D. W., 491 Loher, B. T., 109, 126
Kuman, K., 385 Lehmann, A. C., 269 Lombardo, M. M., 158
Kuncel, N. R., 348 Leitner, K., 160 London, H., 233
Kuntz, P., 198 Lemmon, G., 159 Lorenzi, E., 269
Kurek, K. E., 126 Lencioni, P., 15 Lorsch, J., 381
Kurtzerg, T. R., 234 Lencionio, P., 234 Lorsch, J. W., 418, 528
Kvamme, N., 163 Lengel, R. H., 422 Louis, M. R., 559, 562
Kyounghee, H. K., 423 Lentz, E., 563 Loviscky, G., 222, 237, 562
Leonard, D., 235 Lowe, K. B., 311, 496
L Leondis, A., 198 Lowery, C. M., 57
LePine, J. A., 40, 55, 56, 116, 127, 147, Lubinski, D., 347
Ladika, S., 87, 272 Lublin, J. S., 562
Lakshman, N., 458 148, 158, 159, 161, 162, 195, 226, Lucas, R. E., 281
Lam, H., 57, 127 263, 272, 309, 348, 383, 409, 419, Luchman, J. N., 309
Lambert, L. S., 235 420, 424 Luciano, J., 518
Lamm, H., 418 LePine, M. A., 147, 148, 158, 161–162 Luk, D. M., 160
Landy, F. J., 196 Leslie, L. M., 163 Lundberg, C. C., 559
Langan-Fox, J., 313, 422 Leung, K., 311 Lundgren, T., 514
Langlois, S., 54 Levenson, E., 454 Luo, Y., 455
Langton, L., 58 Leventhal, G. S., 212, 234 Luria, G., 560
LaRocco, J. M., 161 Levering, R., 14, 27, 88, 92, 124 Luthans, F., 28, 189, 199, 269, 387
Larsen, R. J., 112, 126 Levesque, M. J., 308 Lux, S., 456
Larson, A., 494 Levin, S., 480, 496 Lynch, P., 238
Larson, E. W., 528 Levy, P. E., 456 Lyons, B. D., 348
Lashinsky, A., 232, 527, 528 Levy, S., 455 Lyubomirsky, S., 127
Latack, J. C., 139, 159, 160 Lewicki, R. J., 210, 212, 233–235, 457
Latane, B., 387, 419 Lewis, D., 272 M
Latham, G., 200 Lewis, J. D., 234
Latham, G. P., 27, 176–179, 195, 197, 269 Lewis, M., 28 Mabey, C., 560
Latham, S., 200 Li, L., 88 Maccoby, N., 493
Lau, D., 385 Liao, H., 58, 559 MacDermid, S. M., 127
Lau, I.Y.M., 311 Lichterman, J., 59 Mach, M., 423
Law, K. S., 332, 346, 347, 497 Liden, R. C., 491 MacKenzie, S. B., 56–57, 483, 497, 498
Lawler, E. E., III, 124, 125, 174, 197, 199, Lieberman, J. D., 419 MacMillan, P., 56
Ligdas, N., 272 MacMillan, P. S., 364, 382
380, 387, 527 Liker, J. K., 56, 380 Macy, W. H., 195
Lawler, E. J., 456 Likert, R., 493 Mael, F., 271
Lawrence, P. R., 125 Lim, B. C., 386 Mael, F. A., 454
Lawson, C., 269 Lim, V.K.G., 89 Magnus, K., 309
Lawthom, R., 542 Lima, L., 563 Magnusson, D., 313
Layard, R., 128 Lin, L. F., 102, 125 Maher, K., 561
Lazarus, R. S., 113, 127, 158–160 Lincoln, A., 401, 480, 481 Maier, N., 384
Leach, D. J., 492 Lincoln, J., 385 Maier, N.R.F., 195
Leahey, C., 14, 432, 454 Mainous, A. G., III, 88–89
Leavitt, H. J., 422 Maisto, M., 564
604 Name Index Mayer, M., 152, 432, 533, 547, 556–557 Michaelsen, I., 385
Mayer, R. C., 206, 207, 210, 232, 233, 238 Michel, J. W., 348
Maitlis, S., 542 Mayes, B. T., 161 Mickel, A. E., 196
Major, D., 420 McAdam, L., 250 Miles, R. E., 527
Major, D. A., 380, 418, 420 McAdam, R., 245, 269 Milewski, G. B., 347
Malhotra, D., 458 McAllaster, C., 559 Miller, B. K., 456
Malloy, T. E., 308 McAllister, D. J., 206, 233, 234 Miller, C., 174
Mandel, M., 158 McAuley, E., 174 Miller, C. C., 453, 459, 527
Manjoo, F., 455 McCall, M. W., 158 Miller, J., 157, 158, 160, 162, 385
Mann, O. K., 57 McCarthy, J. M., 495 Miller, K. I., 492
Manning, J., 28 McCartney, K., 344 Miller, L., 272, 498
Manning, P., 433 McCaulley, M. H., 310 Miller, L. K., 387
Mannix, E., 384, 421, 561 McClelland, C. L., 126 Miller, M., 157, 158, 160, 162
Mannix, E. A., 384, 421 McColl-Kennedy, J. R., 498 Miller, M. L., 309
Mannor, M. J., 382 McCrae, R. R., 279, 307, 311 Miller, S., 162
Mansfield, L. R., 128 McCrory, J., 245, 269 Miller-Frost, J. J., 381
Manson, T. M., 315 McDaniel, L. S., 90 Milliken, F. J., 385
Manz, C. C., 380 McDaniel, M. A., 308, 457 Miner, A. G., 127, 235
Marcelo, S., 471, 537 McDonald-Mann, D., 498 Miner, J. B., 314, 315
March, J. G., 270, 271 McFadden, R. D., 56 Miners, C.T.H., 346
Marchionne, S., 467–468, 470, 516 McFarlin, D. B., 159 Minette, K. A., 196
Marcic, D., 163, 425, 499 McGrath, J. E., 383 Minkoff, H. B., 200
Marcus, B., 314 McGrath, M., 526 Minor, I., 456
Marino, D., 339 McGregor, J., 59, 200, 454, 560 Mintzberg, H., 456
Markham, S. E., 386 McIlhany, H., 167 Mio, J. S., 480, 496
Marks, M. A., 420–422, 424 McIntyre, D. A., 27 Miron-Spektor, E., 419
Marks, M. L., 520, 528 McIntyre, M., 380 Mischel, W., 313
Marquardt, M., 425 McKean, K., 273 Mishra, A., 520, 528
Marquet, L. D., 545 McKee-Ryan, F. M., 128 Mishra, K., 528
Marquez, J., 159, 163, 233, 236, 526 McKenna, J. F., 183, 198 Mitchell, M. S., 235, 270
Marriott, J. W., Jr., 538 McLean, L. D., 561 Mitchell, T. R., 70, 88, 90, 172, 195, 196
Marrone, J. A., 420 McLendon, C. L., 423 Mitra, A., 90
Mars, F., Sr., 97, 122 McLeod, P., 384, 421 Moag, J. F., 212, 235, 236
Marsh, H. W., 126 McMurray, V. V., 454 Mobley, W., 90
Marshall-Mies, J., 323, 333, 344 McMurrian, R., 159 Moeller, N. L., 109, 126
Martin, J., 559 Medsker, G. J., 361, 374, 387 Moffat, R. W., Jr., 517
Martin, L. R., 308 Mehl, M. R., 308 Mohammed, S., 386, 424
Martinez Arias, R., 421 Mehng, S. A., 163 Mohrman, S. A., 380
Martinko, M. J., 310 Mehta, S., 453 Mol, S., 312
Martins, L. L., 385 Meier, D. P., 56 Molden, D. C., 272
Martocchio, J. J., 89 Meier, K. J., 526 Molso, M., 495
Martz, A., 423 Meindl, J. R., 496 Monge, P. R., 423, 492
Maruyama, G., 387 Melner, S. B., 380 Moon, H., 272, 459
Maslach, C., 424 Mendenhall, M., 91, 159 Moonves, L., 183
Maslow, A. H., 173, 196 Mendenhall, M. E., 160, 563 Moore, H., 347
Mason, B., 245, 269 Menon, S., 158 Moore, L. F., 559
Mathieu, J. E., 56, 87, 298, 313, 382, Menon, T., 271 Moorhead, G., 423
Mento, A. J., 189, 197 Moorman, R. H., 497
409, 420 Merrill, D., 436 Morgeson, F. P., 126, 382, 491, 526, 560
Matlack, C., 527 Mesmer-Magnus, J., 270 Morris, B., 229
Matten, D., 223, 237 Mesmer-Magnus, J. R., 421 Morris, J. R., 91
Matteson, M., 273, 387 Meyer, C. J., 386, 420 Morris, M. W., 271, 311
Matthews, G., 345 Meyer, J. P., 68, 87, 88, 116, 128, 189, 263, Morris, T., 528
Matthews, J., 85 Morris, W. N., 126
Matthisen, B., 58 272, 483, 497 Morrison, A. M., 158
Mattioli, D., 561, 562 Meyers, D. G., 258 Morrison, E. W., 58, 91, 423, 561
Mausner, B., 28 Meyrowitz, C., 432 Morrison, T. G., 457
Mawritz, M. B., 55 Miceli, M. P., 236 Morse, N., 493
May, K. E., 385 Michaels, D., 526 Mosakowski, E., 346
Mayer, D. M., 540, 560 Michaels, P., 97, 123
Mayer, J., 330
Mayer, J. D., 345, 346, 349
Name Index 605
Moskowitz, C., 425 Newman, D. A., 116 Orey, M., 236
Moskowitz, M., 14, 27, 88, 92, 124, 126 Newman, K. L., 160, 198, 208, 237, 306, Organ, D. W., 56
Motowidlo, S. J., 55–57, 348 Osborn, A. F., 419
Moulton, M., 558 325, 335, 436 Osland, J. S., 160
Mount, M. K., 298, 307–310, 312, 313, 383 Newman, R., 56 Oswald, F. L., 281
Mourier, P., 562 Ng, K. Y., 189, 199, 234, 459 Otis, C., 516
Mowday, R. T., 87, 195 Ng, P. T., 272 O’Toole, J., 380
Mowen, J. C., 560 Ng, T.W.H., 88, 159, 309 Otterbourg, K., 526
Muchinsky, P. M., 89, 310 Niccistrong (Nicole Strong), 529 Ou, A. Y., 311, 563
Mueller, W. S., 381 Nicholson, N., 89 Outerbridge, A. N., 348
Mulally, Alan, 377 Nicholson-Crotty, S., 507, 526 Overholt, A., 313, 314
Mulcahy, A., 250, 269, 452, 459 Nicolas, S., 559 Overton, D., 504
Mullen, B., 419, 423–425 Nida, S. A., 423 Oyserman, D., 311
Mulvey, P. W., 561 Niehoff, B. P., 498
Mumford, M. D., 323, 333, 344 Nifadkar, S. S., 311 P
Murnighan, J. K., 385 Nijstad, B. A., 127
Muros, J. P., 498 Niles-Jolly, K., 540, 560 Padgett, M. Y., 128
Murphy, K. R., 345, 347 Nisbett, R. E., 258 Padilla, J. J., 387
Murphy, L., 157, 162 Noe, R. A., 109, 126, 263, 272 Paetzold, R. L., 198
Murphy, L. R., 163 Noel, J., 425 Page, L., 324, 436
Murphy, R. M., 125 Noel, T. W., 238 Page, S. E., 384
Murray, S. S., 162 Noer, D. M., 528 Paine, J. B., 56, 57, 483, 497
Mutanen, P., 162 Nonaka, I., 269 Papasan, J., 151
Myers, I. B., 310 Nooyi, I., 432 Papper, E. M., 361, 374, 387
Myers, L., 162 Nordfors, D., 558 Park, B., 271
Norman, W. T., 306, 307 Park, J. H., 384
N Norris, W. R., 494 Park, O. S., 57
Northcraft, G. B., 458 Park, T. Y., 163
Nadkarni, S., 386 Novak, M., 491 Parker, B. W., 457
Nahrgang, J. D., 126, 421, 491, 492 Novicevik, M. M., 456 Parker, M., 183
Nahum-Shani, I., 161 Novotney, A., 418, 425 Parra, L. F., 120, 128
Naquin, C. E., 234 Noyce, J., 162 Patrick, T., 106
Narayanan, L., 158 Nugent, P. S., 459 Patterson, M. G., 542
Narvaez, D., 237 Nuttal, C., 526 Patton, G. K., 116, 127, 313
Nauta, A., 458 Paul, K. B., 102, 125
Naveh, E., 419, 560 O Paulus, P. B., 387
Naylor, J. C., 196 Paumgarten, N., 493
Naylor, P., 58 Obama, B., 433, 480 Paunonen, S. V., 309
Neal, M. A., 384 O’Boyle, E., 195, 457 Pavlo, W., Jr., 220
Neal, M. E., 454, 456 O’Brien, J., 526 Pavot, W., 309
Neale, M. A., 421, 458 O’Connor, A., 158 Payne, S. C., 270, 315, 560
Near, J. P., 236 O’Connor, W. E., 457 Paynton, C. F., 455
Neck, C., 423 Odbert, H. S., 306 Pearce, J., 158
Needleman, S. E., 490, 499 Oddou, G., 91, 159 Pearson, C. M., 58
Negroponte, N., 443, 444 O’Dell, C., 387 Peeters, M.A.G., 383
Neihoff, B. P., 57 O’Driscoll, M. P., 161 Peeters, M.C.W., 162
Neisser, U., 344, 345 Oh, O., 423 Penenberg, A. L., 234
Nelson, D., 387 Oke, A., 559 Peng, T. K., 455
Nemeth, C. J., 384 Oldham, G. R., 110, 125, 126, 198, 310, Pennebaker, J. W., 308
Nentflix, 167 Pennings, J. M., 454
Nestlé, H., 97 419, 526 Pepper, L., 520, 528
Netemeyer, R. G., 159 O’Leary-Kelly, A. M., 546, 562 Pereira, B., 58
Neubaum, D. O., 238 Oliver, R. L., 459 Perhoniemi, R., 162
Neubert, M. J., 383 Olsen, R. N., 200 Perkins, A., 162
Neufeld, D. J., 496 Olson-Buchanan, J. B., 161–162 Perloff, R., 344
Neufeld, S., 159, 163 O’Neill, H., 526 Perrewé, P. L., 158, 456, 457
Neuman, G. A., 383 Ones, D. S., 58–59, 87, 298, 301, 309, 314, Pescuric, A., 269
Newcomb, T. M., 385, 493 Peters, D. R., 493
Newman, D., 128 315, 422, 491 Petersen, R., 561
Ordòñez, L., 238
O’Reilly, C., 384
O’Reilly, C. A., III, 56, 552, 558, 561
606 Name Index
Peterson, M. F., 560, 562 R Roberson, L., 234
Peterson, N. G., 323, 333, 344 Roberts, B., 423
Peterson, R. S., 421 Radosevich, D. J., 197 Roberts, B. W., 282, 307, 308
Peterson, S. J ., 28 Rafaeli, A., 127, 422 Roberts, K. H., 422
Petkova, A. P., 232 Rafter, M. V., 88, 162 Roberts, R. D., 345, 346
Pfeffer, J., 27, 56, 454 Rahe, R. H., 138, 159 Robertson, D. C., 237
Philip, S., 174 Ramel, D., 456 Robertson, P. J., 529
Philips, J. L., 380, 382 Ramesh, A., 88 Robie, C., 120, 128
Phillips, J., 420 Ramirez, G. G., 496 Robin, J., 124, 125
Piccolo, R. F., 56, 125, 409, 420, 483, Randall, M. L., 457 Robinson, D. L., 542
Rao, H. R., 423 Robinson, S. L., 42, 57–58, 91
494–497 Rapp, T. L., 382 Roche, W. K., 459
Pieterse, A. N, 386 Rapson, R. L., 127 Rockmann, K. W., 270
Pinder, C., 269 Rasinski, K. A., 234 Rockstuhl, T., 491
Pinder, C. C., 195, 196 Rasor, M., 425 Rodell, J. B., 158
Pines, A., 160 Raven, B., 454 Roehling, M. V., 161
Pink, D. H., 186 Rayman, J., 311 Rogelberg, S. G., 492
Pinkley, R. L., 458 Raymond, R., 76 Roger, C., 207
Piotrowski, C., 313 Reade, C., 90 Rogers, C., 88–89
Piotrowski, M., 307 Reagan, R., 480 Roh, H., 384
Plamondon, K. E., 35, 55 Reard, L., 34 Rokeach, M., 124, 306
Ployhart, R. E., 424 Reardon, N., 498 Rometty, G., 432
Plushnick-Masti, R., 425 Reay, T., 91 Roosevelt, F. D., 480
Podsakoff, N. P., 56, 125, 147, 148, 158, 161 Rechnitzer, P. A., 161 Rosen, C. C., 456
Podsakoff, P. M., 56–57, 483, 497, 498 Reed, A., II., 238 Rosen, S. D., 200
Polman, E., 424 Reed, S., 420 Rosenbaum, M. E., 387
Poon, J.M.L., 457 Rees, D. W., 528 Rosenbaum, W. B., 198
Popper, M., 497 Reese, R., 480, 496 Rosenberg, M., 233
Porras, J. I., 529 Regan, M. P., 425 Rosenfeld, I., 432, 438
Porter, C., 528 Rehg, M. T., 236 Rosenman, R. H., 144, 160, 309
Porter, C.O.L.H., 189, 199, 234 Reilly, M. E., 347 Rosenthal, R. A., 158
Porter, J., 237 Renard, M. K, 200 Ross, J., 271
Porter, L. W., 87, 90, 422 Resch, M. G., 160 Ross, L., 258, 271
Porter, M., 527 Ressler, C., 163 Rosse, J. G., 90
Postlethwaite, B. E., 421 Rest, J., 237 Roth, P. L., 116, 128
Postman, L., 195 Rest, J. R., 218, 236–238 Rothbard, N. P., 195
Poteet, M. L., 563 Retna, K. S., 272 Rotter, J. B., 233, 289, 309
Potheni, L., 387 Revis, James, 553 Rotundo, M., 57, 58
Potter, J., 307 Reymen, I.M.M.J., 383 Rounds, J., 310
Poundstone, W., 348 Reynolds, L., 108 Rousseau, D. M., 28, 91, 232
Pratt, M. G., 270 Reynolds, S. J., 237, 238 Rowe, C. W., 449
Price, D., 266–267 Reynolds., S. J., 232 Rowland, K. M., 382, 423
Price, K. H., 385 Rhoades, L., 91 Rowley, I., 559
Prieto Zamora, J. M., 421 Rhodenizer, L., 270 Roznowski, M., 89, 336, 348
Pritchard, D. R., 196 Rice, R. W., 159 Rubin, G., 118
Probst, T. M., 528 Rich, B. L., 125, 161, 195 Ruffolo, R., 178–179
Pruitt, D. G., 458 Richards, H., 380 Ruiz, G., 526, 529
Pulakos, E. D., 55, 59 Richey, B. E., 459 Rupp, D. E., 509
Pulakos, E. E., 35 Riediger, M., 314 Rupp, D. R., 173, 196
Puranam, P., 496 Riggio, R. E., 476, 480, 494–496 Rusbult, C. E., 88–89
Putka, D. J., 310 Riketta, M., 127 Rush, M. C., 57
Putman, K. L., 422 Rindermann, H., 345 Rusli, E. M., 454
Putman, L. L., 422 Rindova, V. P., 232 Russell, E., 104
Pyrillis, R., 200 Rivers, I., 58 Russell, H. M., 423
Rivlin, G., 559 Russell, J. A., 112, 126
Q Rizzo, J. R., 158 Russell, S. S., 102, 125
Robb, Walter, 535 Rutherford, M. A., 456
Quinn, R., 158 Robbins, M., 525 Ryan, A. M., 126, 196, 313
Quinn, R. W., 126
Name Index 607
Ryan, K., 418 Schneider, B., 195, 540, 560, 561 Shaw, D. G., 49, 59
Ryan, R. M., 173, 199 Schneier, C. E., 49, 59 Shaw, J. C., 125, 236
Rynes, S. L., 196, 199 Schoeff, M., Jr., 236, 238 Shaw, J. D., 54, 92
Scholl, R. W., 183, 198 Shaw, K., 380
S Schooler, C., 344 Shaw, K. N., 197
Schoorman, F. D., 206, 207, 210, 232, 491 Shawel, T., 55
Saari, L. M., 128, 197 Schouten, M. E., 380–381 Shea, G. P., 381, 382, 423
Saavedra, R., 382 Schriesheim, C. A., 128 Sheats, P., 367, 382
Sabella, M. J., 424 Schuker, L. A., 492 Sheetz, J., 508
Sablynski, C. J., 70, 88 Schuler, R. S., 27 Shell, R., 458
Sackett, P., 313, 314 Schultz, H., 537 Shepherd, L., 87, 200
Sackett, P. R., 57, 58, 298, 301, 312, 314 Schulze, R., 155 Sheppard, A., 419
Safer, W., 347 Schwartz, J., 28 Sheppard, B. H., 212, 235
Sager, J. K., 73, 89 Schwartz, J. E., 308 Shi, J., 58
Sagie, A., 89 Schwartz, S. H., 124, 311 Shin, S. J., 497
Sahadi, J., 162 Schwartz, S. J., 174 Shirouzu, N., 561, 563
Salaman, G., 560 Schwartz, T., 346 Shore, L. M., 91, 238, 491
Salancik, G. R., 454 Schwarz, N., 117, 128 Shotland, A., 263, 272
Salanova, M., 195 Schweitzer, M. E., 238 Shuit, D. P., 559
Salas, E., 270, 385, 419, 420, 424, 425 Schwind, K. M., 421 Shultz, J., 309
Salerno, J., 419 Scott, B. A., 226 Sias, P. M., 422
Salgado, J. F., 298, 313 Scott, K. L., 54 Silver-Greenberg, J., 198
Salovey, P., 330, 345, 346 Scott, K. S., 27 Silverman, R. E., 526, 527
Salter, C., 527 Scott, S., 233 Silverthorne, M., 17, 27
Saltz, J. L., 540, 560 Scott, W. R., 527 Simon, B., 485
Salz, J. L., 386 Scullen, S. E., 200 Simon, H., 526
Sanchez-Runde, C. J., 306 Scullen, S. M., 310 Simon, H. A., 256, 270, 271
Sandberg, S., 432, 433 Seabrook, J., 561 Simon, W. L., 495, 496
Saucier, G., 279, 307 Searcey, D., 561 Simons, T., 233
Saul, J. R., 56, 158, 409, 420 Sedlacek, W. E., 199 Simpson, B., 107
Sauter, S., 157, 162 Seeger, M. W., 270 Sims, H. P., Jr., 57, 380
Sauve, E., 272 Segal, N. L., 309 Sims, R. R., 270
Sawaya, R., 97 Segarra-Ciprés, M., 269 Sinangil, H. K., 58–59, 87, 422, 491
Scandura, T., 491 Sego, D., 380, 418, 420 Sinar, E. F., 120, 128
Scharf, F., Jr., 157, 162 Seifert, C. F., 455 Sinclair, R., 157, 162
Schat, A.C.H., 235 Seijts, G. H., 424 Sinegal, J., 63, 85
Schaubroeck, J., 158, 161 Selander, R. W., 468 Singer, A. D., 89
Schaude, G. R., 419 Seldman, M., 456 Singer, J., 456
Schaufeli, W. B., 195 Seligman, D., 347 Singer, M., 527
Scheck, J., 527 Sellaro, C. L., 90 Singhapakdi, A., 220, 237
Scheier, M. F., 23 Sellers, P., 306, 315 Sitkin, S. B., 232
Schein, E., 538 Sellnow, T. L., 270 Sivasubramaniam, N., 496
Schein, E. H., 554, 559, 561, 562 Seltzer, J., 163, 499 Skarlicki, D., 232, 236
Schepers, D. H., 236 Selye, H., 160 Skinner, B. F., 246
Schiff, D., 381 Selzer, J., 425 Skon, L., 387
Schiller, S., 420 Seo, M. G., 346 Slocum, J., 561
Schkade, D. A., 117, 128 Sever, J. M., 232 Slovic, P., 258, 271
Schlareth, A., 458 Severance, L., 458 Smerd, J., 271
Schlender, B., 380 Seward, W., 481 Smith, A. P., 159
Schlicksupp, H., 419 Shackleton, V. J., 542 Smith, D. B., 561
Schmidt, F. L., 195, 314, 315, 336, 347, Shadish, W. R., 28 Smith, E. B., 198
Shaffer, J. A., 313 Smith, G., 458, 563
348 Shaffer, M. A., 90, 91, 160, 347 Smith, J., 315
Schmidt, J., 309 Shalley, C. E., 310, 419 Smith, L. M., 381
Schminke, M., 238, 509 Shamir, B., 497, 499 Smith, M., 562
Schmit, M. J., 55, 348 Shannon, C. E., 422 Smith, M. A., 315
Schmitt, N., 27, 55 Shapiro, D., 195 Smith, P. C., 102, 120, 124, 125, 128
Schnatterly, J., 385 Smith, P. K., 58
Schneck, R. E., 454
608 Name Index
Smith-Crowe, K., 236 Steward, D., 384 Tett, R. P., 313, 315
Snoek, J., 158 Stewart, G. L., 307, 308, 374, 380, Thatcher, J. B., 456
Snow, C. C., 527 Theobald, N. A., 507, 526
Snyder, D., 326 382–384, 386, 387 Thibaut, J., 212, 234
Snyder, L., 196 Stibbe, M., 559 Thierry, H., 189, 199
Snyderman, B. B., 28 Stillings, J., 196 Thiry, K., 537
Soetjipto, B. W., 449 Stillwell, D., 491 Thoma, S. J., 237
Sohre, K, 163 Stogdill, R. M., 471, 473, 491, 493 Thomas, K. W., 196, 198, 199, 443,
Somech, A., 454, 456 Stone, A. A., 117, 128
Sommerkamp, P., 491 Stone, B., 86, 87, 92 457, 458
Song, L. J., 332, 346 Stöppler, M. C., 160 Thomas, L. L., 348
Sonnentag, S., 162, 163 Storey, J., 560 Thompson, J., 163, 345
Sorensen, K. L., 309 Stout, R. J., 424 Thompson, J. A., 199
Sorenstam, A., 320 Strauss, J. P., 308 Thompson, J. D., 381–382
Soto, C. J., 307 Stroebe, W., 419 Thompson, L. L., 421
Sowa, D., 91 Strong, E. K., 310 Thoreson, C. J., 116, 127, 308–310
Sparrowe, R. T., 449, 491 Suh, E., 128 Thoreson, J. D., 310
Spearman, C., 345 Sulkowicz, K., 198, 200 Thorndike, E. L., 195
Spector, P. E., 158, 189, 199, 235, 424 Sullenberger, C. B., 38–39 Thorndike, R. K., 345
Speizer, I., 196, 560 Sundstrom, E., 357, 380, 386, 387 Thurstone, L. L., 345
Spencer, L., 382 Surowiecki, J., 564 Tims, M., 126
Spielberger, C. D., 306 Sutcliffe, K. M., 270 Tisdale, J., 157, 162
Spitzmuller, C., 102, 125 Suttle, J. L., 174, 197 Tjosvold, D., 382
Spitzmuller, M., 312 Sutton, R., 384 Tkaczyk, C., 124, 561, 564
Spitznagel, E., 89 Sutton, R. I., 127, 419, 422 Tobler, J., 97
Spodick, N., 234 Svensson, P., 273 Todd, P. M., 258
Spreitzer, G., 198, 520, 528 Swanson, C., 485 Toh, S. M., 526
Srivasta, S., 270 Swanson, E., 493 Toker, S., 163
Stack, L. C., 233 Swanson, N., 157, 162 Tomlinson, E. C., 233, 237, 239
Stahelski, A. J., 455 Sweeney, A., 432 Tomlinson-Keasey, C., 308
Stahl, G. K., 160, 563 Topolnytsky, L., 87, 116, 128, 189, 263,
Stainton, L., 91 T
Stajkovic, A. D., 28, 189, 199 272, 483, 497
Stalker, G. M., 510 Taggar, S., 424 Toppinen-Tanner, S., 162
Stallings, P., 104 Tai, B., 268 Tracey, J. B., 272
Stamps, D., 272 Tait, M., 128 Traver, H., 263, 272
Stankov, L., 346 Takemoto-Chock, N. K., 307 Treadway, D. C., 440, 456
Stanley, D. J., 87, 116, 128, 189, 263, 272, Tam, K. P., 311 Treinen, J. J., 381
Tams, S., 198 Treviño, L. K., 232, 236–238, 270
483, 497 Tang, T. L., 175, 196, 197 Trevor, C. O., 90
Stanley, V., 28 Tannenbaum, S. I., 263, 272 Triandis, H., 160, 384–386
Stanton, J. M., 102, 125, 128 Taras, V., 311 Trice, H. M., 558
Stanton, J. N., 120 Tasa, K., 424 Tripodi, T., 161
Stark, S., 308 Taupin, B., 418 Trochim, W.M.K., 421
Stasster, G., 384 Taylor, A., 492 Trommsdorff, G., 418
Staw, B. M., 126, 196, 271, 272, 307, 313, Taylor, A., III, 26, 235, 528 Troth, A. C., 422
Taylor, F. W., 125 Truman, H. S., 476, 495
384, 422, 491, 529, 558 Teague, P., 459 Trump, D., 397
Stead, D., 234, 310 Tedlow, R. S., 454 Truxillo, D. M., 128
Stebbins, R. A., 87 Tedrick, Lou, 243 Tsai, W. C., 127
Steel, P., 309, 311 Tellegen, A., 112, 126 Tsui, A. S., 88, 311, 558
Steers, R. M., 87, 90, 195, 306 Tenbrunsel, A. E., 236 Tucker, J. S., 308
Steffy, B. D., 49, 59 Tepper, B. J., 54, 235 Tuckman, B. W., 381
Stein, J., 459 Terkel, S., 104, 125–126 Tuggle, C. S., 385
Steiner, C., 490 Terlep, S., 458, 492 Tuijl, H.F.J.M., 383
Steiner, D., 232 Terracciano, A., 311 Tuna, C., 529
Steiner, I. D., 383, 418 Terry, D. J., 271 Tupes, E. C., 306
Stephens, J., 423 Tesluk, P. E., 346, 420 Turner, A. N., 125
Stern, Z., 560 Tetrick, L. E., 238 Tversky, A., 258, 271, 273
Sternberg, R. J., 269, 344 Tett, G., 458 Twentyman, J., 272
Stevens, M. J., 411, 424 Tyler, T. R., 210, 233, 234
Name Index 609
Tyrangiel, J., 232, 239 W Weitz, J., 288
Tyrrell, D. A., 159 Weitzel, J. R., 494
Tzafrir, S., 423 Wade, D., 392, 393 Welbourne, T. M., 27
Wageman, R., 387 Welch, D., 527
U Wagner, D. T., 421 Welch, E. R., 57, 127
Wagner, J. A., III, 383, 386, 492, 527 Welch, J., 50–51
Ubell, R., 381 Wagner, R. K., 269 Welch, J. F., Jr., 59
Uhl-Bien, M., 465, 491 Wah, L., 269 Weller, I., 90
Ulmer, R. R., 270 Waldman, D. A., 496 Wellman, N., 492
Ulukaya, H., 463, 464, 475, 477, 488 Walker, L., 212, 234 Welsh, E. T., 563
Urbina, S., 344 Wall, T. D., 381 Wendorf, C. A., 238
Ury, W., 446, 458 Wallace, A. M., 542 Wensing, C., 503, 524
Wallace, J. C., 560 Wesson, M., 198
V Walsh, J. P., 55 Wesson, M. J., 179, 189, 197, 199, 234,
Walster, W., 212, 234
Vail, P., 163, 425, 499 Walter, F., 346, 382, 526 312, 562, 563
Valle, M., 457 Walton, K. E., 282, 307 West, M. A., 542
Vance, A., 194, 200, 559 Walton, T., 563 West, S. G., 28
Van den Bos, K., 232, 234 Walumbwa, F. O., 497, 559 Wheeler, L., 307
VanderMay, A., 432, 454 Walz, S. M., 57 Wheeler-Smith, S. L., 423
Vandermey, A., 14 Wanberg, C. R., 563 Whetten, D. A., 27, 459
Van der Velde, M.E.G., 91 Wanek, J. E., 301, 314 White, R. K., 458
Van der Zee, K. I., 312 Wang, D., 497 Whiting, S. W., 56
Van de Ven, A. H., 381–382, 419 Wang, H., 496 Whitman, J., 315
Van de Vliert, E., 422 Wang, M., 58 Whitman, M., 432, 521
VandeWalle, D., 252, 270 Wang, S. L., 455 Whitney, K., 385
Van Dyne, L., 40, 56, 382, 383 Wang, Y., 527 Wholey, D. R., 527
Van Eerde, W., 189, 199 Wangers, J., 355 Widen, R., 425
Van Fleet, D. D., 494 Wanous, J. P., 563 Wiemann, S., 314
van Ginkel, W. P., 386 Warkentin, M., 422 Wiener, Y., 88
Van Iddekinge, C. H., 310 Warr, P. B., 492 Wiesenfeld, B. M., 214, 235
Van Kleef, G. A., 385–386 Warren, B., 526 Wild, R. E., 236
van Knippenberg, D., 384, 385–386, 419 Warren, C. R., 308 Wilderom, C., 560, 562
Van Landinham, V., 529 Wasti, S. A., 312 Wiles, P., 537
Van Lange, P.A.M., 458 Watanabe, S., 128 Wilke, H.A.M., 232
Van Maanen, J., 554, 562 Waterman, A. S., 174 Williams, J., 458
Van Oudenhoven, J. P., 312 Watson, D., 112, 126 Williams, K., 384, 387, 419
van Rutte, C. G., 383 Watson, W., 385 Williams, K. D., 196, 423
Van Scotter, J. R., 57, 236 Wayne, S. J., 91, 159, 455, 491 Williams, K. Y., 384
Vardaman, J. M., 87 Weaver, G. R., 232, 237 Williams, M. L., 498
Vecchio, R. P., 494 Weaver, N., 562, 563 Williams, S. W., 256
Veiga, J. F., 27 Weaver, W., 422 Williamson, I. O., 232
Velthouse, B. A., 196, 198, 199 Webb, J., 536 Willis, R., 212, 234
Verbeke, W., 558 Webb, W. M., 233 Wilpers, S., 309
Vernon, P. A., 495 Webel, B., 54 Winer, B.J., 493
Vernon, P. E., 345 Weber, J., 238 Winerman, L., 344
Vidmar, N. J., 386 Weber, T., 499 Wingard, D. L., 308
Viechtbauer, W., 282, 307 Weber, Y., 562 Winkel, D. E., 347
Villado, A. J., 421, 553, 563 Wegner, D. M., 424 Withey, M. J., 89
Vinson, G., 498 Wehrum, K., 559 Witt, L. A., 457
Viswesvaran, C., 58–59, 87, 116, 128, 270, Weick, K., 254 Wittenbaum, G., 384
Weick, K. E., 270 Woertz, P., 432
298, 313–315, 491 Weigert, A., 234 Wolf, S., 546, 562
Vitell, S. J., 220, 237 Weinberg, J., 520, 528 Wolfe, D., 158
Voelpel, S. C., 384 Weingart, L. R., 421, 422, 457 Wolff, S. B., 349
Vogelstein, F., 345 Weinstein, M., 499 Wong, A., 382
Volgering, M., 558 Weiss, A., 345 Wong, C. S., 332, 346
Volpe, C. E., 424 Weiss, H. M., 55, 57, 126, 127, 249, 268, Wong, D. T., 315
Vroom, V. H., 171, 195, 197, 470, Wong, G., 232
269, 313 Wong, M., 455
492, 493
Vuori, J., 162
610 Name Index Y Zajac, D. M., 87, 298, 313
Zakay, E., 497
Wood, D., 307 Yamada, T., 468 Zanna, M., 124
Wood, R. E., 189, 197, 199 Yang, J., 127 Zanna, M. P., 311
Woodward, J., 527 Yang, J. L., 492 Zapata-Phelan, C. P., 312
Woolley, S., 195 Yang, M. M., 455 Zardkoohi, A., 198
Worchel, P., 233, 385 Yank, J. L., 386 Zedeck, S., 312, 456, 458, 459, 520, 528
Worchel, S., 233 Yarnold, P. R., 160 Zeidner, M., 345
Worthen, B., 528 Yarow, J., 162 Zemba, Y., 271
Wraith, S., 174 Yetton, P. W., 492, 493 Zhan, Y., 58
Wright, J., 383 Young, A., 439 Zhang, A. Y., 88
Wright, T. A., 233 Young, C. E., 91 Zhang, Z., 526, 558
Wrightsman, L. S., Jr., 233 Young, J. S., 495, 496 Zhao, H., 91
Wrzesniewski, A., 126 Young, M. I., 271 Zhou, J., 310, 419, 456, 497
Wu, J. B., 88, 558 Young, V., 339 Zhu, W., 497
Wyatt, J., 348 Youngcourt, S., 270 Ziegert, J. C., 386
Wyden, R., 413 Yu, Z-y., 382 Zika, S., 158
Wyland, R. L., 347 Yukl, G., 434, 449, 454–456, 490, 492–494 Zimmerman, R. D., 553, 563
Zohar, D., 560
X Z Zou, X., 311
Zuckerman, A., 309
Xanthopoulou, D., 195 Zablah, A. R., 560 Zyzanski, S. J., 144
Xie, J. L., 58 Zacarro, S. J., 406, 424
Xin, K., 455 Zaccaro, S. J., 420, 492
Xin, K. R., 558
Company Index
A Best Buy, 155–156 Disney-ABC, 432
Cheesecake Factory, 524 Domino’s Pizza, 209
Accenture, 14, 51 Chobani, 488 Dragonfly, 289
AC/DC, 358 Costco, 84–85 DreamWorks Animation, 14, 101–103
Affiliated Computer Services (ACS), 452 Ford Motor Company, 377–378 Dupont, 432
Aflac, 14 General Motors (GM), 52–53 Dyson, 541
A.G. Edwards, 82 IDEO, 342–343
Airbus, 508 Mars, 122–123 E
Air France, 34 National Aeronautics and Space
Albertsons, 299 Electronic Art, 319
Alcoa, 36, 508 Administration (NASA), 414–415 Eli Lilly and Company, 319
Alcon Labs, 70 Netflix, 193 Ernst & Young, 14, 264, 463
Amazon, 48, 85, 230 Patagonia, 24–25 Everett Clinic, 191
American Express, 14, 150 Teach for America, 304–305 Exxon, 260
Anheuser-Busch, 549–550 Verizon Wireless, 266–267 Exxon/Mobil, 540, 549
Anna Sui, 218 Xerox, 452
Anthropologie, 218 Yahoo, 556–557 F
AOL/Time Warner, 548–549 Central Intelligence Agency (CIA), 324
Apple, 12, 203, 213, 230, 319, 477, 479, Cheesecake Factory, 503, 516, 524 Facebook, 68, 75, 432, 433
Chemical Bank, 328 Fair Labor Association, 230
511, 536, 547 Chevron, 432, 540 Fantasy Football, 75
Archer Daniels Midland (ADM), 432 CHG Healthcare, 14 Farmer’s Insurance, 485
AT&T, 319, 404, 512 Chobani, 463, 464, 475, 488 FedEx, 14, 404, 544, 550
Chrysler, 353, 467 Ferrari, 355
B Circuit City, 131 Fiat, 467
Cisco, 14 Fiat-Chrysler, 467, 468, 516
Babbo, 244 Cisco Systems, 547, 550, 553 Fidelity Investments, 432
Bank of America, 150 Clorox, 550 Fleet Bank, 150
BASF, 249 Coca-Cola Company, 219, 319, 405, 507 Ford Hispanic Network Group, 377
Bayer, 34 Comcast, 72 Ford Motor Company, 319, 353,
Becton, Dickinson, and Company, 439 Computer Associates International, 228
Ben & Jerry’s, 82 ConAgra, 319 377–378, 549
Best Buy, 63, 131, 132, 155–156, 299 Con Edison, 359 Forever 21, 218, 220–223, 227
Bill & Melinda Gates Foundation, 319 Consumer Reports, 10, 213 Forte Hotels, 328
Bloomberg Businessweek, 521, 540 Container Store, 14 Fortune, 12, 14, 50, 97, 122, 153, 203, 299,
BlueCross and BlueShield of Continental Airlines, 537
Converse, 319 429, 431, 433, 475, 477, 503, 521
Louisiana, 439 Corning, 152 Four Seasons, 14
BlueCross BlueShield of Tennessee, 153 Costco, 63, 84–85 Foxconn Technology, 230
BMW, 290–291, 549 Crest, 319 Freescale Semiconductor Inc., 153
Boeing, 81, 514, 521–522 CVS Pharmacy, 299 Fresh Market, 299
Booz Allen Hamilton, 112
Boston Consulting, 14 D G
BP, 540
Bristol-Myers Squibb, 518 DaimlerChrysler, 549 Gannett, 319
British Airways, 544 Dallas Mavericks, 392 GE, 257
Brooks, 319 Dannon, 488 Geely Holding Group, 549
Burger King, 18, 19 Darden Restaurants, 516 General Electric (GE), 50–51, 228, 305,
Burt’s Bees, 550 Davita, 537
Dell, 230, 516 319, 404, 412, 472
C Deloitte, 14 General Mills, 101, 544
Deloitte & Touche, 305 General Motors (GM), 31, 32, 52–53, 353,
Cadbury, 264 Delta, 549
Campbell Soup Company, 485 Denny’s, 540–541 469, 521, 547
Capital One, 14 Denver International Airport, 260–261 Girl Scouts, 368
Car and Driver, 355 Diane von Furstenberg, 217–218 Glassdoor.com, 305
Care.com, 537 DiscoVision, 43 Goldman Sachs, 14, 257, 305
CareerBuilder.com, 209 Dish Network, 446 Google, 14, 47, 101, 149, 305, 324, 338–
Cases
339, 435–437, 512, 533, 536, 556
Apple, 230 Grant Thornton, 153
Green Bay Packers, 143
611
612 Company Index
H Marriott International, 14, 538 Office of Naval Research, 471
Mars, 14, 97–98, 122–123, 554 Ohio State, 471, 472, 479
Halliburton, 257 Mattel, 14, 98 Olive Garden, 516
Hasbro, 14 Mayo Clinic, 14, 319 One Laptop Per Child, 443–444
HBO, 319 MCA, 43 O*NET (Occupational Information
Hewlett-Packard, 230, 432, 515, 521, 550 McGraw-vwwwHill Education, 554
Home Depot, 63, 228, 537 MCI, 220 Network), 37, 38, 51
Honda, 10, 536 Meijer, 209 Oracle, 432
HP/Compaq, 549 Men’s Wearhouse, 14, 37, 537 Oral-B, 319
HQ Global Workplaces, 516 Mercedes-Benz, 549 Orpheus Chamber Orchestra, 410
Hulu, 167 Mercedes-Benz USA, 14 Ortho-McNeil Pharmaceutical, 257
Humana, 153 Miami Heat, 392
Hyundai, 10, 11 Microsoft, 12, 14, 101, 257, 319, 339, 404, P
I 435, 437, 537, 546 Panda Express, 474
MindTree, 185, 187 Patagonia, 5, 24–25, 230
IBM, 43, 83, 293, 359, 432, 516, 517, 536 Minnesota Vikings, 143 Penn State, 220
IDEO, 319, 342–343, 363, 395, 396, 536 Missionaries of Charity, 475 PepsiCo, 82, 432, 513
InBev, 549–550 Mitsubishi Motors, 44, 549 Perkins COIE, 101
Infosys, 187 M5 Networks, 537 Pfizer, 435
Intel, 14, 101, 433, 469, 506 Mom2Mom, 68 Pixar, 358, 359
International Brotherhood of Teamsters, 85 Monsanto, 82 Pizza Hut, 537
International Harvester Company, 471 Monster Cable, 334 Pontiac, 355
Interpublic Group, 541 Morgan Stanley, 554 Porsche, 10
Intuit, 14 Motorola, 412 PricewaterhouseCoopers, 14, 150
MWH, 435 Principal Financial Group, 82
J Procter & Gamble (P&G), 36, 82, 354,
N
J. Crew, 472 432, 514
Japan Airlines, 260 NASCAR, 412 Project GLOBE (Global Leadership
JCP, 547 National Aeronautics and Space
JCPenney, 514, 547 and Organizational Behavior
J.D. Power and Associates, 10 Administration (NASA), 391, 406, Effectiveness), 478
Jet Blue, 554 414–415 Publix, 14
J.M. Smuckers, 228 National Basketball Association Purdue, 220
John Deere, 264 (NBA), 392 Putnam Investment Company, 507
Johnsonville Sausage, 34 National Collegiate Athletic Association
(NCAA), 32, 75 Q
K National Football League (NFL), 36, 339
National Institute for Occupational Safety Qualcomm, 14
Kaiser Permanente, 257 and Health (NIOSH), 132 Quicken Loans, 112
KFC, 537 Netflix, 167, 193, 536 Quiktrip, 14
KI, 536 New Belgium Brewing, 537
Kohl’s, 514 New York Jets, 143 R
Kraft Foods, 432, 438, 463 The New York Times, 230, 433
Kronos, 299–300 New York University, 220 RadioShack, 215
Nike, 228, 230, 536 Raytheon, 264
L Nisshinbo Automotive, 37–38 Razor scooters, 112
Nisshinbo Holdings, 37–38 Redbox, 319
LaGuardia Airport, 38 Nordstrom, 14, 101 Red Lobster, 516
Lexus, 10, 48 Nortel Networks, 547 Regus Group, 516
L.L. Bean, 154 Northwest Airlines, 549 Ritz-Carlton, 48
Logitech, 359 Novant Health, 537 RJR/Nabisco, 549
Longhorn Steakhouse, 516 Nucor, 375 Rypple, 51, 191
L’Oréal, 329 NuStar Energy, 101
Lowe’s, 257 S
O
M Sabre Holdings, 68
Occidental Petroleum, 544 Salary.com, 182
Macy’s, 514 Occupational Information Network Salomon Brothers, 250
Mail Boxes Etc., 550 Samsung, 230, 319
Manheim Auctions, Inc., 404 (O*NET), 37, 38, 51 SAS, 14, 68, 69, 541
Marriott, 299 Office Depot, 63 Sealy, 319
Securities and Exchange Commission, 184
Company Index 613
Sesame Workshop, 319 U W
Shell, 264
Shell Oil, 540 United Airlines, 260–261, 412 Walgreens, 319
Simon & Schuster, 326 United Parcel Service (UPS), 152 Walmart, 63, 84–85, 228, 485
Sony, 511, 514 U.S. Air Force, 329 Wal-Mart Stores, 432
Southwest Airlines, 37 U.S. Bureau of Labor Statistics, 64 Wegman’s, 14
Sports Authority, 299 U.S. Census Bureau, 85 Wells Fargo, 257
Starbucks, 14, 36, 101, 537 U.S. Department of Labor, 47 Whole Foods Market, 14, 535, 537, 538
State Farm Insurance, 319 U.S. Postal Service, 413, 550 W.L. Gore, 508, 512–513
Symantec, 191 Universal Studios, 299 Wonderlic, 339–341
University of California, 220, 282 Workforce Management, 12
T University of Michigan, 472 World Values Study Group, 206
University of Minnesota, 279 Wyeth, 178–179
Taco Bell, 537 University of Southern California, 339
Target, 299, 319 UPS, 537, 550 X
Teach for America, 14, 277, 304–305 USAA, 540
Tennessee Titans, 339 US Airways, 38 Xerox, 152, 375, 429, 430, 432, 452
Teshmont Engineering Consultants, 541 Xonex Relocation, 150
Texas Longhorns, 339 V XTO Energy, 540
3M, 172, 541
Time, Inc., 470 Valve Corporation, 506 Y
TJX Cos., 432 Verizon, 264
Toyota Motor, 10, 31, 36–37, 52, 53, 328, Verizon Business, 21 Yahoo, 152, 432, 533, 536–537, 550,
Verizon Communications, 21 556–557
355, 356, 543 Verizon Wireless, 243, 266–267
Toys “R” Us, 299 Veterans Affairs Department, 215 Yoplait, 488
Trader Joe’s, 538 Veterans Health Administration (VHA), 215 YouTube, 75, 167
Training magazine, 243 Vodafone, 439 Yum Brands Inc., 537
TRW Automotive Holdings, 359 Volkswagen, 52
Tumblr, 533 Volvo Car Corp., 549 Z
Twitter, 75, 405
Zappos, 14