Organizational Behaviour Course Text Book

Appendix Research in Organizational Behavior

For every complex problem, there is a solution that is simple, neat, and wrong.
—H. L. Mencken

A number of years ago, a friend of mine was excited changing attitudes toward sex among college students,
because he had read about the findings from a research for example. Many of these studies are carefully de-
study that finally, once and for all, resolved the ques- signed, with great caution taken to note the implica-
tion of what it takes to make it to the top in a large cor- tions and limitations of the findings. But some studies
poration. I doubted there was any simple answer to this are poorly designed, making their conclusions at best
question but, not wanting to dampen his enthusiasm, suspect, and at worst meaningless.
I asked him to tell me of what he had read. The answer,
according to my friend, was participation in college athlet- Rather than attempting to make you a researcher, the
ics. To say I was skeptical of his claim is a gross under- purpose of this appendix is to increase your awareness
statement, so I asked him to tell me more. as a consumer of behavioral research. A knowledge of
research methods will allow you to appreciate more fully
The study encompassed 1,700 successful senior ex- the care in data collection that underlies the information
ecutives at the 500 largest U.S. corporations. The re- and conclusions presented in this text. Moreover, an un-
searchers found that half of these executives had played derstanding of research methods will make you a more
varsity-level college sports.1 My friend, who happens to skilled evaluator of the OB studies you will encounter in
be good with statistics, informed me that since fewer business and professional journals. So an appreciation
than 2 percent of all college students participate in in- of behavioral research is important because (1) it’s the
tercollegiate athletics, the probability of this finding oc- foundation on which the theories in this text are built,
curring by mere chance is less than 1 in 10 million! He and (2) it will benefit you in future years when you read
concluded his analysis by telling me that, based on this reports of research and attempt to assess their value.
research, I should encourage my management students
to get into shape and to make one of the varsity teams. Purposes of Research

My friend was somewhat perturbed when I suggested Research is concerned with the systematic gathering of
that his conclusions were likely to be flawed. These ex- information. Its purpose is to help us in our search for
ecutives were all males who attended college in the 1940s the truth. Although we will never find ultimate truth—
and 1950s. Would his advice be meaningful to females in our case, that would be to know precisely how any
in the twenty-first century? These executives also weren’t person or group would behave in any organizational
your typical college students. For the most part, they had context—ongoing research adds to our body of OB
attended elite private colleges such as Princeton and knowledge by supporting some theories, contradicting
Amherst, where a large proportion of the student body others, and suggesting new theories to replace those
participates in intercollegiate sports. And these “jocks” that fail to gain support.
hadn’t necessarily played football or basketball; many had
participated in golf, tennis, baseball, cross-country run- Research Terminology
ning, crew, rugby, and similar minor sports. Moreover,
maybe the researchers had confused the direction of Researchers have their own vocabulary for communi-
causality. That is, maybe individuals with the motivation cating among themselves and with outsiders. The fol-
and ability to make it to the top of a large corporation are lowing briefly defines some of the more popular terms
drawn to competitive activities like college athletics. you’re likely to encounter in behavioral science studies.2

My friend was guilty of misusing research data. Of
course, he is not alone. We are all continually bom-
barded with reports of experiments that link certain
substances to cancer in mice and surveys that show

616

APPENDIX Research in Organizational Behavior 617

Variable the work area (X), then there will be a change in worker
productivity (Y), but this effect will be moderated by
A variable is any general characteristic that can be mea- the complexity of the tasks being performed (Z).
sured and that changes in amplitude, intensity, or both.
Some examples of OB variables found in this textbook Causality
are job satisfaction, employee productivity, work stress,
ability, personality, and group norms. A hypothesis, by definition, implies a relationship. That
is, it implies a presumed cause and effect. This direc-
Hypothesis tion of cause and effect is called causality. Changes in
the independent variable are assumed to cause changes
A tentative explanation of the relationship between two in the dependent variable. However, in behavioral re-
or more variables is called a hypothesis. My friend’s state- search, it’s possible to make an incorrect assumption of
ment that participation in college athletics leads to a top causality when relationships are found. For example,
executive position in a large corporation is an example early behavioral scientists found a relationship between
of a hypothesis. Until confirmed by empirical research, employee satisfaction and productivity. They concluded
a hypothesis remains only a tentative explanation. that a happy worker was a productive worker. Follow-
up research has supported the relationship, but discon-
Dependent Variable firmed the direction of the arrow. The evidence more
correctly suggests that high productivity leads to satis-
A dependent variable is a response that is affected by an in- faction rather than the other way around.
dependent variable. In terms of the hypothesis, it is the
variable that the researcher is interested in explaining. Correlation Coefficient
Referring back to our opening example, the dependent
variable in my friend’s hypothesis was executive succession. It’s one thing to know that there is a relationship be-
In organizational behavior research, the most popular tween two or more variables. It’s another to know the
dependent variables are productivity, absenteeism, turn- strength of that relationship. The term correlation coeffi-
over, job satisfaction, and organizational commitment.3 cient is used to indicate that strength, and is expressed
as a number between –1.00 (a perfect negative relation-
Independent Variable ship) and ϩ1.00 (a perfect positive correlation).

An independent variable is the presumed cause of some When two variables vary directly with one another,
change in the dependent variable. Participating in var- the correlation will be expressed as a positive number.
sity athletics was the independent variable in my friend’s When they vary inversely—that is, one increases as the
hypothesis. Popular independent variables studied by other decreases—the correlation will be expressed as
OB researchers include intelligence, personality, job a negative number. If the two variables vary indepen-
satisfaction, experience, motivation, reinforcement dently of each other, we say that the correlation be-
patterns, leadership style, reward allocations, selection tween them is zero.
methods, and organization design.
For example, a researcher might survey a group of
You may have noticed we said that job satisfaction employees to determine the satisfaction of each with his
is frequently used by OB researchers as both a depen- or her job. Then, using company absenteeism reports,
dent and an independent variable. This is not an error. the researcher could correlate the job satisfaction
It merely reflects that the label given to a variable de- scores against individual attendance records to deter-
pends on its place in the hypothesis. In the statement mine whether employees who are more satisfied with
“Increases in job satisfaction lead to reduced turnover,” their jobs have better attendance records than their
job satisfaction is an independent variable. However, counterparts who indicated lower job satisfaction. Let’s
in the statement “Increases in money lead to higher suppose the researcher found a correlation coefficient
job satisfaction,” job satisfaction becomes a dependent of ϩ0.50 between satisfaction and attendance. Would
variable. that be a strong association? There is, unfortunately,
no precise numerical cutoff separating strong and weak
Moderating Variable relationships. A standard statistical test would need to
be applied to determine whether the relationship was a
A moderating variable abates the effect of the indepen- significant one.
dent variable on the dependent variable. It might also
be thought of as the contingency variable: If X (inde- A final point needs to be made before we move on:
pendent variable), then Y (dependent variable) will oc- A correlation coefficient measures only the strength of
cur, but only under conditions Z (moderating variable). association between two variables. A high value does not
To translate this into a real-life example, we might say imply causality. The length of women’s skirts and stock
that if we increase the amount of direct supervision in market prices, for instance, have long been noted to

618 APPENDIX Research in Organizational Behavior

be highly correlated, but one should be careful not to months later, we’d expect the results to be very similar—
infer that a causal relationship between the two exists. provided nothing changed in the interim that might sig-
In this instance, the high correlation is more happen- nificantly affect employee satisfaction.
stance than predictive.
Is it generalizable? Are the results of the research
Theory study generalizable to groups of individuals other
than those who participated in the original study? Be
The final term we introduce in this section is theory. The- aware, for example, of the limitations that might exist
ory describes a set of systematically interrelated concepts in research that uses college students as subjects. Are
or hypotheses that purports to explain and predict phe- the findings in such studies generalizable to full-time
nomena. In OB, theories are also frequently referred to employees in real jobs? Similarly, how generalizable to
as models. We use the two terms interchangeably. the overall work population are the results from a study
that assesses job stress among 10 nuclear power plant
There are no shortages of theories in OB. For in- engineers in the hamlet of Mahone Bay, Nova Scotia?
stance, we have theories to describe what motivates
people, the most effective leadership styles, the best Research Design
way to resolve conflicts, and how people acquire power.
In some cases, we have half a dozen or more separate Doing research is an exercise in trade-offs. Richness
theories that purport to explain and predict a given of information typically comes with reduced generaliz-
phenomenon. In such cases, is one right and the oth- ability. The more a researcher seeks to control for con-
ers wrong? No! They tend to reflect science at work— founding variables, the less realistic his or her results
researchers testing previous theories, modifying them, are likely to be. High precision, generalizability, and
and, when appropriate, proposing new models that control almost always translate into higher costs. When
may prove to have higher explanatory and predictive researchers make choices about whom they’ll study,
powers. Multiple theories attempting to explain com- where their research will be done, the methods they’ll
mon phenomena merely attest that OB is an active dis- use to collect data, and so on, they must make some
cipline, still growing and evolving. concessions. Good research designs are not perfect, but
they do carefully reflect the questions being addressed.
Evaluating Research Keep these facts in mind as we review the strengths and
weaknesses of five popular research designs: case stud-
As a potential consumer of behavioral research, you ies, field surveys, laboratory experiments, field experi-
should follow the dictum of caveat emptor—let the buyer ments, and aggregate quantitative reviews.
beware! In evaluating any research study, you need to
ask three questions.4 Case Study

Is it valid? Is the study actually measuring what it You pick up a copy of Soichiro Honda’s autobiography.
claims to be measuring? A number of psychological In it he describes his impoverished childhood; his deci-
tests have been discarded by employers in recent years sions to open a small garage, assemble motorcycles, and
because they have not been found to be valid measures eventually build automobiles; and how this led to the
of the applicants’ ability to do a given job successfully. creation of one of the largest and most successful cor-
But the validity issue is relevant to all research studies. porations in the world. Or you’re in a business class and
So, if you find a study that links cohesive work teams the instructor distributes a 50-page handout covering
with higher productivity, you want to know how each of two companies: Wal-Mart and Kmart. The handout de-
these variables was measured and whether it is actually tails the two firms’ histories; describes their corporate
measuring what it is supposed to be measuring. strategies, management philosophies, and merchandis-
ing plans; and includes copies of their recent balance
Is it reliable? Reliability refers to consistency of mea- sheets and income statements. The instructor asks the
surement. If you were to have your height measured every class members to read the handout, analyze the data,
day with a wooden yardstick, you’d get highly reliable re- and determine why Wal-Mart has been so much more
sults. On the other hand, if you were measured each day successful than Kmart in recent years.
by an elastic tape measure, there would probably be con-
siderable disparity between your height measurements Soichiro Honda’s autobiography and the Wal-Mart
from one day to the next. Your height, of course, doesn’t and Kmart handouts are case studies. Drawn from real-
change from day to day. The variability is due to the unre- life situations, case studies present an in-depth analysis
liability of the measuring device. So if a company asked a of one setting. They are thorough descriptions, rich in
group of its employees to complete a reliable job satisfac- details about an individual, a group, or an organization.
tion questionnaire, and then repeat the questionnaire six The primary source of information in case studies is

APPENDIX Research in Organizational Behavior 619

obtained through observation, occasionally backed up people feel about issues or how they say they behave.
by interviews and a review of records and documents. These data can then be easily quantified.

Case studies have their drawbacks. They’re open to But the field survey has a number of potential
the perceptual bias and subjective interpretations of weaknesses. First, mailed questionnaires rarely obtain
the observer. The reader of a case is captive to what the 100 percent returns. Low response rates call into ques-
observer/case writer chooses to include and exclude. tion whether conclusions based on respondents’ an-
Cases also trade off generalizability for depth of infor- swers are generalizable to nonrespondents. Second, the
mation and richness of detail. Because it’s always dan- format is better at tapping respondents’ attitudes and
gerous to generalize from a sample of one, case studies perceptions than behaviors. Third, responses can suf-
make it difficult to prove or reject a hypothesis. On the fer from social desirability; that is, people saying what
other hand, you can’t ignore the in-depth analysis that they think the researcher wants to hear. Fourth, since
cases often provide. They are an excellent device for field surveys are designed to focus on specific issues,
initial exploratory research and for evaluating real-life they’re a relatively poor means of acquiring depth of
problems in organizations. information. Finally, the quality of the generalizations
is largely a factor of the population chosen. Responses
Field Survey from executives at Fortune 500 firms, for instance, tell us
nothing about small- or medium-sized firms or not-for-
A lengthy questionnaire was created to assess the use of profit organizations. In summary, even a well-designed
ethics policies, formal ethics structures, formalized activ- field survey trades off depth of information for breadth,
ities such as ethics training, and executive involvement generalizability, and economic efficiencies.
in ethics programs among billion-dollar corporations.
The public affairs or corporate communications office Laboratory Experiment
of all Fortune 500 industrial firms and 500 service cor-
porations were contacted to get the name and address The following study is a classic example of the laboratory
of the “officer most responsible for dealing with ethics experiment. A researcher, Stanley Milgram, wondered
and conduct issues” in each firm. The questionnaire, how far individuals would go in following commands. If
with a cover letter explaining the nature of the study, subjects were placed in the role of a teacher in a learn-
was mailed to these 1,000 officers. Of the total, 254 re- ing experiment and told by an experimenter to admin-
turned a completed questionnaire, for a response rate ister a shock to a learner each time that learner made
just above 25 percent. The results of the survey found, a mistake, would the subjects follow the commands of
among other things, that 77 percent had formal codes the experimenter? Would their willingness to comply
of ethics and 54 percent had a single officer specifically decrease as the intensity of the shock was increased?
assigned to deal with ethics and conduct issues.5
To test these hypotheses, Milgram hired a set of
The preceding study illustrates a typical field survey. subjects. Each was led to believe that the experiment
A sample of respondents (in this case, 1,000 corporate was to investigate the effect of punishment on memory.
officers in the largest U.S. publicly held corporations) Their job was to act as teachers and administer pun-
was selected to represent a larger group that was under ishment whenever the learner made a mistake on the
examination (billion-dollar U.S. business firms). The learning test.
respondents were then surveyed using a questionnaire
or interviewed to collect data on particular characteris- Punishment was administered by an electric shock.
tics (the content and structure of ethics programs and The subject sat in front of a shock generator with
practices) of interest to the researchers. The standard- 30 levels of shock—beginning at zero and progressing
ization of response items allows for data to be easily in 15-volt increments to a high of 450 volts. The demar-
quantified, analyzed, and summarized, and for the re- cations of these positions ranged from “Slight Shock”
searchers to make inferences from the representative at 15 volts to “Danger: Severe Shock” at 450 volts. To
sample about the larger population. increase the realism of the experiment, the subjects re-
ceived a sample shock of 45 volts and saw the learner—a
The field survey provides economies for doing re- pleasant, mild-mannered man about 50  years old—
search. It’s less costly to sample a population than to strapped into an “electric chair” in an adjacent room.
obtain data from every member of that population. Of course, the learner was an actor, and the electric
(There are, for instance, more than 5,000 U.S. business shocks were phony, but the subjects didn’t know this.
firms with sales in excess of a billion dollars; and since
some of these are privately held and don’t release fi- Taking his seat in front of the shock generator,
nancial data to the public, they are excluded from the the subject was directed to begin at the lowest shock
Fortune list). Moreover, as the ethics study illustrates, level and to increase the shock intensity to the next
field surveys provide an efficient way to find out how level each time the learner made a mistake or failed to
respond.

620 APPENDIX Research in Organizational Behavior

When the test began, the shock intensity rose rap- workforces. Two of these are chosen for the experiment,
idly because the learner made many errors. The sub- both located in the greater Cleveland area. Obviously, it
ject got verbal feedback from the learner: At 75 volts, would not be appropriate to compare two similar-sized
the learner began to grunt and moan; at 150 volts, plants if one is in rural Mississippi and the other is in ur-
he demanded to be released from the experiment; at ban Copenhagen because factors such as national cul-
180 volts, he cried out that he could no longer stand ture, transportation, and weather might be more likely
the pain; and at 300 volts, he insisted that he be let out, to explain any differences found than changes in the
yelled about his heart condition, screamed, and then number of days worked per week.
failed to respond to further questions.
In one plant, the experiment was put into place—
Most subjects protested and, fearful they might kill workers began the four-day week. At the other plant,
the learner if the increased shocks were to bring on a which became the control group, no changes were
heart attack, insisted they could not go on with their made in the employees’ five-day week. Absence data
job. Hesitations or protests by the subject were met by were gathered from the company’s records at both lo-
the experimenter’s statement, “You have no choice, cations for a period of 18 months. This extended time
you must go on! Your job is to punish the learner’s mis- period lessened the possibility that any results would be
takes.” Of course, the subjects did have a choice. All distorted by the mere novelty of changes being imple-
they had to do was stand up and walk out. mented in the experimental plant. After 18 months,
management found that absenteeism had dropped
The majority of the subjects dissented. But dissension by 40 percent at the experimental plant, and by only
isn’t synonymous with disobedience. Sixty-two percent of 6 percent in the control plant. Because of the design of
the subjects increased the shock level to the maximum of this study, management believed that the larger drop
450 volts. The average level of shock administered by the in absences at the experimental plant was due to the
remaining 38 percent was nearly 370 volts.6 introduction of the compressed workweek.

In a laboratory experiment such as that conducted The field experiment is similar to the laboratory ex-
by Milgram, an artificial environment is created by the periment, except it is conducted in a real organization.
researcher. Then the researcher manipulates an inde- The natural setting is more realistic than the laboratory
pendent variable under controlled conditions. Finally, setting, and this enhances validity but hinders control.
since all other things are held equal, the researcher In addition, unless control groups are maintained, there
is able to conclude that any change in the dependent can be a loss of control if extraneous forces intervene—
variable is due to the manipulation or change imposed for example, an employee strike, a major layoff, or a cor-
on the independent variable. Note that, because of the porate restructuring. Maybe the greatest concern with
controlled conditions, the researcher is able to imply field studies has to do with organizational selection bias.
causation between the independent and dependent Not all organizations are going to allow outside research-
variables. ers to come in and study their employees and operations.
This is especially true of organizations that have serious
The laboratory experiment trades off realism and problems. Therefore, since most published studies in OB
generalizability for precision and control. It provides a are done by outside researchers, the selection bias might
high degree of control over variables and precise mea- work toward the publication of studies conducted almost
surement of those variables. But findings from labora- exclusively at successful and well-managed organizations.
tory studies are often difficult to generalize to the real
world of work. This is because the artificial laboratory Our general conclusion is that, of the four research
rarely duplicates the intricacies and nuances of real or- designs we’ve discussed to this point, the field experi-
ganizations. In addition, many laboratory experiments ment typically provides the most valid and generaliz-
deal with phenomena that cannot be reproduced or ap- able findings and, except for its high cost, trades off the
plied to real-life situations. least to get the most.7

Field Experiment Aggregate Quantitative Reviews

The following is an example of a field experiment. The What’s the overall effect of organizational behavior
management of a large company is interested in de- modification (OB Mod) on task performance? There
termining the impact that a four-day workweek would have been a number of field experiments that have
have on employee absenteeism. To be more specific, sought to throw light on this question. Unfortunately,
management wants to know if employees working four the wide range of effects from these various studies
10-hour days have lower absence rates than similar em- makes it hard to generalize.
ployees working the traditional five-day week of 8 hours
each day. Because the company is large, it has a number To try to reconcile these diverse findings, two re-
of manufacturing plants that employ essentially similar searchers reviewed all the empirical studies they could

APPENDIX Research in Organizational Behavior 621

find on the impact of OB Mod on task performance University sent out a common letter on university let-
over a 20-year period.8 After discarding reports that had terhead to 240 New York City restaurants in which he
inadequate information, had nonquantitative data, or detailed how he had eaten at this restaurant with his
didn’t meet all conditions associated with principles of wife in celebration of their wedding anniversary, how
behavioral modification, the researchers narrowed their he had gotten food poisoning, and that he had spent
set to 19 studies that included data on 2,818 individuals. the night in his bathroom throwing up.11 The letter
Using an aggregating technique called meta-analysis, the closed with: “Although it is not my intention to file any
researchers were able to synthesize the studies quanti- reports with the Better Business Bureau or the Depart-
tatively and to conclude that the average person’s task ment of Health, I want you to understand what I went
performance will rise from the 50th percentile to the through in anticipation that you will respond accord-
67th percentile after an OB Mod intervention. ingly. I await your response.” The fictitious letter was
part of the professor’s study to determine how restau-
The OB Mod–task performance review done by rants responded to complaints. But it created culinary
these researchers illustrates the use of meta-analysis, a chaos among many of the restaurant owners, managers,
quantitative form of literature review that enables re- and chefs as they reviewed menus and produce deliv-
searchers to look at validity findings from a comprehen- eries for possibly spoiled food, and questioned kitchen
sive set of individual studies, and then apply a formula workers about possible lapses. A follow-up letter of apol-
to them to determine if they consistently produced sim- ogy from the university for “an egregious error in judg-
ilar results.9 If results prove to be consistent, it allows ment by a junior faculty member” did little to offset the
researchers to conclude more confidently that validity distress it created for those affected.
is generalizable. Meta-analysis is a means for overcom-
ing the potentially imprecise interpretations of qualita- Professional associations like the American Psycho-
tive reviews and to synthesize variations in quantitative logical Association, the American Sociological Associa-
studies. In addition, the technique enables researchers tion, and the Academy of Management have published
to identify potential moderating variables between an formal guidelines for the conduct of research. Yet the
independent and a dependent variable. ethical debate continues. On one side are those who ar-
gue that strict ethical controls can damage the scientific
In the past 25 years, there’s been a surge in the popu- validity of an experiment and cripple future research.
larity of this research method. Why? It appears to offer Deception, for example, is often necessary to avoid con-
a more objective means for doing traditional literature taminating results. Moreover, proponents of minimiz-
reviews. Although the use of meta-analysis requires re- ing ethical controls note that few subjects have been
searchers to make a number of judgment calls, which appreciably harmed by deceptive experiments. Even
can introduce a considerable amount of subjectivity into in Milgram’s highly manipulative experiment, only
the process, there is no arguing that meta-analysis reviews 1.3 percent of the subjects reported negative feelings
have now become widespread in the OB literature. about their experience. The other side of this debate
focuses on the rights of participants. Those favoring
Ethics in Research strict ethical controls argue that no procedure should
ever be emotionally or physically distressing to subjects,
Researchers are not always tactful or candid with sub- and that, as professionals, researchers are obliged to be
jects when they do their studies. For instance, questions completely honest with their subjects and to protect the
in field surveys may be perceived as embarrassing by re- subjects’ privacy at all costs.
spondents or as an invasion of privacy. Also, researchers
in laboratory studies have been known to deceive par- Summary
ticipants about the true purpose of their experiment
“because they felt deception was necessary to get honest The subject of organizational behavior is composed
responses.”10 of a large number of theories that are research based.
Research studies, when cumulatively integrated,
The “learning experiments” conducted by Stanley become theories, and theories are proposed and fol-
Milgram, which were conducted more than 30 years ago, lowed by research studies designed to validate them.
have been widely criticized by psychologists on ethical The concepts that make up OB, therefore, are only as
grounds. He lied to subjects, telling them his study was valid as the research that supports them.
investigating learning, when, in fact, he was concerned
with obedience. The shock machine he used was a fake. The topics and issues in this book are for the most
Even the “learner” was an accomplice of Milgram’s part research-derived. They represent the result of sys-
who had been trained to act as if he were hurt and in tematic information gathering rather than merely hunch,
pain. Yet ethical lapses continue. For instance, in 2001, intuition, or opinion. This doesn’t mean, of course, that
a professor of organizational behavior at Columbia

622 APPENDIX Research in Organizational Behavior

we have all the answers to OB issues. Many require far 5. G. R. Weaver, L. K. Trevino, and P. L. Cochran, “Corporate
more corroborating evidence. The generalizability of Ethics Practices in the Mid-1990’s: An Empirical Study of
others is limited by the research methods used. But new the Fortune 1000,” Journal of Business Ethics, February 1999,
information is being created and published at an acceler- pp. 283–294.
ated rate. To keep up with the latest findings, we strongly
encourage you to regularly review the latest research in 6. S. Milgram, Obedience to Authority (New York: Harper & Row,
organizational behavior. More academic work can be 1974). For a critique of this research, see T. Blass, “Under-
found in journals such as the Academy of Management Jour- standing Behavior in the Milgram Obedience Experiment:
nal, Academy of Management Review, Administrative Science The Role of Personality, Situations, and Their Interac-
Quarterly, Human Relations, Journal of Applied Psychology, tions,” Journal of Personality and Social Psychology, March 1991,
Journal of Management, Journal of Organizational Behavior, pp. 398–413.
and Leadership Quarterly. For more practical interpreta-
tions of OB research findings, you may want to read the 7. See, for example, W. N. Kaghan, A. L. Strauss, S. R. Barley,
Academy of Management Executive, California Management M. Y. Brannen, and R. J. Thomas, “The Practice and Uses of
Review, Harvard Business Review, Organizational Dynamics, Field Research in the 21st Century Organization,” Journal of
and the Sloan Management Review. Management Inquiry, March 1999, pp. 67–81.

Endnotes 8. A. D. Stajkovic and F. Luthans, “A Meta-Analysis of the
Effects of Organizational Behavior Modification on Task
1. J. A. Byrne, “Executive Sweat,” Forbes, May 20, 1985, Performance, 1975–1995,” Academy of Management Journal,
pp. 198–200. October 1997, pp. 1122–1149.

2. See D. P. Schwab, Research Methods for Organizational Behav- 9. See, for example, K. Zakzanis, “The Reliability of Meta Ana-
ior (Mahwah, NJ: Lawrence Erlbaum Associates, 1999); and lytic Review,” Psychological Reports, August 1998, pp. 215–222;
S. G. Rogelberg (ed.), Blackwell Handbook of Research Meth- C. Ostroff and D. A. Harrison, “Meta-Analysis, Level of Anal-
ods in Industrial and Organizational Psychology (Malden, MA: ysis, and Best Estimates of Population Correlations: Cautions
Blackwell, 2002). for Interpreting Meta-Analytic Results in Organizational Be-
havior,” Journal of Applied Psychology, April 1999, pp. 260–270;
3. B. M. Staw and G. R. Oldham, “Reconsidering Our Depen- R. Rosenthal and M. R. DiMatteo, “Meta-Analysis: Recent De-
dent Variables: A Critique and Empirical Study,” Academy velopments in Quantitative Methods for Literature Reviews,”
of Management Journal, December 1978, pp. 539–559; and in S. T. Fiske, D. L. Schacter, and C. Zahn-Wacher (eds.), An-
B. M. Staw, “Organizational Behavior: A Review and Reformu- nual Review of Psychology, vol. 52 (Palo Alto, CA: Annual Re-
lation of the Field’s Outcome Variables,” in M. R. Rosenzweig views, 2001), pp. 59–82; and F. L. Schmidt and J. E. Hunter,
and L. W. Porter (eds.), Annual Review of Psychology, vol. 35 “Meta-Analysis,” in N. Anderson, D. S. Ones, H. K. Sinangil,
(Palo Alto, CA: Annual Reviews, 1984), pp. 627–666. and C. Viswesvaran (eds.), Handbook of Industrial, Work &
Organizational Psychology, vol. 1 (Thousand Oaks, CA: Sage,
4. R. S. Blackburn, “Experimental Design in Organizational 2001), pp. 51–70.
Settings,” in J. W. Lorsch (ed.), Handbook of Organizational
Behavior (Upper Saddle River, NJ: Prentice Hall, 1987), 10. For more on ethical issues in research, see T. L. Beauchamp,
pp. 127–128; and F. L. Schmidt, C. Viswesvaran, D. S. Ones, R. R. Faden, R. J. Wallace, Jr., and L. Walters (eds.), Ethical
“Reliability Is Not Validity and Validity Is Not Reliability,” Issues in Social Science Research (Baltimore, MD: Johns Hop-
Personnel Psychology, Winter 2000, pp. 901–912. kins University Press, 1982); and J. G. Adair, “Ethics of Psy-
chological Research: New Policies, Continuing Issues, New
Concerns,” Canadian Psychology, February 2001, pp. 25–37.

11. J. Kifner, “Scholar Sets Off Gastronomic False Alarm,” New
York Times, September 8, 2001, p. A1.

Comprehensive Cases

CASE

1 Managing Motivation in a Difficult Economy

Learning Goals more disaffected. Their insecurity about their jobs was
taking a toll on attitudes. The company’s downsizing
In this case, you’ll have an opportunity to assess a was big news, and the employees didn’t like what they
motivational program designed to reenergize a trou- were hearing.
bled company’s workforce. Acting on behalf of the
company’s executive board, you’ll evaluate the board’s Media reports of Morgan-Moe’s store closings have
current strategy based on survey data. You’ll also advise focused on the lack of advance notice or communica-
board members about improving the effectiveness of tion from the company’s corporate offices, as well as the
this program based on what you’ve learned about goal- lack of severance payments for departing employees. In
setting and motivation in organizations. the absence of official information, rumors and gossip
have spread like wildfire among remaining employees.
Major Topic Areas A few angry blogs developed by laid-off employees, like
IHateMorganMoe.blogspot.com, have made the morale
● Changing nature of work and public relations picture even worse.
● Diversity and age
● Goal-setting Morgan-Moe is changing in other ways as well. The
● Organizational downsizing average age of its workforce is increasing rapidly. A cou-
● Organizational justice ple of factors have contributed to this shift. First, fewer
qualified young people are around because many families
The Scenario have moved south to find jobs. Second, stores have been
actively encouraged to hire older workers, such as retir-
Morgan-Moe’s drug stores are in trouble. A major ees looking for some supplemental income. Managers
regional player in the retail industry, the company has are very receptive to these older workers because they are
hundreds of stores in the upper Midwest. Unfortunately, more mature, miss fewer days of work, and do not have
a sharp decline in the region’s manufacturing econ- child care responsibilities. They are also often more quali-
omy has put management in a serious financial bind. fied than younger workers because they have more experi-
Revenues have been consistently dwindling. Custom- ence, sometimes in the managerial or executive ranks.
ers spend less, and the stores have had to switch their
focus to very low-margin commodities, such as milk and These older workers have been a great asset to the
generic drugs, rather than the high-margin impulse- company in troubled times, but they are especially
buy items that used to be the company’s bread and likely to leave if things get bad. If these older workers
butter. The firm has had to close quite a few locations, start to leave the company, taking their hard-earned
reversing its expansion plans for the first time since it experience with them, it seems likely that Morgan-Moe
incorporated. will sink deeper toward bankruptcy.

Being that this is uncharted territory for the com- The System
pany, Jim Claussen, vice president for human relations,
had been struggling with how to address the issue with Claussen wasn’t quite sure how to respond to employ-
employees. As the company’s fortunes worsened, he ees’ sense of hopelessness and fear until a friend gave
could see that employees were becoming more and him a book entitled Man’s Search for Meaning. The book
was written by a psychologist named Victor Frankl, who
survived the concentration camps at Auschwitz. Frankl
found that those who had a clear sense of purpose,

623

624 COMPREHENSIVE CASES

a reason to live, were more likely to persevere in the Ostremski, another proponent of Program I, added,
face of nearly unspeakable suffering. Something about “It’s okay for the employees to feel a little uncertain—if
this book, and its advocacy of finding meaning and they think we’re in the clear, they’ll slack off. If they
direction as a way to triumph over adversity, really think we’re in trouble, they’ll give up.”
stuck with Claussen. He thought he might be able to
apply its lessons to his workforce. He proposed the idea Cal Martins also questions the need to provide infor-
of a new direction for management to the company’s mation to the whole team, but he chose Program II. “A
executive committee, and they reluctantly agreed to try person should know where he or she stands in the job,
his suggestions. but they don’t have to know about everyone else. It cre-
ates unnecessary tension.”
Over the last 6 months, stores throughout the com-
pany have used a performance management system This is somewhat similar to Cindy Ang’s reason for
that, as Claussen says, “gets people to buy into the idea picking Program V. “When we have our brainstorming
of performing so that they can see some real results in meetings, I learn what they [the employees] think is
their stores. It’s all about seeing that your work serves most pressing, not what some spreadsheet says. It gives
a broader purpose. I read about how some companies me a better feel for what’s going on in my store. Num-
have been sharing store performance information with bers count, of course, but they don’t tell you everything.
employees to get them to understand what their jobs I was also a little worried that employees would be upset
really mean and participate in making changes, and I if they saw that we aren’t performing well.”
thought that was something we’d be able to do.”
Results to Date
The HR team came up with five options for the
management system. Corporate allowed individual Claussen is convinced the most elaborate procedure
managers to choose the option they thought would (Program IV) is the most effective, but not everyone in
work best with their employees so that managers the executive committee is won over by his advocacy.
wouldn’t feel too much like a rapid change was being Although they have supported the test implementa-
forced on them. Program I is opting out of the new tion of the system because it appears to have relatively
idea, continuing to stay the course and providing em- low costs, others on the committee want to see results.
ployees with little to no information or opportunities CEO Jean Masterson has asked for a complete break-
for participation. Program II tracks employee absence down of the performance of the various stores over the
and sick leave and shares that information with indi- past 4 years. She’s especially interested in seeing how
vidual employees, giving them feedback about things sales figures and turnover rates have been affected by
they can control. Management takes no further action. the new program.
Program III tracks sales and inventory replacement
rates across shifts. As in Program II, information is The company has been collecting data in spread-
shared with employees, but without providing em- sheets on sales and turnover rates, and it prepared the
ployee feedback about absence and sick leave. Program following report, which also estimates the dollar cost
IV, the most comprehensive, tracks the same informa- of staff time taken up in each method. These costs are
tion as Programs II and III. Managers communicate based on the number of hours employees spend work-
it in weekly brainstorming sessions, during which em- ing on the program multiplied by their wage rate. Esti-
ployees try to determine what they can do better in the mates of turnover, profit, and staff time are collected
future and make suggestions for improving store per- per store. Profit and turnover data include means and
formance. Program V keeps the idea of brainstorming standard deviations across locations; profit is net of the
but doesn’t provide employees with information about monthly time cost. Turnover information refers to the
their behavior or company profits. percentage of employees who either quit or are termi-
nated in a month.
Since implementing the system, Claussen has spo-
ken with several managers about what motivated them To see if any patterns emerged in managers’ selec-
to choose the program they did. Artie Washington, who tion of programs, the company calculated relationships
chose Program IV, said, “I want to have my employ- between program selection and various attributes of the
ees’ input on how to keep the store running smoothly. stores. Program I was selected most frequently by the
Everybody worries about their job security in this econ- oldest stores and those in the most economically dis-
omy. Letting them know what’s going on and giving tressed areas. Programs II and III were selected most
them ways to change things keeps them involved.” frequently by stores in urban areas and in areas where
the workforce was younger on average. Programs IV
Betty Alvarez couldn’t disagree more. She selected and V were selected most frequently in stores in rural
Program I. “I would rather have my employees doing areas, and especially where the workforce is older on
their jobs than going to meetings to talk about doing average.
their jobs. That’s what management is for.” Michael

CASE 1 Managing Motivation in a Difficult Economy 625

Program Methods Number Average Weekly Profit Monthly Staff
Program I Traditional management of Stores Turnover per Month Time Cost
Program II 83 None
Program III Share absence and sick leave Mean ϭ 30% Mean ϭ $5,700
Program IV 27 SD ϭ 10% SD ϭ $3,000 $1,960
Program V Share sales and inventory
35 Mean ϭ 23% Mean ϭ $7,000 $2,440
Share information and SD ϭ 14% SD ϭ $5,800
brainstorm 67 $3,420
Brainstorm without sharing Mean ϭ 37% Mean ϭ $11,000
information 87 SD ϭ 20% SD ϭ $2,700 $2,750

Mean ϭ 17% Mean ϭ $13,000
SD ϭ 20% SD ϭ $3,400

Mean ϭ 21% Mean ϭ $14,000
SD ϭ 12% SD ϭ $2,400

Your Assignment which continues the status quo) affect the infer-
ences you can draw about program success?
Your task is to prepare a report for the company’s exec- c. What are the advantages of randomly assign-
utive committee on the effectiveness of these programs. ing different conditions to the stores instead of
Make certain it is in the form of a professional busi- using this self-selection process?
ness document. Your audience won’t necessarily know 5. How does the changing nature of the workforce
about the organizational principles you’re describing, and the economy, described in your textbook and
so make sure you provide detailed explanations that in the case, affect your conclusions about how to
someone in a real business can understand. manage retail employees? Does the participation of
a more experienced workforce help or hurt these
When you write, make sure you touch on the follow- programs? Why might these programs work differ-
ing points: ently in an economy that isn’t doing so poorly?
6. Claussen essentially designed the program on his
1. Consider the five management systems as variables own, with very little research into goal-setting and
in an experiment. Identify the independent and motivation. Based on your textbook, how well has
dependent variables, and explain how they are he done? Which parts of the program appear to fit
related to one another. well with research evidence on goal-setting? What
parts would you change to get more substantial
2. Based on the discussion of independent and improvements in employee motivation?
dependent variables in the textbook, is there any- 7. Describe the feelings employees might have when
thing else you’d like to measure as an outcome? these systems are implemented that could help or
hinder the program’s success. What advice would
3. Look over the data and decide which method of you give managers about how to implement the
management appears most effective in generating programs so they match the principles of organiza-
revenues and reducing turnover, and why. Which tional justice described in your textbook?
methods appear least effective, and why?

4. Are there any concerns you have about these data?
a. Does a comparison of the number of stores us-
ing each method influence your conclusions
at all?
b. Does the fact that managers are selecting the
specific program to use (including Program I,

626 COMPREHENSIVE CASES

CASE

2 Repairing Jobs That Fail to Satisfy

Learning Goals they would use a competitor the next time they had a
plumbing problem.
Companies often divide up work as a way to improve
efficiency, but specialization can lead to negative con- Lee is wondering whether DrainFlow’s job design
sequences. DrainFlow is a company that has effectively might be contributing to its problems in retaining cus-
used specialization to reduce costs relative to its com- tomers. DrainFlow has about 2,000 employees in four
petitors’ costs for years, but rising customer complaints basic job categories: plumbers, plumber’s assistants,
suggest the firm’s strong position may be slipping. After order processors, and billing representatives. This
reading the case, you will suggest some ways it can cre- structure is designed to keep costs as low as possible.
ate more interesting work for employees. You’ll also Plumbers make very high wages, whereas plumber’s
tackle the problem of finding people qualified and assistants make about one-quarter of what a licensed
ready to perform the multiple responsibilities required plumber makes. Using plumber’s assistants is therefore
in these jobs. a very cost-effective strategy that has enabled Drain-
Flow to easily undercut the competition when it comes
Major Topic Areas to price. Order processors make even less than assis-
tants but about the same as billing processors. All work
● Job design is very specialized, but employees are often depen-
● Job satisfaction dent on another job category to perform at their most
● Personality efficient level.
● Emotional labor
Like most plumbing companies, DrainFlow gets
The Scenario business mostly from the Yellow Pages and the Inter-
net. Customers either call in to describe a plumbing
DrainFlow is a large residential and commercial plumb- problem or submit an online request for plumbing
ing maintenance firm that operates around the United services, receiving a return call with information within
States. It has been a major player in residential plumb- 24 hours. In either case, DrainFlow’s order processors
ing for decades, and its familiar rhyming motto, “When listen to the customer’s description of the problem to
Your Drain Won’t Go, Call DrainFlow,” has been plas- determine whether a plumber or a plumber’s assistant
tered on billboards since the 1960s. should make the service call. The job is then assigned
accordingly, and a service provider goes to the location.
Lee Reynaldo has been a regional manager at Drain- When the job has been completed, via cell phone a bill-
Flow for about 2 years. She used to work for a newer ing representative relays the fee to the service rep, who
competing chain, Lightning Plumber, that has been presents a bill to the customer for payment. Billing rep-
drawing more and more customers from DrainFlow. resentatives can take customers’ credit card payments
Although her job at DrainFlow pays more, Lee isn’t by phone or e-mail an invoice for online payment.
happy with the way things are going. She’s noticed the
work environment just isn’t as vital or energetic as the The Problem
environment she saw at Lightning.
Although specialization does cut costs significantly, Lee
Lee thinks the problem is that employees aren’t mo- is worried about customer dissatisfaction. According
tivated to provide the type of customer service Lightning to her survey, about 25 percent of customer contacts
Plumber employees offer. She recently sent surveys to ended in no service call because customers were con-
customers to collect information about performance, fused by the diagnostic questions the order processors
and the data confirmed her fears. Although 60 per- asked and because the order processors did not have
cent of respondents said they were satisfied with their sufficient knowledge or skill to explain the situation.
experience and would use DrainFlow again, 40 percent That means fully one in four people who call DrainFlow
felt their experience was not good, and 30 percent said to hire a plumber are worse than dissatisfied: they aren’t
customers at all! The remaining 75 percent of calls that

CASE 2 Repairing Jobs That Fail to Satisfy 627

did end in a customer service encounter resulted in form, so they think we can answer all their questions.
other problems. Most of us don’t know any more about plumbing than
the caller. If they don’t use the terms on the survey, we
The most frequent complaints Lee found in the don’t understand what they’re talking about. A plumber
customer surveys were about response time and cost, would, but we’re not plumbers; we just take the calls.”
especially when the wrong person was sent to a job. A
plumber’s assistant cannot complete a more technically Customer service issues also involve the billing rep-
complicated job. The appointment has to be resched- resentatives. They are the ones who have to keep con-
uled, and the customer’s time and the staff’s time have tacting customers about payment. “It’s not my fault the
been wasted. The resulting delay often caused custom- wrong guy was sent,” says Elizabeth Monty. “If two guys
ers in these situations to decline further contact with went out, that’s two trips. If a plumber did the work,
DrainFlow—many of them decided to go with Light- you pay plumber rates. Some of these customers don’t
ning Plumber. get that I didn’t take their first call, and so I get yelled
at.” The billing representatives also complain that they
“When I arrive at a job I can’t take care of,” says see only the tail end of the process, so they don’t know
plumber’s assistant Jim Larson, “the customer gets what the original call entailed. The job is fairly imper-
ticked off. They thought they were getting a licensed sonal, and much of the work is recording customer
plumber, since they were calling for a plumber. Telling complaints. Remember—40 percent of customers
them they have to have someone else come out doesn’t aren’t satisfied, and it’s the billing representatives who
go over well.” take the brunt of their negative reactions on the phone.

On the other hand, when a plumber responds to As you can probably tell, all employees have to engage
a job easily handled by a plumber’s assistant, the cus- in emotional labor, as described in your textbook, and
tomer is still charged at the plumber’s higher pay rate. many lack the skills or personality traits to complete the
Licensed plumber Luis Berger also does not like being customer interaction component of their jobs. They
in the position of giving customers bad news. “If I get aren’t trained to provide customer service, and they see
called out to do something like snake a drain, the cus- their work mostly in technical, or mechanical, terms.
tomer isn’t expecting a hefty bill. I’m caught between Quite a few are actually anxious about speaking directly
a rock and a hard place—I don’t set the rates or make with customers. The office staff (order processors and
the appointments, but I’m the one who gets it from the billing representatives) realize customer service is part
customer.” Plumbers also resent being sent to do such of their job, but they also find dealing with negative
simple work. feedback from customers and co-workers taxing.

Susie McCarty is one of DrainFlow’s order proces- A couple of years ago a management consulting
sors. She’s frustrated too when the wrong person is sent company was hired to survey DrainFlow worker atti-
to a job but feels she and the other order processors are tudes. The results showed they were less satisfied than
doing the best they can. “We have a survey we’re sup- workers in other comparable jobs. The following table
posed to follow with the calls to find out what the prob- provides a breakdown of respondent satisfaction levels
lem is and who needs to take the job,” she explains. across a number of categories:
“The customers don’t know that we have a standard

  DrainFlow DrainFlow DrainFlow Average Average
Plumbers Office Workers
Plumber Assistants Office Workers Plumber 3.5

I am satisfied with the work 3.7 2.5 2.5 4.3 4.2
I am asked to do.
3.9
I am satisfied with my working 3.8 2.4 3.7 4.1
conditions. 3.4

I am satisfied with my 3.5 3.2 2.7 3.8
interactions with co-workers.

I am satisfied with my 2.5 2.3 2.2 3.5

interactions with my supervisor.

628 COMPREHENSIVE CASES

The information about average plumbers and aver- Your Assignment
age office workers is taken from the management con-
sulting company’s records of other companies. They Your task is to prepare a report for Lee on the poten-
aren’t exactly surprising, given some of the complaints tial effectiveness of her cash reward and structured-
DrainFlow employees have made. Top management is interview programs. Make certain it is in the form of
worried about these results, but they haven’t been able a professional business document that you’d actually
to formulate a solution. The traditional DrainFlow cul- give to an experienced manager at this level of a fairly
ture has been focused on cost containment, and the large corporation. Lee is very smart when it comes to
“soft stuff” like employee satisfaction hasn’t been a managing finances and running a plumbing business,
major issue. but she won’t necessarily know about the organizational
behavior principles you’re describing. Because any new
The Proposed Solution proposals must be passed through top management,
you should also address their concerns about cost con-
The company is in trouble, and as revenues shrink and tainment. You’ll need to make a strong evidence-based
the cost savings that were supposed to be achieved by financial case that changing the management style will
dividing up work fail to materialize, a change seems to benefit the company.
be in order.
When you write, make sure you touch on the follow-
Lee is proposing using cash rewards to improve per- ing points:
formance among employees. She thinks if employees
were paid based on work outcomes, they’d work harder 1. Although it’s clear employees are not especially sat-
to satisfy customers. Because it’s not easy to measure isfied with their work, do you think this is a reason
how satisfied people are with the initial call-in, Lee for concern? Does research suggest satisfied work-
would like to give the order processors a small reward ers are actually better at their jobs? Are any other be-
for every 20 calls successfully completed. For the hands- havioral outcomes associated with job satisfaction?
on work, she’d like to have each billing representative
collect information about customer satisfaction for 2. Using job characteristics theory, explain why the
each completed call. If no complaints are made and the present system of job design may be contributing
job is handled promptly, a moderate cash reward would to employee dissatisfaction. Describe some ways you
be given to the plumber or plumber’s assistant. If the could help employees feel more satisfied with their
customer indicates real satisfaction with the service, a work by redesigning their jobs.
larger cash reward would be provided.
3. Lee has a somewhat vague idea about how to imple-
Lee also wants to find people who are a better fit ment the cash rewards system. Describe some of the
with the company’s new goals. Current hiring procedure specific ways you would make the reward system
relies on unstructured interviews with each location’s work better, based on the case.
general manager, and little consistency is found in the
way these managers choose employees. Most lack train- 4. Explain the advantages and disadvantages of using
ing in customer service and organizational behavior. Lee financial incentives in a program of this nature.
thinks it would be better if hiring methods were standard- What, if any, potential problems might arise if peo-
ized across all branches in her region to help managers ple are given money for achieving customer satis-
identify recruits who can actually succeed in the job. faction goals? What other types of incentives might
be considered?

5. Create a specific plan to assess whether the reward
system is working. What are the dependent vari-
ables that should change if the system works? How
will you go about measuring success?

6. What types of hiring recommendations would you
make to find people better suited for these jobs?
Which Big Five personality traits would be useful
for the customer service responsibilities and emo-
tional labor?

CASE 3 Building a Coalition 629

CASE

3 Building a Coalition

Learning Goals measurement staff; the school system will provide class-
rooms and teaching staff.
Many of the most important organizational behavior
challenges require coordinating plans and goals among The first stage in bringing this new plan to fruition is
groups. This case describes a multiorganizational effort, the formation of an executive development team. This
but the same principles of accommodation and com- team will span multiple functional areas and establish
promise also apply when trying to work with multiple the operating plan for improving school performance.
divisions within a single organization. You’ll create a Its cross-organizational nature means representatives
blueprint for managing a complex development team’s from both the Woodson Foundation and the school
progress, steering team members away from negative district must participate. The National Coalition for
conflicts and toward productive discussion. You’ll also Parental Involvement in Education (NCPIE) is also
be asked to help create a new message for executives so going to be a major partner in the program, acting as a
they can lead effectively. representative for parents on behalf of the PTA.

Major Topic Areas Conflict and Agreement

● Group dynamics in the Development Team
● Maximizing team performance
● Organizational culture While it would be perfect if all the groups could work
● Integrative bargaining together easily to improve student outcomes, there is
little doubt some substantive conflicts will arise. Each
The Scenario group has its own interests, and in some cases these are
directly opposed to one another.
The Woodson Foundation, a large nonprofit social ser-
vice agency, is teaming up with the public school sys- School district representatives want to ensure the new
tem in Washington, D.C., to improve student outcomes. jobs will be unionized and will operate in a way consis-
There’s ample room for improvement. The schools tent with current school board policies. They are very
have problems with truancy, low student performance, concerned that if Woodson assumes too dominant a role,
and crime. New staff quickly burn out as their initial the school board won’t be able to control the operations
enthusiasm for helping students is blunted by the harsh of the new system. The complexity of the school system
realities they encounter in the classroom. Turnover has led to the development of a highly complex bureau-
among new teachers is very high, and many of the best cratic structure over time, and administrators want to
and brightest are the most likely to leave for schools make sure their policies and procedures will still hold
that aren’t as troubled. for teachers in these programs even outside the regular
school day. They also worry that jobs going into the new
The plan is to create an experimental after-school system will take funding from other school district jobs.
program that will combine the Woodson Foundation’s
skill in raising private money and coordinating com- Woodson, founded by entrepreneur Theodore
munity leaders with the educational expertise of school Woodson around 1910, still bears the hallmarks of its
staff. Ideally, the system will be financially self-sufficient, founder’s way of doing business. Woodson emphasized
which is important because less money is available for efficiency and experimentation in everything he did.
schools than in the past. After several months of nego- Many of the foundation’s charities have won awards
tiation, the leaders of the Woodson Foundation and for minimizing costs while still providing excellent ser-
the school system have agreed that the best course is to vices. Their focus on using hard data to measure perfor-
develop a new agency that will draw on resources from mance for all their initiatives is not consistent with the
both organizations. The Woodson foundation will pro- school district culture.
vide logistical support and program development and
Finally, the NCPIE is driven by a mission to in-
crease parental control. The organization believes that
when communities are able to drive their own educa-
tional methods, students and parents are better able to
achieve success together. The organization is strongly

630 COMPREHENSIVE CASES

committed to celebrating diversity along racial, gender, they know what’s best. The parents, at least, have more
ethnic, and disability status categories. Its members are of a stake in this.”
most interested in the process by which changes are
made, ensuring everyone has the ability to weigh in. “The most important thing is the kids,” says
second-year teacher Ari Kaufman. He is well liked by his
Some demographic diversity issues complicate the students but doesn’t get along well with other faculty
team’s situation. Most of the students served by the members. He’s seen as a “squeaky wheel.” “The schools
Washington, D.C., school district are African Ameri- need change so badly. And how did they get this way?
can, along with large populations of Caucasians and From too little outside involvement.”
Hispanics. The NCPIE makeup generally matches the
demographic diversity of the areas served by the public Community organizer Mason Dupree doesn’t like
schools. The Woodson foundation, based in northern the level of bureaucracy either. He worries that the
Virginia, is predominantly staffed by Caucasian profes- school’s answer to its problems is to throw more money
sionals. There is some concern with the idea that a new at them. “I know these kids. I grew up in these neighbor-
group that does not understand the demographic con- hoods. My parents knew every single teacher I had. The
cerns of the community will be so involved in a major schools wanted our involvement then. Now all they want
change in educational administration. The leadership is our money. And I wouldn’t mind giving it to them if I
of the new program will have to be able to present an thought it would be used responsibly, not spent on raises
effective message for generating enthusiasm for the for people who haven’t shown they can get the job done.”
program across diverse stakeholder groups.
Meredith Watson, with the Woodson Foundation,
Although the groups differ in important ways, it’s also agrees the schools have become less focused on the
worth considering what they have in common. All are families. A former teacher, she left the field of educa-
interested in meeting the needs of students. All would tion after being in the classroom for 6 years. “There is
like to increase student learning. The school system does so much waste in the system,” she complains. “Jobs are
benefit from anything that increases student test scores. unnecessarily duplicated, change processes are need-
And the Woodson Foundation and NCPIE are united in lessly convoluted. Unless you’re an insider already,
their desire to see more parents engaged in the system. you can’t get anything done. These parents want to be
involved. They know their kids best.”
Candidates for the
Development Team Unlike her NCPIE colleagues, Candace Sharpe
thinks the schools are doing the best they can. She is
The development team will consist of three individuals— a county social worker, relatively new to the D.C. area.
HR representatives from the Woodson Foundation, the “Parents say they want to be involved but then don’t fol-
schools, and the NCPIE—who have prepared the fol- low through. We need to step it up, we need to lead the
lowing list of potential candidates for consideration. way. Lasting change doesn’t come from the outside, it
comes from the home.”
Victoria Adams is the superintendent of schools for
Washington, D.C. She spearheaded the initial commu- Victor Martinez has been at the Woodson Founda-
nication with the Woodson Foundation and has been tion for 10 years, starting as an intern straight out of col-
building support among teachers and principals. She lege. “It’s sometimes hard to see a situation when you’re
thinks the schools and the foundation need to have in the thick of it,” he explains. “Nobody likes to be told
larger roles than the parents and communities. “Of they’re doing something wrong, but sometimes it has to
course we want their involvement and support, but be said. We all know there are flaws in the system. We
as the professionals, we should have more say when can’t keep the status quo. It just isn’t cutting it.”
it comes to making decisions and implementing pro-
grams. We don’t want to shut anyone out, but we have Strategies for
to be realistic about what the parents can do.” the Program Team

Duane Hardy has been a principal in the Washing- Once the basic membership and principles for the de-
ton area for more than 15 years. He also thinks the velopment team have been established, the program
schools should have the most power. “We’re the ones team would also like to develop a handbook for those
who work with these kids every day. I’ve watched class who will be running the new program. Ideally, this set of
sizes get bigger, and scores and graduation rates go principles can help train new leaders to create an inspi-
down. Yes, we need to fix this, but these outside groups rational message that will facilitate success. The actual
can’t understand the limitations we’re dealing with. We content of the program and the nature of the message
have the community, the politicians, the taxpayers— will be hammered out by the development team, but it
everyone watching what we’re doing, everyone thinking is still possible to generate some overriding principles
for the program team in advance of these decisions.

CASE 4 Boundaryless Organizations 631

Your Assignment the research on groups and teams in the textbook
to defend your choices.
The Woodson Foundation, the NCPIE, and the schools 3. Using principles from the chapters on groups and
have asked you to provide some information about how teams, describe how you will advise the team to
to form teams effectively. They would like your response manage conflict effectively.
to explain what should be done at each step of the way, 4. Describe how integrative negotiation strategies
from the selection of appropriate team members to set- might achieve joint goals for the development team.
ting group priorities and goals, setting deadlines, and
describing effective methods for resolving conflicts that The following points should help you form a mes-
arise. After this, they’d like you to prepare a brief set of sage for the program team:
principles for leaders of the newly established program.
That means you will have two audiences: the develop- 1. Leaders of the new combined organization should
ment team, which will receive one report on how it can have a good idea of the culture of the school dis-
effectively design the program, and the program team, trict, the NCPIE, and the Woodson Foundation be-
which will receive one report on how it can effectively cause they will need to manage relationships with
lead the new program. all three groups on an ongoing basis. How would
you describe the culture of these various stake-
The following points should help you form a com- holder organizations? Use concepts from the chap-
prehensive message for the development team: ter on organizational culture to describe how they
differ and how they are similar.
1. The development team will be more effective if
members have some idea about how groups and 2. Consider how leaders of the new program can gen-
teams typically operate. Review the dominant per- erate a transformational message and encourage
spectives on team formation and performance from employee and parent trust. Using material from the
the chapters in the book for the committee so it can chapter on leadership, describe how you would ad-
know what to expect. vise leaders to accomplish these ends.

2. Given the profiles of candidates for the develop- 3. Given the potential for demographic fault lines in
ment team, provide suggestions for who would negotiating these changes, what would you advise
likely be a good group member and who might be as a strategy for managing diversity issues for pro-
less effective in this situation. Be sure you are using gram leaders?

CASE

4 Boundaryless Organizations

Learning Goals ● Organizational culture
● Human resources
The multinational organization is an increasingly com- ● Organizational socialization
mon and important part of the economy. This case
takes you into the world of a cutting-edge music soft- The Scenario
ware business seeking success across three very differ-
ent national and organizational cultures. Its managers Newskool Grooves is a transnational company develop-
need to make important decisions about how to struc- ing music software. The software is used to compose
ture work processes so employees can be satisfied and music, play recordings in clubs, and produce albums.
productive doing very different tasks. Founder and CEO Gerd Finger is, understandably, the
company’s biggest fan. “I started this company from
Major Topic Areas nothing, from just me, my ideas, and my computer. I
love music—love playing music, love writing programs
● Organizational structure and boundaryless for making music, love listening to music—and the
organizations money is nice, too.” Gerd says he never wanted to work

632 COMPREHENSIVE CASES

for someone else, to give away his ideas and let someone that incorporate its computer technology. Making this
else profit from them. He wanted to keep control over massive market change might be challenging for some
them, and their image. “Newskool Grooves is always companies, but for an organization that reinvents itself
ahead of the pack. In this business, if you can’t keep up, every 2 or 3 years like Newskool does, the bigger fight is
you’re out. And we are the company everyone else must a constant war against stagnation and rigidity.
keep up with. Everyone knows when they get something
from us, they’re getting only the best and the newest.” The organization has a very decentralized culture.
With only 115 employees, the original management
The company headquarters are in Berlin, the nerve philosophy of allowing all employees to participate in
center for the organization, where new products are de- decision making and innovation is still the lifeblood
veloped and the organizational strategy is established. of the company’s culture. One developer notes, “At
Newskool outsources a great deal of its coding work to Newskool, they want you to be part of the process. If
programmers in Kiev, Ukraine. Its marketing efforts you are a person who wants to do what you’re told at
are increasingly based in its Los Angeles offices. This work, you’re in trouble. Most times, they can’t tell you
division of labor is at least partially based on technical what they want you to do next—they don’t even know
expertise and cost issues. The German team excels at what comes next! That’s why they hire employees who
design and production tasks. Because most of News- are creative, people who can try to make the next thing
kool’s customers are English speakers, the Los Angeles happen. It’s challenging, but a lot of us think it’s very
office has been the best group to write ads and market much an exciting environment.”
products. The Kiev offices are filled with outstanding
programmers who don’t require the very high rates of The Boundaryless
compensation you’d find in German or U.S. offices. Environment
The combination of high-tech software, rapid reorgani-
zation, and outsourcing makes Newskool the very defi- Because so much of the work can be performed on
nition of a boundaryless organization. computers, Gerd decided early to allow employees to
work outside the office. The senior management in Ber-
Gerd also makes the final decision on hiring every lin and Los Angeles are both quite happy with this ar-
employee for the company and places a heavy empha- rangement. Because some marketing work does require
sis on independent work styles. “Why would I want to face-to-face contact, the Los Angeles office has weekly
put my company in the hands of people I can’t count in-person meetings. Employees who like Newskool are
on?” he asks with a laugh. “They have to believe in what happiest when they can work through the night and
we’re doing here, really understand our direction and sleep most of the day, firing up their computers to get
be able to go with it. I’m not the babysitter, I’m not the work done at the drop of a hat. Project discussions often
school master handing out homework. School time is happen via social networking on the company’s intranet.
over. This is the real world.”
The Kiev offices have been less eager to work with
The Work Culture the boundaryless model. Managers say their computer
programmers find working with so little structure
Employees want to work at this company because it’s rather uncomfortable. They are more used to the idea
cutting edge. Newskool’s software is used by a number of a strong leadership structure and well-defined work
of dance musicians and DJs, who have been the firm’s processes.
core market, seeing it as a relatively expensive but very
high-quality and innovative brand. Whenever the rest “When I started,” says one manager, “Gerd said get-
of the market for music software goes in one direction, ting in touch with him would be no problem, getting
it seems like Newskool heads in a completely different in touch with L.A. would be no problem. We’re small,
direction in an effort to keep itself separate from the we’re family, he said. Well, it is a problem. When I call
pack. This strategy has tended to pay off. While com- L.A., they say to wait until their meeting day. I can’t al-
petitors develop similar products and therefore need ways wait until they decide to get together. I call Gerd—
to continually lower their prices to compete with one he says, ‘Figure it out.’ Then when I do, he says it isn’t
another, Newskool has kept revenues high by creating right and we have to start again. If he just told me in the
completely new types of products that don’t face this first place, we would have done it.”
type of price competition.
Some recent events have also shaken up the com-
Unfortunately, computer piracy has eroded News- pany’s usual way of doing business. Developers in the
kool’s ability to make money with just software-based corporate offices had a major communications break-
music tools, and it has had to move into the production down about their hardware DJ controller, which re-
of hardware, such as drum machines and amplifiers quired many hours of discussion to resolve. It seems

CASE 4 Boundaryless Organizations 633

that people who seldom met face to face had all made challenges of so many workers heading in so many dif-
progress—but had moved in opposite directions! To ferent directions. You will need to prepare a report for
test and design the company’s hardware products, em- the company’s executive committee. Your report should
ployees apparently need to do more than send each read like a proposal to a corporate executive who has a
other code; sometimes they need to collaborate face great deal of knowledge about the technical aspects of
to face. Some spirited disagreements have been voiced his company but might not have much knowledge of
within the organization about how to move forward in organizational behavior.
this new environment.
When you write, make sure you touch on the follow-
The offices are experiencing additional difficul- ing points:
ties. Since the shift to newer products, Sandra Pelham
in the Los Angeles office has been more critical of the 1. Identify some of the problems likely to occur
company. “With the software, we were more limited in a boundaryless organization like Newskool
in the kinds of advertising media we could access. So Grooves. What are the advantages of boundaryless
now, with the hardware—real instruments—we finally organizations?
thought, ‘All right, this is something we can work with!’
We had a whole slate of musicians and DJs and produc- 2. Consider some of the cultural issues that will affect
ers to contact for endorsements, but Gerd said, ‘No a company operating in such different parts of the
way.’ He didn’t want customers who only cared that a world and whose employees may not be representa-
celebrity liked us. He scrapped the whole campaign. tive of the national cultures of each country. Are
He says we’re all about creativity and doing our own the conflicts you observe a function of the different
thing—until we don’t want to do things his way.” types of work people have to perform?

Although the organization is not without problems, 3. Based on what you know about motivation and per-
there is little question Newskool has been a standout sonality, what types of people are likely to be sat-
success in the computer music software industry. While isfied in each area of the company? Use concepts
many are shuttering their operations, Newskool is using from job characteristics theory and the emerging
its market power to push forward the next generation of social relationships perspective on work to describe
electronic music-making tools. As Gerd Finger puts it, what might need to change to increase employee
“Once the rest of the industry has gotten together and satisfaction in all areas.
figured out how they’re all going to cope with change,
they’ll look around and see that we’re already three 4. What types of human resources practices need to
miles ahead of them down the road to the future.” be implemented in this sort of organization? What
principles of selection and hiring are likely to be
Your Assignment effective? Which Big Five traits and abilities might
Newskool supervisors want to use for selection?
Gerd has asked for your advice on how to keep his
organization successful. He wants to have some sort 5. What kind of performance measures might you
of benchmark for how other boundaryless organiza- want to see for each office?
tions in the tech sector stay competitive despite the
6. How can the company establish a socialization pro-
gram that will maximize employee creativity and
independence? Do employees in all its locations
need equal levels of creativity?

634 COMPREHENSIVE CASES

CASE

5 The Stress of Caring

Learning Goals The pressure for growth is one significant challenge,
but it’s not the only one. The nursing home industry has
One of the most consistent changes in the structure come under increasing government scrutiny following
of work over the past few decades has been a shift investigations that turned up widespread patient abuse
from a manufacturing economy to a service economy. and billing fraud. Parkway has always had outstanding
More workers are now engaged in jobs that include patient care, and no substantiated claim of abuse or ne-
providing care and assistance, especially in education glect in any of its homes has ever been made, but the
and medicine. This work is satisfying for some people, need for increased documentation will still affect the
but it can also be highly stressful. In the following sce- company. As the federal government tries to trim Medi-
nario, consider how a company in the nursing care care expenses, Parkway may face a reduction in funding.
industry is responding to the challenges of the new
environment. The Problem

Major Topic Areas As growth has continued, Parkway has remained com-
mitted to providing dignity and health to all residents
● Stress in its facilities. The board of directors wants to see re-
● Organizational change newed commitment to the firm’s mission and core
● Emotions values, not a diffusion of its culture. Its members are
● Leadership worried there might be problems to address. Interviews
with employees suggest there’s plenty to worry about.
The Scenario
Shift leader Maxine Vernon has been with Parkway
Parkway Nursing Care is an organization facing a mas- for 15 years. “Now that the government keeps a closer
sive change. The company was founded in 1972 with eye on our staffing levels, I’ve seen management do
just two nursing homes in Phoenix, Arizona. The com- what it can to keep positions filled, and I don’t always
pany was very successful, and throughout the 1980s it agree with who is hired. Some of the basic job skills can
continued to turn a consistent profit while slowly ac- be taught, sure, but how to care for our patients—a lot
quiring or building 30 more units. This low-profile ap- of these new kids just don’t pick up on that.”
proach changed forever in 1993 when venture capitalist
Robert Quine decided to make a major investment in “The problem isn’t with staff—it’s with Parkway’s fo-
expanding Parkway in return for a portion of its profits cus on filling the beds,” says nurse’s aide Bobby Reed.
over the coming years. The number of nursing homes “When I started here, Parkway’s reputation was still
exploded, and Parkway was operating 180 homes by the about the service. Now it’s about numbers. No one is in-
year 2000. tentionally negligent—there just are too many patients
to see.”
The company now has 220 facilities in the south-
western United States, with an average of 115 beds per A recent college graduate with a B.A. in psychol-
facility and a total of nearly 30,000 employees. In ad- ogy, Dalton Manetti is more stressed than he expected
dition to health care facilities, it also provides skilled he would be. “These aren’t the sweet grannies you
in-home nursing care. Parkway is seen as one of the best see in the movies. Our patients are demanding. They
care facilities in the region, and it has won numerous complain about everything, even about being called
awards for its achievements in the field. patients, probably because most of them think they
shouldn’t be here in the first place. A lot of times, their
As members of the Baby Boom generation become gripes amount to nothing, but we have to log them in
senior citizens, the need for skilled care will only in- anyway.”
crease. Parkway wants to make sure it is in a good
position to meet this growing need. This means the Carmen Frank has been with Parkway almost a year
company must continue expanding rapidly. and is already considering finding a new job. “I knew
there were going to be physical parts to this job, and
I thought I’d be able to handle that. It’s not like I was
looking for a desk job, you know? I go home after every

CASE 5 The Stress of Caring 635

Year Patients Injuries per Incidents Certified Absences Other Absence Turnover
2000 21,200 Staff Member per Patient per Staff per Staff Rate
2001 22,300 3.32 4.98 4.55 3.14 0.31
2002 22,600 3.97 5.37 5.09 3.31 0.29
2003 23,100 4.87 5.92 4.71 3.47 0.28
2004 23,300 4.10 6.36 5.11 3.61 0.35
2005 23,450 4.21 6.87 5.66 4.03 0.31
2006 23,600 5.03 7.36 5.33 3.45 0.28
2007 24,500 5.84 7.88 5.28 4.24 0.36
2008 24,100 5.62 8.35 5.86 4.06 0.33
2009 25,300 7.12 8.84 5.63 3.89 0.35
6.95 9.34 6.11 4.28 0.35

shift with aches all over—my back, my arms, my legs. chapter on organizational change explains, AI proce-
I’ve never had to take so much time off from a job be- dures systematically collect employee input and then
cause I hurt. And then when I come back, I feel like the use this information to create a change message every-
rest of the staff thinks I’m weak.” one can support. The human resources department
conducted focus groups, asking employees to describe
“I started working here right out of high school be- some of their concerns and suggestions for the future.
cause it was the best-paid of the jobs I could get,” says The focus groups highlighted a number of suggestions,
Niecey Wilson. “I had no idea what I was getting myself although they don’t all suggest movement in the same
into. Now I really like my job. Next year I’m going to direction.
start taking some night classes so I can move into an-
other position. But some of the staff just think of this Many suggestions concerned schedule flexibility.
as any other job. They don’t see the patients as people, One representative comment was this: “Most of the
more like inventory. If they want to work with inven- stress on this job comes because we can’t take time off
tory, they should get a job in retail.” when we need it. The LPNs [licensed practical nurses,
who do much of the care] and orderlies can’t take
Last month, the company’s human resources de- time off when they need to, but a lot of them are single
partment pulled the following information from its parents or primary caregivers for their own children.
records at the request of the board of directors. The When they have to leave for child care responsibilities,
numbers provide some quantitative support for the the work suffers and there’s no contingency plan to
concerns voiced by staff. help smooth things over. Then everyone who is left has
to work extra hard. The person who takes time off feels
Injuries to staff occur mostly because of back strain guilty, and there can be fights over taking time off. If we
from lifting patients. Patient incidents reflect injuries had some way of covering these emergency absences,
due to slips, falls, medication errors, or other accidents. we’d all be a lot happier, and I think the care would be
Certified absences are days off from work due to medi- a lot better.”
cally verified illnesses or injuries. Other absences are
days missed that are not due to injuries or illnesses; Other suggestions proposed a better method for
these are excused absences (unexcused absences are communicating information across shifts. Most of the
grounds for immediate firing). documentation for shift work is done in large spiral
notebooks. When a new shift begins, staff members say
Using Organizational they don’t have much time to check on what happened
Development to Combat in the previous shift. Some younger caregivers would
Stress and Improve like to have a method that lets them document patient
Performance outcomes electronically because they type faster than
they can write. The older caregivers are more commit-
The company wants to use such organizational devel- ted to the paper-based process, in part because they
opment methods as appreciative inquiry (AI) to cre- think switching systems would require a lot of work.
ate change and reenergize its sense of mission. As the (Government regulations on health care reporting re-
quire that any documentation be made in a form that
cannot be altered after the fact, to prevent covering up

636 COMPREHENSIVE CASES

abuse, so specialized software systems must be used for 1. What do the data on employee injuries, incidents,
electronic documentation.) absences, and turnover suggest to you? Is there rea-
son for concern about the company’s direction?
Finally, the nursing care staff believes its perspec-
tives on patient care are seldom given an appropriate 2. The company is going to be making some signifi-
hearing. “We’re the ones who are with the patients cant changes based on the AI process, and most
most of the time, but when it comes to doing this the change efforts are associated with resistance. What
right way, our point of view gets lost. We really could are the most common forms of resistance, and
save a lot of money by eliminating some of these un- which would you expect to see at Parkway?
necessary routines and programs, but it’s something
management always just says it will consider.” Staff 3. Given the board of directors’ desire to reenergize
members seem to want some way to provide sugges- the workforce, what advice would you provide for
tions for improvement, but it isn’t clear what method creating a leadership strategy? What leader behav-
they would prefer. iors should nursing home directors and nurse su-
pervisors demonstrate?
Your Assignment
4. What are the major sources of job stress at Parkway?
Parkway has taken some initial steps toward a new direc- What does the research on employee stress suggest
tion, but clearly it has a lot of work left to do. You’ve you should do to help minimize the experience of
been brought in as a change management consultant psychological strain for employees? Create a plan
to help the company change its culture and respond for how to reduce stress among employees.
to the stress that employees experience. Remember to
create your report as if for the leadership of a major 5. Based on the information collected in the focus
corporation. groups, design a survey to hand out to employees.
What sort of data should the survey gather? What
When you write your recommendations, make sure types of data analysis methods would you like to em-
you touch on the following points: ploy for these data?

Indexes

Name Index Almeida, J. G., 612n Arnold, T. J., 509n
Almond, S., 66n Arnst, C., 191n
References followed by b indicate boxes; Almor, T., 509n Arrington, K., 267n
e, exhibits; f, figure; n, notes Alsop, R., 36n Arthur, M. B., 404n
Alutto, J. A., 613n Arthur, W., 539n
A Amabile, T. M., 199n Arthur, W., Jr., 162n, 332n
Amanatullah, E. T., 477n Arum, R., 230n
A. T. Kearney, 519 Amankwah-Amoah, J., 328n Arvey, R. D., 159n, 508n
Abelson, M., 336n Amarel, D., 614n Aryee, S., 267n, 407n, 442n
Abosch, K. S., 268n Ambady, N., 65n, 125n, 127n, 128n Asch, S. E., 196n, 303n
Abrams, D., 302n Ambrose, M. L., 235n, 509n, 541n Asch, Solomon, 282, 293
Abramson, L. Y., 195n, 198n Amburgey, T. L., 509n Ash, Mary Kay, 379
Ackerman, P. L., 234n Ames, D. R., 161n, 401n, 476n Ashford, J., 36n
Ackman, William, 448f Amis, J., 612n Ashford, S. J., 365n, 611n
Acton, Lord, 436b Amstad, F. T., 303n Ashforth, B. E., 125n, 126n, 129n, 302n,
Adair, W. L., 365n, 477n Anand, G., 573n
Adam, H., 467n Anand, N., 508n 365n, 442n
Adams, G. A., 572n Anand, R., 67n Ashkanasy, N. M., 111e, 125n, 127n,
Adams, G. L., 441n, 443n Anand, V., 365n
Adams, J. S., 235n Andersen, I., 614n 162n, 401n
Adams, J. Stacy, 220 Andersen, J. A., 197n Ashkenas, R., 508n
Addae, H. M., 614n Anderson, C., 441n, 475n, 477n, 509n Ashmos, D. P., 267n, 541n
Addison, J. T., 268n Anderson, N., 65n, 66n, 129n, 163n, Aspinwall, L. G., 126n
Adegbesan, J. A., 508n Aspinwall, Lisa, 534b
Aditya, R. N., 402n, 403n, 404n 266n, 363n, 403n, 571n, 572n, Atkinson, J. W., 233n
Adkins, B., 163n 612n, 613n Atwater, L., 234n, 402n
Adler, N., 365n Andersson, L. M., 303n Atwater, L. E., 196n, 235n, 408n, 574n
Adler, N. J., 199n Ando, J., 160n Au, W., 515n
Agle, B. R., 408n Andrews, J. P., 403n Audia, P. G., 611n, 612n
Agnvall, E., 364n Andrews, M., 615n Augier, M., 197n
Aguinis, H., 329n, 573n Andrews, M. C., 441n, 442n Austin, N., 35n
Aguirre, F., 35n Andrews, S., 412n Austin, S., 614n
Ahearne, M., 304n, 402n Ang, S., 378n, 401n, 574n Autio, E., 612n
Ahlburg, D., 93n Angell, L. C., 331n Avallone, F., 612n
Ahlfinger, N. Richardson, 305n Ansberry, C., 266n Avery, D. R., 65n, 66n, 67n, 302n
Ahmad, A. S., 66n Anstey, K. J., 65n Avolio, B. J., 92n, 233n, 404n, 405n,
Aiken, M., 509n Anthony, S. D., 507n
Ailon, G., 162n Anthony, W. P., 442n 406n, 408n, 409n
Aime, F., 330n Antonakis, J., 401n Awamleh, R., 403n
AirAsia, 347f, 532 Applebaum, E., 267n Awong, T., 210n
Ajzen, I., 92n Applebaum, S. H., 283e Axelrod, J., 262n
Akerlof, G. A., 198n Aquino, K., 423n Axtell, R. E., 365n
Akst, D., 402n Aranya, N., 509n Aycan, Z., 93n, 236n, 267n
Albarracín, D., 92n, 197n Arbaugh, J. B., 573n Ayman, R., 402n
Aleandri, Emelise, 232 Ardena, R., 181n Azar, B., 534n
Alge, B. J., 364n Ardichvili, A., 37n, 541n
Algesheimer, R. L., 291n Argyris, C., 613n B
Allen, D., 330n Ariely, D., 36n
Allen, D. G., 615n Arita, E., 268n Baas, M., 128n, 199n
Allen, N. J., 129n, 331n Arkani, S., 87n Babcock, L., 476n, 477n
Allen, P., 538n Armeli, S., 93n Babkoff, H., 126n
Allen, T. D., 266n, 407n, 408n, 614n Armenakis, A. A., 305n, 330n Bacdayan, P., 573n
Allen, W. R., 573n Armour, S., 37n, 574n, 611n, 613n Bacharach, S. B., 441n
Alliger, G. M., 402n, 408n, 573n Arnau, R. C., 159n Bachiochi, P. D., 93n
Allison, M., 363n Arnold, D., 541n Bachrach, D. G., 94n, 406n, 442n
Allouf, M., 442n Arnold, J., 475n Backstrom, I., 35n
Alloy, L. B., 128n Arnold, J. A., 129n Badal, J., 440n
Allport, G. W., 159n Arnold, T., 613n, 615n Bader, P., 408n
Allport, Gordon, 133 Baer, M., 160n
Bagsby, P. G., 128n
Bailey, D. E., 330n, 476n

637

638 INDEXES Bashshur, M. R., 539n Benoit, A., 471n
Bass, B. M., 404n, 408n, 409n, 440n Bentein, K., 93n, 94n, 540n
Bailey, J., 94n, 197n Basuil, D., 496n Benz, M., 81e, 93n
Bailey, W., 37n Bateman, T. S., 161n Ben-Ze’ev, A., 126n
Bailyn, L., 574n Bates, J., 508n Berdahl, J. L., 423n
Baker, Avery, 90 Batey, M., 160n Berg, J. M., 92n
Baker, P., 308n Battistelle, R. A. G., 54b Berger, J., 303n
Baker, R., 610n Bauer, C. C., 305n Bergman, M. E., 441n, 539n
Baker, W. F., 157, 158n Bauer, T. N., 403n, 540n Bergmann, T. J., 475n, 508n
Bakker, A. B., 233n, 572n, 615n Baughman, K., 509n Berkowitz, L., 195n, 235n
Bakker, P., 572n Baughn, C., 185n Berlo, D. K., 363n
Baldwin, T. T., 65n, 365n Baum, J. R., 405n Bernard, D. S., 269n
Balkundi, P., 330n Baumann, M. R., 305n Bernerth, J. B., 332n
Ball, Arie, 567b Baumeister, R. F., 392n Bernstein, E., 362n
Ballinger, G. A., 364n Baxter, Steve, 530f Berry, C. M., 159n, 303n, 572n
Balloun, J. L., 37n Baynton, D., 573n Berson, Y., 404n, 405n
Ball-Rokeach, S. J., 161n Bayo-Moriones, A., 269n, 420n Bertua, C., 66n, 571n
Baltes, B. B., 266n, 305n Bazerman, M., 234n Bess, L., 159n
Balthazard, P., 160n, 404n Bazerman, M. H., 193n, 194n, 197n, Beus, J. M., 539n
Balzer, W. K., 93n Beyer, D., 473n
Bamberger, P., 303n 258n, 476n, 477n Beyer, J. M., 196n
Bamberger, P. A., 330n Bazerman, Max, 258b Bezos, Jeff, 580f
Banaji, M., 126n Beal, D. J., 127n, 304n Bezuijen, X. M., 197n
Banaji, M. R., 128n Beard, D. W., 509n Bhalla, A., 489n
Bandelli, A. C., 160n Beccalli, N., 405n Bhappu, A. D., 476n
Bandura, A., 235n Bechara, A., 127n, 129n Bhatia, P., 92n, 405n
Bandura, Albert, 216–217 Becherer, R. C., 161n Bhawe, N. M., 196n
Banks, W. C., 303n Bechger, T. M., 196n Bhidé, A., 194n
Bannister, B. D., 402n Bechky, B. A., 365n Bhidé, Amar, 194
Barbarian, J., 573n Becht, B., 489n Bianco, Janet, 421
Barber, L. K., 128n Becker, A., 573n Bieser, M., 305n
Barber, N., 66n Becker, B., 571n Bigley, G., 235n, 236n
Barbuto, J. E., Jr., 609n Becker, D. V., 127n Bilotta, J. G., 302n
Barclays, 38 Becker, T. E., 233n, 403n bin Laden, Osama, 306
Barden, J., 365n Becker, W. S., 237n Bing, M. N., 541n
Bardes, M., 37n, 406n, 541n Beckham, David, 323 Binnewies, C., 601n, 615n
Bardi, A., 161n Beckhard, R., 540n Binney, E., 364n
Barge, J. K., 612n Beckman, C., 125n Binns, A., 439n
Barker, B., 37n Bedeian, A. G., 129n, 236n, 305n Birdi, K., 571n
Barker, P. B., 129n Beehr, T. A., 162n, 540n Birger, J., 400
Barlcay, L. J., 236n Beem, A. L., 614n Birkeland, S. A., 159n
Barling, J., 37n, 93n, 304n, 405n, Beersma, B., 320n, 477n Birkinshaw, J., 611n
Begley, S., 63n, 194n Biron, M., 303n
406n, 409n Behfar, K. J., 332n, 475n, 476n Birtch, T., 236n
Barnes-Farrell, J. L., 267n Behson, S. J., 266n Birtch, T. A., 196n, 558n, 574n
Baron, H., 572n Beimel, S., 403n, 404n Bischoff, S. J., 196n
Bar-On, R., 127n Belau, L., 331n Bishop, V., 264n
Baron, R. A., 197n, 441n, 475n Belfield, C. R., 268n Bixby, M. B., 185n
Baron, R. S., 305n Belkin, L. Y., 365n Bizer, G. Y., 365n
Barr, Anthony J., 68 Bell, Alexander Graham, 189 Bizjak, J., 231
Barrett, F., 612n Bell, B. S., 66n, 573n Black, M. M., 65n
Barrett, L. F., 127n Bell, J., 198n Blackmon, K., 365n
Barrick, M. R., 66n, 92n, 159n, 330n, Bell, S. T., 67n, 162n, 302n, 314n, Blackwell, K. C., 127n
Blader, S. L., 94n
331n, 405n, 571n, 572n 331n, 332n Blair, C. A., 92n, 94n
Barringer, M. W., 269n Belohlav, J. A., 66n, 302n, 314n Blair, E. S., 234n
Barron, F. X., 199n Benbow, C. P., 199n Blank, H., 408n
Barry, B., 476n, 477n Benedict, C., 232n Blankenship, K. L., 364n
Barsade, S. G., 125n, 128n Bennett, N., 304n Blasi, J., 269n
Barsness, Z. I., 267n, 443n Bennett, R. J., 129n, 303n Blass, F. R., 440n
Bartol, K. M., 269n, 330n, 405n Bennett, W., 573n, 574n
Bartram, D., 36n Bennis, W., 403n
Bartz, Carol, 375f
Basch, J., 127n

INDEXES 639

Blau, G. J., 92n Bowen, F., 365n Brown, D., 269n, 615n
Blau, K., 398n Bowler, W. M., 442n Brown, D. J., 92n, 161n
Blau, P. M., 509n Bowles, H. R., 476n, 477n Brown, E. R., 61n
Blickle, G., 440n Bowman, K., 93n Brown, J. D., 196n
Bliese, P. D., 571n, 612n Boyar, S. L., 162n, 575n Brown, K. G., 36n, 235n, 473n,
Bligh, M. C., 408n Boyatzis, R. E., 233n
Bliss-Moreau, E., 127n Boyd, C., 423n 475n, 573n
Blonk, R. W. B., 615n Bozeman, B., 408n Brown, M., 406n
Blue, L., 615n Bozeman, D. P., 441n, 442n Brown, M. E., 406n, 541n
Bluedorn, A. C., 509n Bozionelos, N., 408n Brown, P., 480n
Blum, T. C., 199n Bracken, D., 70n Brown, P. D., 197n
Blume, B. D., 365n Bracker, J. S., 233n Brown, T. J., 539n
Boal, K. R., 92n Bradley, B. H., 405n, 473n, 475n Brown-Radford, J. A., 405n
Boatwright, K. J., 402n Bradley, J. C., 129n, 571n Bruch, H., 65n, 303n
Bobko, P., 65n, 572n Bradlow, E. T., 407n Brunner, E., 614n
Bock, Laszio, 366 Brady, D., 36n, 157, 158n, 364n, 409n Bruursema, K., 95n
Bock, W., 540n Brady, M. P., 305n Bryant, A., 362n, 366n, 503n, 512n
Bode, N., 441n Brafman, O., 272n Bryant, F. B., 198n
Bodensteiner, W. D., 509n Brafman, R., 272n Bryant, P., 198n
Bodie, N. L., 185n Brandt, R. L., 366n Brymer, R. A., 128n
Bodinson, G., 329n Brannick, M. T., 159n Brynaert, Didier, 528–529
Bodner, T., 540n, 574n Branson, Holly, 134f Bryon, K., 363n
Boehm, S. A., 65n Branson, Richard, 134f, 369, 382, Buchanan, D. A., 441n
Boerner, S., 404n Buchanan, M. A., 185n
Bogan, S., 439n 398, 519 Buchanan, N. T., 614n
Bogg, T., 160n Branzei, O., 440n Buchko, A. A., 269n
Boje, D. M., 540n Brass, D. J., 161n, 302n Buckley, M. R., 67n, 405n
Bolger, N., 204n, 614n Bratko, D., 128n Budhwar, P. S., 442n
Bolino, M. C., 67n, 234n, 236n, Bratton, V. K., 442n Buffardi, L. C., 37n
Brauer, M., 305n Buffett, Warren, 436b, 503b
432n, 442n Bravo, J., 407n Bühner, M., 572n
Bolman, L., 437n Brazil, D. M., 403n Bulger, C. A., 575n
Bomers, G. B. J., 454n Brechan, I., 197n Bulkeley, W. M., 508n
Bommer, W., 36n Breckler, S. J., 92n Bültmann, U., 614n
Bommer, W. H., 403n Brett, J., 475n, 477n Bunce, D., 93n, 266n
Bond, F. W., 93n, 266n Brett, J. F., 574n Bunch, R., 329n
Bond, M. H., 162n, 443n, 515n Brett, J. M., 36n, 365n, 477n Burack, E. H., 541n
Bond, R., 303n Breugelmans, S. M., 126n Burgess, M., 233n
Bonett, D. G., 92n Bridoux, F., 267n Burke, C., 204n
Bonner, B. L., 305n Bridwell, L. G., 232n Burke, C. S., 332n
Bono, J. E., 94n, 129n, 160n, 233n, 234n, Brief, A. P., 539n Burke, D., 158n, 400, 611n
Briggs, A. L., 331n Burke, L. A., 197n, 573n
383e, 401n, 405n Briggs, T. E., 266n Burke, M., 572n
Boomsma, D. I., 614n Brin, Sergey, 503b Burke, M. J., 304n
Boraas, S., 64n Briñol, P., 364n, 365n, 440n Burke, R. J., 574n, 614n
Borders, 579 Brion, S., 611n, 612n Burnett, D. D., 163n
Bordia, P., 302n Broadwater, Gene, 212 Burnham, D. H., 233n
Borg, M. R., 305n Brockner, J., 267n Burns, G. N., 268n
Borman, W. C., 160n, 574n Brockway, J. H., 198n Burns, J. M., 406n
Boroditsky, L., 171n Brodbeck, F. C., 305n Burns, L. R., 508n
Borre, Karen, 122b Broersen, J. P. J., 615n Burns, M., 230n
Borritz, M., 614n Brookbank, Renee, 337f Burns, T., 508n
Bos, J., 567n Brooks, A. W., 477n Burns, Ursula M., 510, 511f
Boss, A. D., 407n Brooks, S. M., 36n Burris, E. R., 407n
Bosson, J. K., 364n Broschak, J. P., 94n Bursik, K., 441n
Boster, F. J., 305n, 365n Brotheridge, C. M., 127n Burson, K. A., 197n
Boswell, W. R., 94n, 364n, 540n, Brotherton, P., 267n Burt, R. S., 406n
Brouer, R. L., 440n Burton, C. M., 197n
574n, 613n Broughton, P. D., 238n Bushman, B. J., 198n
Bouchard, T. J., 159n Brown, B., 507n Buss, A. H., 159n
Bouchard, T. J., Jr., 159n Brown, C. E., 509n Butalid, L., 126n
Boudreau, J. W., 613n
Bowen, D. E., 540n, 571n

640 INDEXES

Butterfield, D. A., 65n Cartwright, S., 539n Chiang, F. F. T., 196n, 236n, 558n, 574n
Butts, M., 407n Caruso, D. R., 127n Child, J., 507n
Butts, M. M., 267n, 615n Cascio, W., 558n Chin, J. L., 64n
Butz, D. A., 198n Cascio, W. F., 573n Chiu, C., 108b, 199n, 406n
Byrne, Z. S., 127n, 539n, 615n Casey-Campbell, M., 37n Chiu, C. Y., 196n
Byrnes, N., 268n Casper, W. J., 37n, 573n Chiu, S. F., 443n
Byron, C., 364n Casserly, M., 596n Choi, C. C., 539n
Cassidy, J., 408n Choi, J. N., 305n
C Castro, S. L., 403n, 442n Chonko, L. B., 406n
Catanzaro, D., 575n Chow Hou, W., 199n
Cable, D. M., 162n, 302n, 540n Cath, D. C., 614n Christensen, H., 65n
Caceda, R., 127n Cattell, R. B., 159n Christensen, K. B., 614n
Cacioppo, J. T., 126n Cavanagh, G. F., 199n Christian, M. S., 233n, 234n, 330n
Cadsby, C. B., 269n Cavanaugh, M. A., 613n Christian, S., 441n
Cain, D. M., 195n Cawley, B. D., 574n Christie, A. M., 304n
Cakar, N. D., 420n Ceci, S. J., 61n Christie, R., 160n
Caldwell, D., 163n Cepero, F. R., 162n Christini, A., 266n
Caldwell, D. F., 163n, 538n Cervone, D., 235n Chua, C. H., 462n
Caldwell, S., 612n Cevallos, E. A., 366n Chuang, A., 36n
Caldwell, S. D., 612n Cha, S. E., 405n Chun, J. U., 129n
Callan, Erin, 38, 39f, 40 Chakra, Al, 329 Chung, Doo-Ri, 540n
Callender, J. C., 572n Chakraborty, A., 198n Chung Ju-Yung, 519
Callister, R. R., 127n, 304n, 476n Chamarro-Premuzix, T., 160n Chung Mong-koo, 213f
Camerer, C., 406n Chambers, John, 5f Chung-Yan, G. A., 615n
Camerer, C. F., 539n Chan, Donna, 570 Church, A. T., 160n
Cameron, J., 233n Chan, K., 401n, 574n Church, T. S., 564n
Cameron, K. S., 538n, 541n Chan, S., 336n Churchill, John, 439
Campagnino, John, 567b Chandler, A. D., Jr., 509n Cialdini, R., 439n
Campbell, Ann-Marie, 340f Chang, A., 302n Cialdini, R. B., 303n, 432n
Campbell, E. M., 266n Chao, G. T., 408n Cialdini, Robert, 439
Campbell, J. P., 162n Charan, R., 506n Cianci, A. M., 159n
Campbell, S. M., 162n Charles, A. C., 574n Cicero, D. C., 197n
Campbell, W. K., 160n, 198n Charles, M. A., 364n Cicero, L., 440n
Campion, J. E., 572n Chatman, J., 163n, 538n Claessens, B. J. C., 615n
Campion, M. A., 64n, 65n, 196n, 266n, Chatman, J. A., 538n, 539n, 541n Clark, A., 359n
Chatterjee, D., 123n Clark, David, 90–91
330n, 500n, 508n, 509n, 572n Chattopadhyay, P., 64n, 196n, Clark, E. K., 61n
Caplan, J., 92n Clark, K. D., 571n
Cappelli, P., 35, 572n 302n, 304n Clark, L. A., 126n
Capraro, M. M., 159n Chavez, R. S., 181n Clark, R. D., III, 305n
Capraro, R. M., 159n Chay, Y. W., 407n Clarke, S., 160n
Carbonara, P., 572n Chebat, J., 93n, 94n Clay, R. A., 265n
Carey, B., 122n Chelte, A. F., 93n Clegg, C., 126n, 571n
Carl, D. E., 405n Chemers, M. M., 402n Clegg, S. R., 612n
Carlson, D. S., 266n, 406n, 442n Chen, C., 128n Clinton, Bill, 379
Carlson, K. A., 197n Chen, C. C., 196n, 443n Clinton, Hillary, 306
Carmeli, A., 302n Chen, G., 92n, 266n, 330n, 405n Clouthier, George, 229b
Carnahan, Kristin, 570 Chen, J., 614n Cobb, A. T., 363n
Carnevale, P. J. D., 475n Chen, P. Y., 236n Cober, R. T., 161n
Carney, D., 440n Chen, X., 233n Cochran, Bill, 361
Carpenter, M. A., 302n, 540n Chen, Z., 403n, 442n Cochran, P. L., 37n, 573n
Carr, D., 536n Chen, Z. X., 267n, 405n Cody, M. J., 363n
Carr, J. C., 162n Chenault, Ken, 369 Cogliser, C. C., 402n
Carr, J. Z., 539n Cheng, K. H. C., 558n Cohen, B. P., 304n
Carretta, T. R., 65n Cherniss, C., 127n Cohen, D., 515n
Carroll, G. R., 540n, 611n Cheung, R. Y., 122n Cohen, F., 404n
Carroll, S. J., 235n Cheung, Y. H., 160n Cohen, J. D., 126n
Carson, J. B., 330n Chew, J., 407n Cohen, R., 473n
Carson, K. D., 440n Chi, N., 268n, 304n Cohen, R. R., 304n
Carson, P. P., 440n Chi, S. S., 196n Cohen, S. G., 330n
Carstensen, L. L., 126n Chiaburu, D. S., 93n, 94n, 95n, 573n
Carter, A., 406n

INDEXES 641

Cohen, T. R., 468n Cozzens, M. D., 613n Darley, J. M., 304n
Colarelli, S. M., 572n Craig, S. B., 574n D’Art, D., 269n
Colbert, A. E., 234n, 266n, 402n, 405n Cramer, P., 160n Dasborough, M. T., 195n, 401n
Cole, M. S., 303n, 401n Crant, J. M., 161n Dasgupta, N., 196n
Cole, N. D., 269n Craske, M. G., 614n Dash, E., 198n, 537n
Colella, A., 66n Crawford, D., 507n DaSilva, N., 267n
Colletti, Ned, 118f Crawford, E. R., 93n, 233n, 614n, 615n Datta, D. K., 268n, 496n, 508n
Collins, C. J., 540n, 571n Crawford, J., 538n Daus, C. S., 111e, 125n, 127n
Collins, Jim, 408n Crenshaw, D., 265n Davenport, S., 508n
Collins, M. D., 302n Creswell, J., 198n Davenport, T. H., 194n
Collins, S., 157n Crisp, R. J., 67n Davidson, A., 507n
Colquitt, A., 331n Crites, S. L., 92n Davidson, K. M., 198n
Colquitt, J. A., 160n, 236n, 407n, 573n Cromer, K., 161n Davidson, M. M., 302n
Combs, D. J., 120b Crook, T. R., 428n Davidson, O. B., 196n
Comer, D. R., 304n Cropanzano, R., 93n, 125n, 126n, 127n, Davidson, R. J., 125n
Conant, Douglas R., 386, 473 Davies, M., 127n, 128n, 407n
Conchie, Barry, 527 236n, 615n Davies, P. G., 196n
Conde, Cristóbal, 503b Cropanzano, R. S., 441n Davila, J., 204n
Cone, J., 197n Cross, B., 508n Davis, D. D., 508n
Conger, J. A., 380e, 403n, 409n Cross, R. L., 508n Davis, J. H., 406n, 407n
Conlin, M., 36n, 91n, 267n Cross, S. E., 260n Davis, K., 364n
Conlon, D. E., 236n, 477n Crown, D. F., 234n, 331n Davis-Blake, A., 94n
Connelly, B. S., 572n Crutchfield, J. H., 304n Davy, J., 36n
Connelly, Thomas, 580 Cuban, Mark, 346 Dawson, C., 267n
Connery, H., 198n Culbert, S. A., 570n Dawson, J. F., 331n
Connors, G., 362n Culbertson, S. S., 540n Day, A., 573n
Conte, J. M., 128n, 302n Cullen, J. B., 199n, 541n Day, D. L., 613n
Contractor, N. S., 508n, 613n Cummings, L. L., 93n, 125n, 199n, 232n, Day, D. V., 161n, 403n, 409n, 571n
Conway, A., 126n Day, E. A., 332n
Cooke, F. L., 54b 237n, 303n, 331n, 333n, 364n, Day, R., 407n
Cooke, L. P. P., 47b 509n, 539n, 613n De Cremer, D., 406n, 440n
Coombs, T., 235n Cunningham, G. B., 612n de Croon, E. M., 615n
Coons, A. E., 402n Curham, J. R., 476n De Dreu, C., 305n
Cooper, C., 37n, 231, 304n, 615n Curhan, J. R., 476n, 477n De Dreu, C. K. W., 128n, 129n, 199n,
Cooper, C. D., 407n Curral, L. A., 331n
Cooper, C. L., 94n, 305n, 539n, 541n, Curry, Eddy, 474 260n, 474n, 475n, 476n, 477n
Cyert, R. M., 440n de Fruyt, F., 66n, 571n
613n, 614n Czajka, J. M., 66n de Hooge, I. E., 126n
Cooper, Cary, 231 De Hoogh, A. H. B., 404n
Cooper, E. A., 235n D de Jonge, J., 613n
Cooper, H., 308n de Luque, M. S., 163n, 401n, 402n
Cooper, W. H., 94n Dacin, T., 509n De Mesa Graziano, C., 37n
Cooper-Thomas, H. D., 163n Daellenbach, U., 508n De Meuse, K. P., 508n
Copeland, J., 442n Daft, R. L., 350n, 364n, 507n, 508n de Olivera, J. H. C., 54b
Cordery, J., 291n Dahl, D., 508n Deal, Justen, 346
Cordery, J. L., 332n Dahlgren, G., 508n Deal, T. E., 437n
Cortina, L. M., 43e, 64n, 66n, 303n, Dahlin, K. B., 476n Dean, K. L., 541n
Dahling, J. J., 127n, 160n Dearborn, D. C., 170, 196n
441n, 614n Dalal, R. S., 475n Debrah, Y. A., 328n
Costa, P. T., Jr., 160n Dalton, C. M., 506n DeCenzo, D. A., 269n
Côté, S., 126n, 129n, 402n, 477n, 508n Dalton, D. R., 506n DeChurch, L. A., 330n, 331n, 332n
Cotton, 268n Daly, J. A., 365n Deci, E., 233n
Cotton, J. L., 407n Damanpour, F., 613n Deci, E. L., 233n
Cottone, K., 266n Damas, A., Jr., 303n Deci, Edward, 265
Courtright, J. A., 508n Damasio, A. R., 126n, 129n Decker, T., 128n
Courtright, S. H., 405n Damasio, H., 129n Deeney, J. M., 302n
Coutu, D., 328n, 331n D’Amelio, A., 611n DeGraff, J., 538n
Cox, Rosalind, 298b Damen, F., 320n Deisenhammer, E. A., 65n
Cox, T. H., 476n Damore, K., 512n DeJoy, D. M., 267n, 615n
Cox, T., Jr., 539n Danay, E., 572n Delazer, M., 65n
Coy, P., 36n, 195n Dane, E., 197n Delbecq, A. L., 305n
Coyne, William, 388 Daniel, D. L., 408n
D’Annunzio, L. S., 508n

642 INDEXES Dixon, M. R., 269n Dyer, J. H., 612n
Dobbin, F., 67n Dyer, W. G., 612n
Delgado, M. R., 198n Dobbins, G. H., 407n Dyer, W. W. G., 612n
DeMatteo, J. S., 333n Dobbs, K., 573n
Demerouti, E., 233n Dolan, S. L., 539n E
Demos, T., 238n Dominguez, A., 476n
Den Hartog, D. N., 332n, 403n, 404n Donnellan, M. B., 155n Eagly, A. H., 64n, 197n, 364n, 383e, 408n
Denburg, N. L., 127n Donnelly, J. H., Jr., 304n Earley, P. C., 163n, 234n, 331n
Denis, M., 364n Donovan, J. J., 159n, 237n Earp, N. C., 51b
DeNisi, A. S., 66n, 302n Donovan, Michelle, 366 Eaton, S. C., 267n
Denison, D., 539n Dorell, O., 398n Eberhardt, J. L., 196n
Denissen, J. J. A., 126n Dorfman, P., 405n Eby, E. T., 407n
Denton, E. A., 541n Dorfman, P. W., 163n, 401n, 402n, 408n Eby, L., 407n
DePater, I. E., 614n Dormann, C., 613n Eby, L. T., 333n, 407n, 408n
DePaulo, B. M., 127n, 365n Dorsey, Jack, 592f Eddy, E. R., 266n
Derouin, R. E., 573n Doucouliagos, C., 267n Edelhart, C., 609n
DeRue, D. S., 302n, 477n, 571n Dougherty, T. W., 407n, 572n Eden, C., 612n
Descartes, R., 125n Douglas, C., 440n Eden, D., 196n, 235n, 405n, 409n
DeShon, R. P., 304n, 305n, 332n, Douglas, S. C., 129n Eder, P., 93n
Doverspike, D., 162n Edlund, J. E., 365n
443n, 539n Downes, M., 143b Edmonds, G., 155n
Desivilya, H. S., 476n Downey, R. G., 233n Edmonson, A. C., 24n
Dess, G. G., 509n Drach-Zahavy, A., 509n Edwards, B. D., 332n, 613n, 615n
DeSteno, D., 196n Drasgow, F., 441n Edwards, J. E., 612n
Detert, J. R., 407n Drasgow, R., 267n Edwards, J. R., 162n, 171n, 302n
DeVader, C. L., 402n, 408n Dreher, G. F., 365n Effland, V. S., 305n
Devaro, J., 330n Drexler, A. B., 333n Efrati, A., 503n
DeVoe, S. E., 197n Driskell, J. E., 314n Egan, T. D., 67n
DeVore, C. J., 129n Driver, Donald, 278f Ehrhart, K. H., 518n, 539n
DeWall, C. N., 392n Drory, A., 441n, 443n Ehrhart, M. G., 36n, 303n, 404n, 614n
DeWall, Nathan, 155b Duchenne, Guillaume, 124 Ehrlich, S. B., 408n
Dewe, P. J., 613n Duchon, D., 267n, 403n, 541n Eid, M., 126n
Dholakia, U. M., 291n Duck, J., 302n Eisenbeiss, S. A., 404n
DiazGrandos, D., 266n Duffy, M. K., 304n, 332n, 475n Eisenberger, R., 93n, 233n, 403n
Dickens, W. T., 65n Duffy, Michelle, 232 Eisenhardt, K. M., 509n
Dickmann, K. A., 267n Dufresne, R. L., 541n Eisner, Michael, 381
Dickson, M. W., 305n Duke, A. B., 441n, 443n Ekman, P., 125n, 127n
Dickson, W. J., 303n Duke, Mike, 158 Ekman, Paul, 124
Dickter, D. N., 127n Dukerich, J. M., 408n Elacqua, T. C., 572n
DiDonato, T. E., 292n Dulye, L., 363n Elfenbein, H. A., 127n, 128n,
Didreichsen, F., 614n Dumaine, B., 613n
Diefendorff, J. M., 92n, 127n, 233n Dunford, R., 198n 476n, 477n
Diekman, A. B., 61n Dungy, Tony, 326 Elfering, A., 303n, 615n
Diekmann, K. A., 443n Dunham, K. J., 571n Elias, M., 66n, 198n
Diener, E., 94n, 126n, 128n Dunlop, W. L., 398n Elias, S. M., 612n
Diener, M., 94n Dunn, E. W., 262n Elliott, A. J., 233n
Dierdorff, E. C., 235n, 268n, Dunnette, M. D., 36n, 66n, 161n, 303n, Elliott, E. K., 128n
Ellis, A. D., 65n
302n, 314n 453n, 474n Ellis, A. P. J., 328n, 330n, 331n, 332n,
Diestel, S., 615n Dunning, D., 195n, 197n
Dietl, E., 572n Durlach, P., 129n, 475n 443n, 476n, 509n
Dietrich, A., 181n Dutta, S., 362n Ellison, Larry, 140, 256
Dietz, J., 36n, 539n Dutta, Soumitra, 362 Ellison, M. L., 66n
Digh, P., 199n Dutton, J., 37n Elman, N. S., 407n
Dill, F., 304n Dutton, J. E., 37n, 92n, 266n, 541n, 611n Elms, H., 284e, 303n, 330n
Dillon, R. L., 24n Duval, Robert, 468 Elshafi, M., 51
DiMaggio, P. J., 539n Dvir, T., 405n, 409n Ely, K., 573n
Dimotakis, N., 614n Dvorak, P., 363n, 408n, 541n Emerson, R. E., 440n
DiNatale, M., 64n Dweck, C. S., 107b Ensher, E. A., 573n
Dionne, S. D., 408n Dwyer, D. J., 613n Enzle, M. E., 233n
Dipboye, R. L., 572n Dyck, B., 539n, 613n Epley, N., 195n
Dirks, K., 406n Epstein, J. A., 365n
Dirks, K. T., 330n, 407n Erdogan, B., 304n, 403n, 540n, 574n
DiTomaso, N., 538n

INDEXES 643

Erez, A., 128n, 160n, 284e, 303n, Ferris, G. R., 65n, 305n, 403n, 407n, Forgas, J. P., 128n
330n, 404n 440n, 441n, 442n, 443n Fornaciari, C. J., 541n
Foroohar, R., 231
Erez, M., 93n, 234n, 236n Ferris, M., 267n, 604n Forrester, R., 333n
Erezand, A., 160n Ferzandi, L., 332n Forrester, R. H., 331n
Ergeneli, A., 92n Festinger, L., 92n Forret, M. L., 408n
Erickson, J. J., 604n Festinger, Leon, 72–73 Forstmann, Teddy, 139
Erickson, R. J., 127n Fialka, J. J., 438n Foss, D. J., 304n
Erickson, T., 333n Fiedler, F., 402n Foss, S., 571n
Ertürk, A., 420n Fiedler, F. E., 402n Foster, C. A., 160n
Erwin, P. J., 129n Fiedler, Fred, 373 Foster, R. D., 612n
Esser, J. K., 305n Field, H. S., 67n, 615n Foti, R. J., 160n, 401n, 402n
Esterl, M., 507n Field, R. H. G., 402n, 403n Foulkes, N., 440n
Estes, B., 573n Fiksenbaum, L., 615n Fox, A., 211n
Ettling, J. T., 403n Fils, J., 93n, 94n Fox, M. L., 613n
Euwema, M. C., 476n Finch, D. M., 613n, 615n Fox, S., 95n
Evans, D. P., 574n Fine, G. A., 364n Frager, R. D., 203n
Evans, J. M., 476n Fineman, S., 541n Francesco, A. M., 76b, 604n
Evans, M. G., 402n Finschilescu, G., 612n Francis-Gladney, L., 236n
Evans, R., 405n Fiorina, Carly, 381 Franco, Z. E., 398n
Ewing, J., 363n, 507n Fischer, A. H., 127n Frank, T., 94n
Fischer, R., 210n, 236n Frauenheim, E., 364n, 495n, 571n
F Fischoff, B., 197n Frazier, M. L., 613n, 615n
Fisek, M. H., 303n Frederick, W. C., 145e, 162n
Fabrigar, L. R., 92n, 365n Fisher, C. D., 125n, 127n Fredrickson, B. L., 126n
Facchin, S., 441n Fisher, G. G., 126n Freedman, S. M., 615n
Facteau, J. D., 574n Fisher, Martyn, 254 Freeman, R., 269n
Fadiman, J., 203n Fisher, S. L., 573n Freeman, R. B., 94n
Fai, K., 198n Fiske, S. T., 92n, 120b French, J. R. P., Jr., 440n
Fairhurst, G. T., 508n Fiss, P. C., 611n Frese, M., 403n, 404n, 613n
Fairley, J., 122n, 569n Fitzgerald, L. F., 441n, 614n Freund, A., 509n
Falbe, C. M., 440n Fitzgerald, M. P., 266n Frey, B. S., 81e, 93n
Falk, C. F., 196n Flanagan, M. F., 266n Frey, D., 195n, 197n, 198n, 305n
Falk, D. W., 232n Flaxman, P. E., 266n Freyer, B., 330n
Fandt, P. M., 442n, 443n Fleck, D., 468n Frick, R., 197n
Fanelli, A., 404n Fleenor, J., 162n, 572n Fried, J., 476n
Farber, Henry, 156 Fleeson, W., 159n Fried, Y., 615n
Farh, C. I. C., 332n, 475n Fleischhacker, W. W., 65n Friedman, A., 236n
Farh, J., 93n, 332n, 405n, 475n Fleischman, G., 573n Friedman, R., 196n, 475n, 477n
Farmer, S. M., 235n Fleishman, E. A., 67n Friedman, R. A., 477n
Farrar, D., 471n Fleiss, Alexander, 164, 165f Friedmann, P., 269n
Farrell, D., 94n, 442n Fleming, N., 265n Friesen, W. V., 127n
Farrell, P., 16 Fletcher, J. K., 574n Frieswick, K., 269n
Fasel, U., 303n Flint, D. H., 269n Frijda, N. H., 125n
Fast, J., 363n Florey, A. T., 64n Frimer, J. A., 398n
Faure, C., 305n Flynn, F. J., 161n, 401n, 441n Frings-Dresen, M. H. W., 615n
Faust, K., 508n Flynn, J. R., 65n Frink, D. D., 234n, 441n, 442n
Fayol, H., 6, 36n Flynn, James, 63 Fritsche, I., 292n
Fedor, D. B., 612n Foerster, J., 198n Fritz, C., 614n
Feeney, M. K., 408n Foldes, H. J., 129n Fritzsche, B. A., 573n
Feild, H. S., 330n Folger, R., 236n Frost, P. J., 404n, 409n, 538n
Feist, G. J., 160n, 199n Fong, E., 284e, 303n Fry, L. W., 538n, 541n
Feldman, D. C., 65n, 66n, 92n, 540n Fong, S. C. L., 269n Fry, R., 612n
Feldman, R. S., 160n Fontaine, J., 210n Frye, N., 126n
Felfe, J., 408n Foo, M., 36n, 129n Fu, P. P., 440n, 443n, 476n
Felsenthal, E., 476n Foote, N., 304n Fuchs, D., 196n
Ferguson, A. J., 440n Ford, Henry, 480–481, 523 Fugate, M., 611n
Fernet, C., 614n Ford, J. D., 611n Fuhrman, O., 171n
Ferrante, C. J., 269n Ford, J. K., 539n Fuld, Richard, 38, 182f
Ferrie, J. E., 614n Ford, Kelly, 49f Fuller, J. A., 126n
Ferrin, D., 406n Ford, L. W., 611n
Ferrin, D. L., 407n

644 INDEXES

Fulmer, I. S., 36n, 94n, 160n George, E., 64n, 94n, 196n, 302n Goh, A., 95n
Fulmer, R. M., 406n George, J. M., 94n, 128n, 129n, 199n, Goh, D. P. S., 54b
Furnham, A., 160n Goh, Y. W., 596n
234n, 401n Goldberg, L. R., 159n
G Gergen, K., 236n Goldberg, S. G., 66n
Gerhardt, M. W., 401n Golden, L., 91n
Gaertner, S., 66n, 94n, 236n Gerhart, B., 30n, 36n, 95n, 268n, 571n Goldman, B. M., 403n
Gage, Phineas, 102 Gerloff, E. A., 509n Goldsmith, M., 540n
Gagné, M., 233n, 614n Gersick, C. J. G., 302n Goldstein, H. W., 162n, 540n
Gailliot, M. T., 198n Gerstner, C. R., 403n Goldstein, N. J., 303n
Gaines, J., 538n Gettman, H., 477n Goleman, D., 364n
Galagan, P., 573n Geyelin, M., 476n Goleman, Daniel, 127n
Galang, M. C., 442n Ghiselli, E. E., 571n Gomez-Mejia, L. R., 268n, 269n
Galarcep, I., 332n Giacalone, R. A., 432n, 442n, 541n Goncalo, J. A., 305n
Galbraith, J. R., 508n Giacobbe-Miller, J. K., 236n Gong, Y., 405n
Galbreath, J., 63n Giacobbi, P. R., 126n Gonzalez, A., 549n
Gale, S. F., 539n Giacomantonio, M., 477n Gonzalez, David, 186
Galinsky, A. D., 199n, 234n, 476n, 477n Giancola, F., 268n Gonzalez-Morales, M. G., 403n
Gallagher, P., 159n Giangreco, A., 612n González-Romá, V., 475n, 539n
Gallo, D. D., 402n Giannakakis, A. E., 292n Gooding, R. Z., 509n
Galunic, D. C., 509n Gibbs, J. L., 508n Goodman, P. S., 235n, 236n, 268n,
Galvin, B. M., 160n, 404n Gibson, C. B., 302n, 332n, 378n, 508n
Gamero, N., 475n Gibson, D. E., 125n 303n, 615n
Gamm, L. D., 235n Gibson, G. B., 326n Goodstein, J., 541n
Gan Kleef, G. A., 477n Gibson, J. L., 304n Goodwin, V. L., 234n
Gangestad, S. W., 161n Gibson, S. K., 408n Gopalan, R., 243n
Gans, Keri, 564 Giebels, E., 365n Gordon, A. H., 126n
Ganster, D. C., 613n Giessner, S. R., 440n Gordon, G. G., 538n
Ganzach, Y., 67n Gigerenzer, G., 197n Gordon, M., 412n
Garcia, S., 539n Giglio, G., 613n Gordon, W. J. J., 199n
García-Morales, V. J., 404n Gigone, D., 305n Gordono, F. S., 54b
Garcia-Zamor, J.-C., 541n Gilboa, S., 615n Gore, J. S., 260n
Gard, M. G., 126n Giles, W. F., 330n Górska-Kolodziejczyk, El´zbieta, 528f
Gardner, A., 564n Gilkey, R., 127n Gosling, S. D., 159n
Gardner, W. L., 403n, 405n, 442n Gillispie, Billy, 396 Gottesman, I. I., 159n
Gardner, W. T., 126n Gilman, M., 268n Gottfredson, G. D., 162n
Gärling, T., 198n Gilmore, D. C., 443n Gottfredson, L. S., 66n
Garrett, R. P., 269n Gilovich, T., 197n Goudreau, J., 564n
Garrosa, E., 614n Gilson, K. K., 330n Gough, O., 87n
Garst, H., 613n Gilson, L., 329n Gouvier, W. D., 66n
Garvey, C., 235n Gilson, L. L., 199n, 330n Govan, C. L., 477n
Garza, A. S., 233n, 234n Gilstap, J. B., 432n, 442n Goyette, K. A., 64n
Gasparino, C., 40n Giluk, T. I., 36n Graeff, C. L., 402n
Gates, B., 364n Gimein, M., 540n Graen, G. B., 403n
Gates, Bill, 103, 398, 436b, 519 Gino, F., 158n, 574n Gramzow, R. H., 195n
Gates, Robert, 306 Gioia, D. A., 302n Grandey, A., 108b, 127n, 129n
Gaugler, B. B., 572n Gittell, J. H., 507n Grandey, A. A., 127n, 129n, 614n
Gavin, J. H., 64n, 332n Gladwell, M., 198n Granhag, P. A., 356n, 365n
Gavin, M. B., 407n, 441n Gladwell, Malcolm, 182 Grant, A., 94n, 534n, 575n
Gawande, Atul, 191b Glasman, L. R., 92n Grant, A. M., 158n, 160n, 161n, 266n
Gebert, D., 67n, 332n Glast, F., 454n Grant, Adam, 534b
Geddes, D., 122n, 127n, 129n Glater, J. D., 571n Grant, D., 612n
Gefter, J., 441n Gleason, M. E., 204n Grantham, Bronwyn, 329
Gehmawat, P., 489n Gleaves, D. H., 159n Grant-Vallone, E., 573n
Geier, J. G., 401n Gleibs, I. H., 539n Gratton, L., 333n
Geis, F. L., 160n Glibkowski, B. C., 407n Gratton, Linda, 87
Geletkanycz, M. A., 540n Glick, W. H., 196n, 304n, 509n Gratz, K. L., 126n
Gelfand, M., 477n Glomb, T. M., 93n, 303n, 475n, 614n Grawitch, M. J., 128n
Gelfand, M. J., 93n, 162n, 236n, 476n Goates, N., 475n, 477n Gray, B., 365n, 476n
Gellatly, I. R., 66n Goerke, M., 195n Gray, H. M., 128n
Geller, E. S., 234n Gogus, C. I., 612n Grayson, C., 198n

INDEXES 645

Grazioplene, R., 181n H Harris, T. B., 572n
Green, B. A., 159n Harrison, D. A., 64n, 67n, 92n, 93n, 94n,
Green, S. G., 127n, 304n, 403n Hackel, S., 471n
Greenbaum, R., 37n, 541n Hackett, R. D., 93n 95n, 143b, 233n, 330n, 332n,
Greenberg, Hank, 381 Hackman, J. R., 244e, 263n, 266n, 303n, 475n, 541n
Greenberg, J., 235n, 236n, 404n Harrison, J. R., 540n
Greenberg, M., 236n 330n, 540n, 615n Hart, P. M., 613n
Greenberg, Spencer, 164, 165f Hackman, Richard, 240–241, 328 Hart, W., 197n
Greenglass, E. R., 615n Hage, J., 509n Hartel, C. E. J., 125n, 127n
Greenhouse, S., 37n, 569n, 607n Hagedoorn, M., 613n Harter, J. K., 83b, 93n, 94n, 233n, 541n
Greenstein, F. I., 127n Hahn, U., 198n Hartke, D. D., 402n
Greenwald, J., 364n Hahn, V. C., 601n, 615n Hartman, L. P., 406n
Greer, L., 475n, 476n Haidt, J., 126n Hartnell, C. A., 388n, 406n, 538n
Gregersen, H., 143b Hakanen, J. J., 615n Harvey, J., 234n
Gregory, G., 328n Halbesleben, B., 234n Harvey, M. G., 405n
Greguras, G. J., 92n, 127n, 233n Halbesleben, J. B., 614n Harvey, P., 129n, 195n
Grensing-Pophal, L., 539n Halbesleben, J. R. B., 442n Harvey, R. J., 159n
Grewel, D., 127n Hale, J. L., 305n Harvey, S., 404n
Griffeth, R. W., 66n, 94n, 236n Hall, A. T., 441n Haselhuhn, M. P., 477n
Griffin, M. A., 613n Hall, D. T., 232n, 407n Haslam, S. A., 303n
Griffin, R. W., 199n, 266n, Hall, E. T., 365n Hastie, R., 305n
Hall, J. E., 364n Hastings, R. R., 66n, 298n
283e, 303n Hall, R. J., 442n Hatfield, J. D., 236n
Griffith, J. M., 235n Halrynjo, S., 65n Hauenstein, M. A., 160n
Griffith, J. W., 614n Halverson, K. C., 404n Hausenblas, H. A., 126n
Griffith, T. L., 359n Ham, J., 442n Hauser, M., 404n
Grijalva, E., 155n Hambley, L. A., 408n Hauserman, N., 441n
Griskevicius, V., 232n, 365n Hambrick, D. C., 540n Hausknecht, J. P., 93n, 94n, 571n
Grizzle, J. W., 539n Hamdani, M. R., 473n, 475n Haviland, J. M., 125n
Gröpel, P., 615n Hamel, G., 611n Haviland-Jones, J. M., 128n
Gross, J. J., 107b, 126n, 128n Hamilton, A. L., 302n Hawver, T. H., 401n
Grosser, T. J., 364n Hamilton, D. L., 196n Hayes, L. J., 269n
Grossman, M., 126n Hamilton, K., 332n Hayes, T. L., 93n, 94n, 233n
Grossman, R., 235n Hamm, S., 235n Haynes, D., 129n
Grossman, R. J., 64n Hammen, C., 614n He, D., 540n
Grover, M. B., 65n Hammer, L. B., 574n He, X., 198n
Gruenfeld, D. H., 476n Hammond, Larry, 527 Head, J., 614n
Gruys, M. L., 508n, 541n Hampson, S. E., 159n, 162n Healey, A., 66n
Grynbaum, M. M., 196n, 264n Han, J., 574n Healy, J., 196n
Grzywacz, J. G., 266n Han, T., 268n Heaphy, E., 37n
Guerrero, S., 302n Haney, C., 303n Heaphy, E. D., 37n
Guilbault, R. L., 198n Hanges, P., 405n Heath, C., 36n
Guillaume, C., 65n Hanges, P. J., 67n, 163n, 196n Hebl, M. R., 65n, 67n
Gullo, K., 90n Hanke, K., 210n Hedberg, B., 508n
Gumbel, P., 539n Hankin, B. L., 195n Hedge, J. W., 574n
Gunia, B. C., 477n Hannah, S. T., 541n Hedlund, J., 331n
Gunnthorsdottir, A., 304n Hannan, M. T., 611n Heidemeier, H., 574n
Gunz, S., 258n Hansen, M. T., 301n Heilman, M. E., 65n, 196n
Gupta, N., 268n, 509n Hansson, J., 508n Heim, K., 436n
Gupta, Rajat, 410, 411f Harding, D. J., 305n Heimpel, S. A., 128n
Gupta, S., 329n Hardman, D., 197n Heine, S. J., 196n, 440n
Gupta, V. K., 196n Hardy, C., 612n Helfat, C. E., 507n
Gurau, C., 291n Hargis, M. B., 575n Heller, D., 266n
Gurchiek, K., 364n, 572n Harkins, S. G., 234n, 304n Heller, F., 267n
Gurtner, A., 332n Harold, C. M., 236n Hellweg, S. A., 365n
Gustafson, D. H., 305n Harrell, M. M., 266n Hemmasi, M., 143b
Guthrie, J. P., 268n, 496n, 508n Harries, C., 197n Heneman, H. G., III, 196n, 237n
Guttman, H. M., 333n Harrington, A., 613n Henley, N. M., 363n
Guzman, M. J., 266n Harrington, B., 575n Henneman, T., 364n
Guzzo, R. A., 305n Harris, K. J., 406n, 441n, 442n, 443n Hensel, R., 574n
Gwin, Donna, 474 Harris, P. R., 304n, 509n Hepper, E. G., 195n
Harris, S. G., 615n

646 INDEXES

Herbst, M., 36n Hofstede, G., 162n, 163n, 232n, 304n Hudy, M. J., 93n
Hernández, E. G., 12n Hofstede, Geert, 150 Huff, C., 364n
Hernández, M., 67n, 539n Hogan, J., 159n Huff, J. W., 266n
Herold, D. M., 612n Hogan, R., 160n Huffcutt, A. I., 572n
Herper, M., 142b Hogan, R. T., 159n Hughes, S., 314n
Herrbach, O., 302n Hoge, W., 37n Hui, C., 302n
Hershey, J. C., 407n Hogg, M., 302n Huismans, S. E., 476n
Hertel, G., 332n Hogg, M. A., 302n, 303n Hulin, C., 441n
Herzberg, F., 232n Holden, E. W., 65n Hulin, C. L., 234n
Herzberg, Frederick, 205–206 Holladay, C. L., 67n, 235n Hülscheger, U. R., 66n
Heskett, J., 74b Holland, B., 159n Humberd, B., 575n
Hess, A. M., 508n Holland, E., 159n Humke, A., 441n
Hess, J. A., 127n Holland, J. L., 162n Humphrey, R. H., 125n, 401n
Hesselbein, F., 540n Holland, John, 148 Humphrey, S. E., 36n, 67n, 93n, 126n,
Hetland, H., 405n Holland, K., 95n
Hewlett, S. A., 611n Hollander, E. P., 406n 129n, 198n, 266n, 267n, 330n,
Hewlin, P. F., 304n, 365n Hollenbeck, J. R., 67n, 198n, 234n, 305n, 331n, 333n
Hezlett, S. A., 407n, 408n Hung, J., 614n
Hicks, J. A., 197n 331n, 333n, 509n Huning, T. M., 615n
Higgins, C. A., 159n, 440n, 443n, 613n Hollingshead, A. B., 305n Hunsinger, D., 200n
Higgins, E. T., 407n, 440n Holman, D., 126n Hunsinger, M., 196n
Higgins, L. H., 196n Holmes, E. K., 604n Hunt, J. G., 404n
Higgins, M., 476n Holtz, B. C., 236n Hunter, E. M., 601n
Higgins, M. J., 508n Hom, P. W., 65n, 66n, 94n Hunter, J., 571n
Higgs, C. A., 330n Hom, W., 94n Hunter, J. E., 67n, 232n, 235n, 571n
Highhouse, S., 612n Homan, A. C., 67n, 320n, 476n Hunter, L. W., 613n
Hill, Dan, 124 Hong, Y., 108b, 406n, 518n Huo, Y. J., 236n
Hill, E. J., 267n, 604n Hong, Y. Y., 196n Huonker, J. W., 267n
Hill, G. W., 305n Hopkins, Jim, 363 Hurst, C., 94n, 158n, 160n
Hill, T. E., 365n Horner, M. T., 574n Hurtz, G. M., 159n
Hiller, N. J., 93n, 94n, 161n Horwitz, I. B., 67n, 331n Huselid, M. A., 571n
Hilton, J. L., 196n Horwitz, S. K., 67n, 331n Huseman, R. C., 236n
Hinds, P. J., 476n Hosking, D. M., 612n Hutcherson, C. A., 126n
Hinings, C. R., 612n Hoskins, Diane, 113f Hutchins, H. S., 573n
Hinkin, T. R., 404n, 440n Hosmer, L. T., 406n Huxham, C., 612n
Hirschfeld, R. R., 330n, 332n Hough, L. M., 303n, 453n, 474n Huy, Q. N., 612n
Hirschhorn, L., 344e Hourigan, S., 364n Hyatt, D. E., 330n, 332n
Hirschman, C., 363n House, R. J., 163n, 232n, 237n, 401n, Hyde, J. S., 195n, 198n
Hirst, G., 199n Hymowitz, C., 329n, 507n
Hite, B., 162n 402n, 403n, 404n, 405n
Hmieleski, K. M., 197n House, Robert, 376, 379 I
Ho, S. S., 236n Houston, J. M., 402n
Hobson, W., 301n Houston-Philpot, K., 407n Iaconi, G. D., 283e
Hochschild, A. R., 127n Howard, A., 126n, 508n, 574n Iansiti, M., 613n
Hochtief, 354f Howard, J. L., 442n Ibar, Y., 197n
Hochwarter, W., 539n Howell, A. W., 613n Ibish, H., 43e
Hochwarter, W. A., 65n, 440n, 441n, Howell, J. M., 403n, 404n, 405n, 406n, Ignatius, A., 610n
Iida, M., 204n
442n, 615n 409n, 613n Ilgen, D. R., 67n, 302n, 331n, 332n,
Hodgetts, R. M., 9n, 36n Howell, J. P., 402n, 408n
Hodson, R., 93n Ho-Ying, J., 406n 333n, 509n
Hoegl, M., 199n Hsee, C. K., 197n Ilies, R., 94n, 128n, 129n, 159n, 160n,
Hoel, H., 264n Hsiao, Y. P., 196n
Hoffman, B. J., 92n, 94n, 162n Hsieh, T., 538n 266n, 314n, 401n, 402n, 403n,
Hoffman, D. A., 538n Hsieh, Tony, 229b, 520f 406n, 441n
Hoffman, L. R., 477n Hu, J., 388n, 406n Illies, R., 614n
Hoffman, M. E., 575n Hu, L., 305n Immelt, J., 22
Hoffman, R. L., 476n Hu, Q., 614n Immelt, Jeff, 428b
Hofman, D. A., 158n Huang, J., 405n Inglehart, R. F., 162n
Hofmann-Towfigh, N., 161n Huang, Y., 304n Irani, Ray, 243b
Hofmeister, A., 468n Huang, Y.-M., 129n Irwin, J. L., 93n
Huber, G., 196n Isaacowitz, D. M., 128n
Huber, G. P., 304n, 509n Isen, A. M., 126n, 128n, 129n, 475n
Isenberg, D. J., 305n

INDEXES 647

Islam, G., 540n Johnson, D. E., 404n Kammeyer-Mueller, J. D., 93n, 161n,
Ivancevich, J. M., 234n, 304n, 615n Johnson, E. C., 571n 196n, 408n, 508n, 540n, 614n
Iverson, R. D., 93n, 129n, 406n, 508n Johnson, K., 126n
Iwata, Satoru, 139f Johnson, M., 364n Kamprad, Ingvar, 519
Iyengar, S. S., 197n Johnson, M. D., 94n, 160n, 266n, 302n, Kanagawa, C., 260n
Izard, C. E., 125n Kanar, A. M., 573n
305n, 333n Kandola, Binna, 87
J Johnson, P. D., 539n Kane, K., 161n
Johnson, R., 94n Kanfer, R., 234n, 330n
Jabbour, C. J. C., 54b Johnson, S. L., 196n Kanso, R., 181n
Jackson, C. L., 235n, 331n, Johnson, W., 159n Kanter, R. M., 440n, 613n
Johnston, A. M., 61n Kanungo, R. N., 380e, 403n, 409n
332n, 613n Joiner, T. E., 161n Kapko, M., 474n
Jackson, M. R., 67n Jokisaari, M., 615n Kaplan, S., 129n
Jackson, S. E., 571n Jonas, E., 197n Kaplan, S. N., 158n
Jackson, T., 199n Jonas, K., 442n Kappes, H. B., 204n
Jacobshagen, N., 615n Jondle, D., 37n, 541n Kaps, S. C., 475n
Jaffe, D., 303n Jones, C. J., 160n Kaptein, M., 526n
Jago, A. G., 402n, 403n Jones, D., 125n, 401n, 407n Karaevli, A., 612n
Jakupcak, M., 126n Jones, D. A., 236n Karagonlar, G., 403n
James, A., 198n Jones, D. C., 267n Karalakulasingam, C. J., 269n
James, L. R., 159n, 408n, 539n Jones, E., 195n Karau, S. J., 304n
Janis, I. L., 161n, 305n Jones, J. R., 614n Kashlak, R., 36n
Janiszewski, C., 197n Jones, J. W., 614n Kashy, D. A., 365n
Jansen, K. J., 540n Jones, K., 400n Kass, N., 405n
Janssen, O., 613n Jones, L. M., 538n Katerberg, R., 302n
Janssens, M., 302n Joni, S. A., 473n Katigbak, M. S., 160n
Jaramillo, J. F., 541n Jordan, A. H., 107b Kato, T., 266n
Jarrett, C., 107b Jordan, M. H., 330n Katz, R. L., 36n
Jauhar, S., 191n Jorm, A. F., 65n Katzenbach, J. R., 329n
Jauhar, Sandeep, 191b Joseph, D. L., 127n, 128n Kauhanen, A., 267n
Javers, E., 438n Joshi, A., 67n, 291n, 331n Kaymaz, K., 266n
Javidan, M., 163n, 401n, 402n, Joss, Robert, 505 Kearney, E., 67n, 332n
Joyce, W. F., 509n Keating, J. E., 195n
404n, 405n Judd, C. M., 305n Keegan, A. E., 404n
Jawahar, I. M., 574n Judge, T. A., 36n, 82e, 94n, 126n, 128n, Keeping, L. M., 574n
Jaworski, R. A., 304n, 331n Kelleher, Herb, 381, 519
Jay, C., 475n 129n, 158n, 159n, 160n, 161n, Keller, B., 268n
Jayson, S., 65n, 194n 162n, 196n, 197n, 233n, 235n, Keller, M. C., 126n
Jefferson, Thomas, 386 266n, 272n, 383e, 401n, 402n, Keller, R. T., 405n
Jehn, K. A., 474n, 475n, 476n, 538n 404n, 405n, 408n, 440n, 443n, Kelley, H. H., 195n
Jenkins, G. D., Jr., 268n 540n, 571n, 614n Kelloway, E. K., 93n, 405n, 409n
Jensen, J. M., 302n Jundt, D., 333n Kelly, E., 67n
Jensen, M. C., 302n Jung, Andrea, 382 Kelly, S., 561n
Jenson, A. R., 66n Jung, D. I., 332n, 404n, 406n Kelner, S., 128n
Jeong, S. S., 161n, 474n Jung, R. E., 181n Kemmler, G., 65n
Jepperson, R. L., 539n Jurkiewicz, C. L., 541n Kendall, D., 332n
Jermier, J. M., 395e, 538n Justin, J. E., 408n Kennedy, D. A., 159n
Ji, L., 171n Kennedy, J. C., 440n, 574n
Jianzhou, Wang, 393f K Kennedy, J. K., 402n
Jick, T., 508n Kennedy, John F., 379, 386
Jimenez-Rodriguez, M., 330n Kabanoff, B., 402n Kennedy, R. B., 159n
Jobs, Steve, 24b, 243b, 369, 379, 380, 381, Kacmar, C. J., 305n, 441n Kenny, D. A., 401n
Kacmar, K. M., 65n, 406n, 432n, 441n, Kenrick, D. T., 127n, 232n
396, 398, 436b, 506 Keoun, B., 506n
Johannesen-Schmidt, M. C., 383e 442n, 443n Kern, W., 400n
Johll, N. L., 305n Kahai, S. S., 408n Kerr, N. L., 305n
John, O. P., 107b, 128n, 159n Kahn, W. A., 233n Kerr, S., 395e, 508n
Johns, G., 30n Kahneman, D., 197n, 198n, 301n Kerschreiter, R., 305n
Johns, T., 507n Kalbfleisch, P. J., 363n Kersting, M., 66n
Johnsen, T. B., 405n Kalev, A., 67n Kessels, J., 574n
Johnson, A. B., 364n Kalmi, P., 267n
Johnson, B. T., 364n Kamdar, D., 477n
Johnson, C. E., 209n Kamin, A. M., 92n

648 INDEXES

Kessler, Eric, 194 Klotz, A. C., 473n, 475n Krieger, L. S., 573n
Kessler, S., 95n Knafo, A., 162n Kring, A. M., 126n
Kessler, S. R., 160n Kniffin, K. M., 345n Krings, F., 441n
Key, M. S., 365n Knight, A. P., 304n, 331n Krischer, M. M., 601n
Keynes, John Maynard, 301 Knight, Bobby, 103 Krisensen, T. S., 614n
Keys, D. J., 198n Knopoff, K., 125n Kriska, S. D., 443n
Khanin, D. M., 269n Ko, C. E., 539n Kristof, A. L., 443n
Khurana, R., 404n Kobata, M. T., 364n Kristof-Brown, A. E., 405n, 571n
Kiesler, C. A., 303n Kocieniewski, D., 428n Krizan, Z., 305n
Kiesler, S. B., 303n Kock, N., 364n Kroeck, K. G., 405n
Kiewitz, C., 65n, 129n, 442n, 615n Koenig, A. M., 408n Krueger, J. I., 292n
Kiffin-Peterson, S. A., 332n Koestner, R., 233n Kruger, J., 197n
Kiger, P. J., 397n Kofman, F., 613n Kruglanski, A., 308n
Kihm, J. A., 93n Koh, C., 574n Kruglanski, A. W., 197n,
Kijima, N., 160n Koh, W., 92n, 405n
Kilduff, G. J., 477n Kohles, J. C., 408n 407n, 440n
Kilduff, M., 161n, 302n Kolb, D. A., 233n Kruml, S. M., 129n
Killeen, M. B., 66n Kolodinksy, R. W., 440n, 441n, 541n Kruse, D., 267n, 269n
Kilts, C., 127n Komaki, J. L., 235n Kuchinsky, David, 474
Kim, C., 64n Konrad, A. M., 36n Kuenzi, M., 37n, 541n
Kim, D. H., 613n Konradt, U., 332n Kuhn, K. M., 268n
Kim, D. O., 268n Koole, S. L., 128n Kulik, C. T., 235n
Kim, J., 268n Koopman, P. L., 332n, 403n, 404n Kullman, Ellen, 580
Kim, K., 539n Kopelman, R. E., 232n Kumar, K., 331n
Kim, M. U., 305n Kopelman, S., 477n Kumar, N., 236n
Kim, P. H., 407n Korgaard, M. A., 402n Kunstman, J. W., 441n
Kim, Y., 129n, 515n Korkki, P., 87n Kunze, F., 65n
King, E. B., 66n Korsgaard, A. M., 266n Kurke, L. B., 615n
King, L., 128n Korsgaard, M. A., 161n, 474n Kurland, N. B., 363n
King, L. A., 197n Kosalka, T., 160n Kurman, J., 234n
King, Martin Luther, Jr., 379, 386 Koslowsky, M., 442n Kurtzberg, T. R., 365n
Kinicki, A., 94n, 538n, 539n Kossek, E. E., 267n, 407n, 574n Kurz, Tony, 90
Kinicki, A. J., 611n Kostova, T., 303n Kwon, S., 477n
Kinlaw, D. C., 329n Kotter, J. P., 586n, 611n, 612n Kwong, J. Y. Y., 197n, 198n, 574n
Kipnis, D., 440n Kotter, John, 586
Kirchler, E., 198n Kouvonen, A., 303n L
Kirchmeyer, C., 65n Kovac, J. C., 268n
Kirkendol, S. E., 365n Kovacich, J., 302n Labedo, O. J., 442n
Kirkman, B., 291n Kowalski, K. B., 573n Labianca, G., 364n
Kirkman, B. L., 162n, 330n, 332n, 405n Kowalski, R. M., 442n Labianca, J., 345n
Kirkpatrick, S. A., 401n, 404n, 405n Koys, D. J., 94n Labianca, Joe, 345b
Kirn, S. P., 37n Kozlowski, Dennis, 381, 386 Labich, K., 65n
Kirsch, D. A., 509n Kozlowski, S. W. J., 332n, 613n Labroo, A. A., 129n, 475n
Kisamore, J. L., 159n Kraatz, M. S., 303n LaChapelle, M., 571n
Kitagawa, Hidekazu, 466f Kraiger, K., 329n, 573n Lachnit, C., 571n
Kitayama, S., 476n Kraimer, M. L., 161n Ladika, S., 359n
Kittler, M. G., 358n, 365n Kram, K. E., 407n Lafley, A. G., 24b, 214, 401
Kivimäki, M., 303n, 614n Kramer, M. W., 127n LaFrance, M., 126n
Klebanov, M. M., 158n Kramer, R. M., 267n, 441n LaGanke, J., 305n
Klein, E., 301n Kranhold, K., 541n Lam, S. S. K., 67n, 92n, 330n,
Klein, H. J., 159n, 234n, 237n Krants, G., 364n
Klein, J. Z., 471n Kranz, G., 397n, 540n 405n, 406n
Klein, K. J., 36n, 66n, 304n, 331n, Krause, N., 268n Lam, W., 403n
Kraut, A. I., 36n Lambert, L., 541n
404n, 614n Kravitz, D. A., 65n, 67n, 304n Lambert, L. S., 162n, 171n
Klein, K. W., 613n Kray, L. J., 477n Lamborghini, Ferruccio, 417
Kleinfeld, Klaus, 506–507 Kreamer, A., 124n Lampel, J., 489n
Kleinmann, M., 572n Kreiner, G. E., 575n Lämsä, A., 573n
Kleysen, R. F., 539n, 613n Krell, E., 364n, 508n Lance, C. E., 162n
Klimoski, R. J., 92n, 305n Krell, T. C., 425n Landers, R. N., 571n
Kline, T. J. B., 408n Landy, F. J., 128n, 237n
Lane, S. P., 204n
Lang, J., 66n

INDEXES 649

Lang, J. W. B., 66n, 612n Leiter, M. P., 573n Lidogoster, H., 476n
Lang, Z., 301n Leitman, I. M., 269n Lidsky, D., 364n
Langan-Fox, J., 305n, 363n Lejuez, C. W., 161n Lienhardt, N., 572n
Langfred, C. W., 330n Lemmon, M., 231 Liersch, M. J., 197n
Langhout, R. D., 441n Lengel, R. H., 350n, 364n Lievens, F., 364n, 572n
Lanzara, G. F., 539n Lentz, E., 407n, 408n Light, J., 567n
Lapedis, D., 266n Leonard, A. S., 302n Lim, B. C., 304n, 331n
Lapierre, L. M., 614n Leonard, B., 66n, 330n, 364n Lim, S., 303n, 573n, 614n
LaReau, J., 267n Leonard, D., 446n Lima, L., 408n
Larraza-Kintana, M., 269n, 420n Leonardelli, G. J., 196n, 408n Lin, S., 304n
Larrick, R. P., 197n, 477n Leonardi, P., 363n Lind, A. E., 236n
Larsen, R. J., 126n Leong, J. L. T., 443n Lindberg, E., 235n
Larson, J., 198n Leoni, P., 301n Lindberg, M., 197n
Larson, L. L., 404n Lepak, D., 518n Lines, R., 612n
Larsson, J., 35n Lepak, D. P., 267n, 500n Ling, Y., 76b, 404n, 405n, 539n, 604n
Laschinger, K. S., 573n LePine, J. A., 93n, 160n, 161n, 233n, Linna, A., 303n
Lash, S., 474n Lipp, M. J., 269n
Lashinsky, A., 506n 330n, 331n, 332n, 407n, 573n, Lips-Miersma, M., 541n
Latapie, H. M., 508n 613n, 614n, 615n Lisco, C. C., 475n, 477n
Latham, G. P., 216n, 232n, 234n, LePine, M. A., 404n, 613n Liska, L. Z., 402n
Lepper, Mark, 265 Litchfield, R. C., 305n
235n, 304n Lerner, J. S., 124n Litow, Stanley, 329
Latimer, L. C., 315n LeRouge, C., 500n, 508n Little, A. S., 195n
Lau, R. S., 363n Lescornez, Philippe, 528–529 Liu, C., 614n
Laubacher, R. J., 507n Leslie, L. M., 65n, 67n Liu, D., 233n
Lauckner, Jon, 478 Lester, S. W., 161n Liu, H., 128n
Lautsch, B. A., 267n Leung, A. K., 199n Liu, J., 405n
Lavelle, L., 336n Leung, K., 236n Liu, L. A., 462n
Lavidor, M., 126n Lev-Arey, D., 65n, 67n Liu, M., 467n
Lavis, C. A., 365n Leventhal, G. S., 236n Liu, W., 196n
Law, K. S., 127n, 401n Levering, R., 540n Liu, Y., 128n
Lawler, E. E., III, 232n, 237n Levi, R., 330n Livingston, B. A., 158n
Lawler, E. J., 441n Levin, B., 2n, 406n Llorens, S., 235n
Lawler, J. J., 267n Levin, R., 269n Lloréns-Montes, F. J., 404n
Lawrence, K. A., 611n Levine, D., 90n Lloyd, J. W., 302n
Lawrence, T. B., 539n, 613n Levine, J. M., 304n Lobel, S. A., 407n, 476n
Lawrence-Ell, G., 615n Levine, S., 475n, 476n Locander, W. B., 541n
Lawson, Lance, 540n Levine, T. R., 365n Locher, A. H., 574n
Lawson, T., 195n Levitz, J., 43e Locke, E., 235n
Lazarova, M. B., 291n Levy, P. E., 160n, 161n, 442n, 574n Locke, E. A., 67n, 94n, 128n, 159n, 216n,
Le, H., 159n Lewicki, R., 476n
Lean, E., 328n Lewicki, R. J., 477n 234n, 235n, 237n, 268n, 269n,
Leana, C. R., 268n, 403n Lewin, K., 612n 330n, 401n, 404n, 405n, 440n,
Leary, M. R., 365n, 442n Lewin, Kurt, 584 612n, 615n
Lebherz, C., 442n Lewis, A., 198n Lockwood, A., 407n, 408n
LeBoeuf, R. A., 197n Lewis, K., 403n Lockwood, A. L., 407n
Lechleiter, John, 243b Lewis, K. M., 128n Lockwood, N. R., 93n, 162n
Ledford, G. E., Jr., 268n Lewis, M., 125n, 128n Loewenstein, G., 129n
Lee, A., 573n Lewis, M. W., 612n Loffredo, D. A., 365n
Lee, C., 302n, 332n, 475n Li, C., 196n Loftus, E. F., 356n
Lee, F. K., 407n Li, N., 161n Loher, B. T., 266n
Lee, J. A., 161n Li, W., 540n Lok, P., 538n
Lee, J. M., 539n Li, Y., 476n Lombardi, Vince, 326
Lee, K., 129n, 266n, 441n, 614n Liang, J., 93n, 161n Lombardo, Gian Paolo, 90
Lee, R. T., 127n, 442n Liao, H., 36n, 291n, 303n, 475n, Long, R. J., 269n
Lee, T. H., 95n 508n, 518n Loomis, C. J., 611n
LeHew, C. W., 268n Liao, Y., 515n Lopez, P. N., 402n
Lehman Brothers, 38, 182f, 579 Lichtenstein, S., 197n Lopez-Kidwell, V., 364n
Lehrer, J., 398n, 436n Liden, R. C., 304n, 331n, 388n, Lord, R. G., 92n, 402n, 408n
Lei, L., 476n, 477n 403n, 406n Lorenzet, S. J., 266n
Leiponen, A., 507n Liden, Wayne, 403n Lorsch, J. W., 330n

650 INDEXES

Lorsch, Jay, 256 Mainemelis, C., 506n Maslow, A., 232n
Löscher, Peter, 507 Mainous, A. G., III, 94n Maslow, A. H., 203n
Louis, M. R., 508n, 538n Majchrzak, A., 330n, 539n Maslow, Abraham, 203–204
Louvet, E., 66n Major, V. S., 36n, 614n Mason, P. A., 540n
Lovallo, D., 301n Ma-Kellams, C., 292n Masterson, S. S., 403n
Lovett, B. J., 107b Malamut, A. B., 441n Masuda, A. D., 266n
Lovewell, D., 269n Malhotra, A., 330n, 539n Mathe, K., 539n
Lowe, K. B., 405n Mallott, M., 161n Mathieu, J., 291n, 329n
Lowe, M. D., 234n Malmendier, U., 160n Mathieu, J. E., 302n, 330n, 332n
Loyd, D. L., 304n Malone, T. W., 507n Matousek, A., 283e
Lu, J., 76b Maloney, M. M., 476n Matson, E., 304n
Lubatkin, M. H., 404n, 405n, 539n Maltby, E., 571n Matsumoto, D., 108b
Lubin, J. S., 158n Mandela, Nelson, 369 Matsushita, 417
Lubinski, D., 199n Maner, J. K., 161n, 198n Matteson, M. T., 615n
Lublin, J. S., 268n Manger, N. R., 236n Matthews, R. A., 575n
Lucas, L., 577n Mann, L., 161n Matthews, V., 540n
Luce, C. B., 611n Mann, S., 356n Mattioli, D., 47f, 512n
Luchman, J. N., 129n Mannetti, L., 477n Maue, B., 198n
Ludwig, T. D., 234n Manning, M. R., 614n Maurer, J. G., 161n
Lukasik, M. A., 331n Mannix, E., 304n Maurer, S. D., 572n
Lukaszewski, K. M., 539n Mannix, E. A., 332n, 474n, 475n, 476n Maurer, T. J., 64n
Lumpkin, G. T., 142b Mannor, M. J., 331n Mausner, B., 232n
Lund, T., 614n Manson, T. M., 159n Mauws, M. K., 539n, 613n
Lundberg, C. C., 538n Manstead, A. S. R., 127n, 129n Maxfield, M., 404n
Lunsford, J. L., 406n Manwell, L. A., 128n May, D. R., 405n
Lüscher, L. S., 612n Manz, C. C., 613n Mayer, D. M., 37n, 65n, 67n, 160n, 304n,
Luthans, F., 8, 9n, 36n, 37n, 235n, 269n, Maples, M. F., 302n
Marcchione, Sergio, 593 406n, 407n, 440n, 541n
405n, 541n, 574n March, J. G., 197n, 440n Mayer, J. D., 127n, 128n
Lux, S., 428n, 440n Marchese, M., 408n Mayer, R. C., 406n, 407n
Lyall, S., 320n Margerison, C., 331n Maynard, M. T., 329n, 330n
Lyass, A., 66n Marginson, P., 268n Mayo, E., 303n
Lyon, J. S., 160n Marinova, S. V., 573n Mayo, M., 404n
Lyubomirsky, S., 128n Maris, G., 196n Mayville, S., 66n
Mark, M. M., 365n Mazerolle, M. D., 159n
M Markels, A., 365n Mazzetti, M., 308n
Markham, S. E., 269n McCann, D., 331n
Ma, Z., 476n Marks, M. A., 330n McCarthy, D., 269n, 401n
Macan, T. H., 615n Markus, H. R., 476n McCarthy, D. J., 541n
Macchiavelli, Niccolo, 140 Marmot, M. G., 614n McCarthy, J., 534n
Maccoby, M., 160n Marriott, J. W., Jr., 72f McCarthy, J. M., 65n
MacDonald-Wilson, K. L., 66n Marrone, J. A., 330n McCarthy, S., 36n
MacDuffie, J. P., 268n Marshak, R. J., 612n McCartney, S., 541n
Macey, W. H., 93n Marshall, T. R., 575n McClellan, E. L., 65n
MacFadyen, K., 537n Martell, R. F., 305n, 574n McClelland, D. C., 128n, 233n
Machan, T., 199n Martens, M. L., 37n McClelland, David, 207–208
MacKenzie, S. B., 94n, 304n, 402n Martin, Al, 434 McClure, B., 243n
Mackinnon, A., 358n, 365n Martin, B., 304n McCormick, K., 171n
MacMillan, I., 613n Martin, J., 125n, 538n McCrae, R. R., 159n, 160n
Maddux, W. W., 199n, 467n Martin, M., 404n McCroskey, J. C., 365n
Madjar, N., 128n Martin, T. A., 160n McCune, E., 540n
Madoff, Bernie, 436b Martinez, B., 268n McDaniel, D. M., 326n, 378n
Madsen, P. M., 24n Martinez, J. C., 54b McDaniel, Jonathan, 86
Maeder, E., 441n Martinko, M., 129n McDaniel, M. A., 65n, 235n, 572n
Mael, F., 302n Martinko, M. J., 195n, 442n McDaniel, R. R., Jr., 267n
Maeriac, J. P., 94n Martins, L. L., 330n McDonald, R., 440n
Maertz, C. P., 500n, 508n, 575n Martinson, V., 267n McEvily, B., 330n
Magee, J. C., 476n Martocchio, J. J., 234n, 267n, 407n, 440n McFarlan, F. W., 613n
Magley, V. J., 303n, 614n Masarech, M. A., 538n McFarland, L., 572n
Mahar, L., 402n Maslach, C., 305n McFarland, L. A., 443n, 572n
Mahony, D. M., 474n McGlynn, R. P., 305n
Maier, N. R. F., 304n, 305n, 476n

INDEXES 651

McGonigal, K. M., 128n Michelson, G., 345n, 363n Moore, S. E., 365n
McGrath, J. E., 305n, 364n Michon, R., 93n, 94n Moran, R. T., 304n, 509n
McGrath, R. G., 24n, 507n Middeldorp, C. M., 614n Moregeson, F. P., 572n
McGregor, D., 232n Mignonac, K., 302n, 540n Moreland, R. L., 304n
McGregor, Douglas, 205 Mignone, L., 229n Moreno-Jiménez, B., 12n, 614n
McGrew, J. F., 302n Mikels, J., 126n Morgan, H. J., 125n
McGurk, D., 305n Mikolajczak, M., 262n Morgan, P. M., 476n
McIlroy, A., 181n Milbourn, T., 243n Morgan Stanley, 52
McIntrye, J. M., 233n Miles, E. W., 236n Morgenson, G., 198n
McKay, P. F., 65n, 66n, 67n, 302n Miles, R. E., 508n, 509n Morgeson, F. P., 36n, 93n, 266n, 267n,
McKee, G. H., 269n Milkovich, G. T., 269n
McKenna, D. D., 36n Miller, A. G., 195n 302n, 314n, 331n, 403n, 406n,
McKenna, J. F., 235n Miller, C. C., 363n, 509n 509n, 571n
McKenzie, C. R. M., 197n Miller, D. J., 236n Mori, Ikuo, 466f
McKinnon, J. D., 428n Miller, E. K., 126n Morris, C. G., 199n
McLendon, C. L., 304n Miller, K. L., 267n Morris, M. A., 66n, 67n
McLeod, P. L., 476n Miller, M. K., 197n Morris, M. W., 196n, 477n
McMahon, J. T., 234n Milliken, F. J., 365n Morrison, D., 93n
McNall, L. A., 266n Mills, J. A., 235n Morrison, E. W., 302n, 365n, 540n
McNatt, D. B., 196n, 197n Milner, K. R., 332n Morrison, S., 503n
McNeil, P. K., 539n Mineka, S., 614n Morrison, T. G., 442n
McNerney, J., 22 Miner, J. B., 36n, 161n, 233n Mortinussen, M., 614n
McNerney, Jim, 382, 386 Miners, C. T. H., 402n Mosakowski, E., 331n
McSweeney, B., 162n Mingroni, M. A., 63n Moscoso, S., 66n, 571n
Mead, N. L., 392n Minton, M. K., 539n Moser, K., 574n
Medsker, G. J., 266n, 330n Minton-Eversole, T., 572n Moskowitz, M., 540n
Meer, J., 294n Mintzberg, H., 6, 7n, 36n, 440n, Mossholder, K. W., 260n, 475n
Meglino, B. M., 161n, 162n, 266n Motowidlo, S. J., 614n
Mehra, A., 161n, 302n 441n, 508n Mount, M. K., 36n, 92n, 159n, 331n,
Mehrabian, A., 363n Miquelon, P., 615n 571n, 572n, 574n
Meier, L. L., 303n, 615n Mirabile, M., 544n Mowday, R. T., 236n, 539n
Meijers, F., 574n Misangyi, V., 404n Mowen, J. C., 539n
Meindl, J. R., 408n Misangyi, V. F., 404n Moyer, L., 537n
Melancon, J. G., 159n Mitchell, A., 37n Moynihan, D. P., 92n
Melchers, K. G., 572n Mitchell, A. A., 408n Mroczek, D., 147b
Meloy, M. G., 197n Mitchell, Dawn, 567b Muccino, A., 540n
Mendenhall, M. E., 425n Mitchell, J. A., 541n Muir, N. K., 475n, 509n
Mendes, E., 106e Mitchell, M. S., 232n Mulcahy, Anne, 510
Menk, Michael, 301 Mitchell, T. R., 234n, 237n, 363n, 402n Mulki, J. P., 541n
Menon, T., 196n, 406n Mitra, A., 268n Mullen, B., 304n, 305n
Mento, A. J., 234n Mitroff, I. A., 541n Mulligan, C. B., 200n
Meriac, J. P., 92n Mitsuhashi, H., 509n Mullin, B. A., 302n
Merkle, C., 183n Mittal, V., 198n Mullins, M. E., 613n
Merrill, L., 197n Miyamoto, Y., 443n Mumby, D. K., 125n
Merritt, J., 37n Moberg, D. J., 199n Mumford, T. V., 266n
Mesmer-Magnus, J. R., 330n, 332n Moede, W., 304n Mummendey, A., 539n
Mesquita, B., 126n Moeller, N. L., 266n Munson, J. M., 162n
Messervey, D., 171n Mohammed, S., 331n, 332n Munson, L. J., 441n
Messner, M., 365n Mojza, E. J., 601n, 615n Munter, M., 365n
Metcalf, L, 363n Mojzisch, A., 305n Munz, D. C., 128n
Metin, S., 92n Mol, M. J., 611n Murakami, F., 476n
Meyer, C. J., 302n, 330n, 331n, 333n Molenaar, P. C. M., 613n Muros, J. P., 129n, 596n
Meyer, J. P., 233n Moller, J., 195n Murphy, K., 129n
Meyer, L. L., 477n Mondore, S., 539n Murphy, S. E., 127n, 233n,
Meyerson, D., 538n Money, W. H., 402n 403n, 408n
Mezulis, A. H., 195n, 198n Monge, P. R., 267n, 613n Murphy, S. M., 304n
Michaels, Randy, 536 Monin, B., 107b Murray, A., 503n
Michaelsen, L. K., 331n Moon, H., 198n, 331n, 440n, 477n, 509n Murray, B., 268n
Michalcova, S., 613n Moore, D. A., 197n, 258n, 476n Murray, C., 66n
Michel, J. S., 575n Moore, H., 575n Murray, M., 407n
Moore, L. F., 538n Musch, J., 198n

652 INDEXES

Muse, L. A., 615n Nifadkar, S. S., 30n, 93n Ong, M., 234n
Musk, Elon, 363 Nijhof, A. H. J., 574n Ono, Y., 160n
Nijstad, B. A., 128n, 199n, 475n Oore, D. G., 573n
N Nisbett, R. E., 66n Opland, R. A., 302n
Nishii, L. H., 65n, 160n, 304n, 476n, 500n Oppenheimer, D. M., 197n
Nadisic, T., 236n Noack, P., 539n Opt, S. K., 365n
Nagarajan, N. J., 408n Nocera, J., 92n, 237n Ordóñez, L. D., 234n
Nagele, C., 332n Noe, R. A., 266n, 350n, 407n, 573n Oreg, S., 612n
Naguin, C. E., 365n Noel, M., 541n O’Reilly, C. A., 67n, 163n, 539n
Nahrgang, J. D., 36n, 93n, 266n, 267n, Nolen-Hoeksema, S., 198n O’Reilly, C. A., III, 331n, 538n
Nooyi, Indra, 369f Ormiston, M. E., 440n
403n, 406n Nord, W. R., 612n Ornstein, S., 236n
Nam, S., 196n Norman, R. Z., 303n Ortega, J., 266n
Nandkeolyar, A. K., 477n Norris, M., 155n Örtqvist, D., 615n
Nanus, B., 407n Northcraft, G. B., 475n Orvis, K. A., 573n
Napa Scollon, C., 126n Norton, J., 268n Oryol, V. E., 160n
Napiersky, U., 195n Nougaim, K. E., 232n Osborn, A. F., 305n
Naquin, C. E., 196n, 333n, 408n, 477n Novicevic, M. M., 405n Ostroff, C., 94n, 196n, 235n, 539n,
Nardelli, Bob, 372 Nyberg, A. J., 508n
Natanovich, G., 196n 540n, 571n
Naumann, S. E., 303n O O’Sullivan, M., 127n
Nauta, A., 260n Oticon A/S, 493
Neale, M. A., 304n, 441n, 477n Oakley, J. L., 364n Ott, E., 126n
Needleman, S. E., 238n Obama, Barack, 306, 380 Ou, A. Y., 30n, 93n, 538n
Neeley, T., 363n O’Brien, J. M., 94n Oumlil, A. B., 37n
Neff, T. J., 506n O’Brien, K., 474n Ouwerkerk, J. W., 120b
Negroni, C., 166n O’Connell, P., 401n Overbeck, J. R., 477n
Neider, L., 402n O’Connor, K. M., 129n Ozer, M., 403n
Neider, L. L., 402n O’Connor, W. E., 442n
Nelissen, R. M. A., 126n O’Day, B., 66n P
Nelson, C. E., 160n Odbert, H. S., 159n
Nelson, D., 94n Odean, Terrance, 178 Packard, J. S., 614n
Nelson, D. L., 541n, 614n O’Donnell, Larry, 399 Paddock, E. L., 236n
Nelson, J. K., 364n O’Driscoll, M., 614n Padgett, M. Y., 65n
Nelson, L. D., 197n O’Driscoll, M. P., 613n Paese, P. W., 305n
Nelton, S., 129n Offermann, L. R., 441n Paetzold, R. L., 66n
Nesselroade, J. R., 126n Ogilvie, D. T., 196n Page, Larry, 158, 503b
Neubaum, D. O., 541n Oh, H., 161n Page, R., 572n
Neuberg, S. L., 127n, 232n Oh, I., 159n, 405n, 571n, 572n Paine, J. B., 94n
Neubert, M. J., 331n, 406n Oishi, S., 126n Palestrant, Daniel, 525f
Neufeld, S. L., 365n Oke, A., 388n, 406n Palmer, D. K., 572n
Neugebauer, Werner, 507 O’Keefe, B., 158n, 400 Palmer, K., 266n
Neuman, G. A., 266n O’Keefe, E., 267n, 446n Palmieri, P. A., 441n
Neumeister, L., 412n Okimoto, T. G., 65n Pan, P. P., 268n
Neves, P., 403n Okumura, T., 477n Panaccio, A., 540n
Newman, D. A., 92n, 95n, 127n, Oldham, G. R., 128n, 199n, 263n, Pandey, A., 496n
Pandey, S. K., 92n
128n, 233n 266n, 615n Papper, E. M., 330n
Newport, F., 16n Oldham, Greg, 240–241 Parasuraman, S., 613n
Newton, Jeremy, 164, 165f O’Leary-Kelly, A. M., 234n, 283e, 303n Parboteeah, K. P., 199n
Ng, C. K., 198n Olekalns, M., 363n, 475n, 477n Parise, M. R., 408n
Ng, K., 378n, 401n, 574n Oliver, C., 611n, 612n Park, G., 199n, 304n, 305n
Ng, K. Y., 236n Ollo-López, A., 420n Park, I. J., 122n
Ng, S., 198n Olson-Buchanan, J. B., 94n, 364n Park, J., 128n
Ng, T. W. H., 65n, 66n, 92n Olve, N., 508n Park, R., 267n
Nguyen, D., 441n O’Malley, M., 157, 158n Park, W., 305n
Nguyen, N. T., 235n Oneal, M., 536n Park, W. W., 305n
Nguyen, T., 231 O’Neal, Stan, 394 Parker, Mark, 415f
Nichols, E., 363n O’Neill, R. M., 611n Parker, S. K., 266n
Nicklin, J. M., 266n O’Neill, T. A., 331n, 408n Parker-Hope, T., 564n
Nieboer, Crispin, 117 Ones, D. S., 65n, 129n, 266n, 303n, 363n, Parker-Pope, T., 47b
Niederhoffer, K., 364n Parks, L., 268n
Nielson, T. R., 573n 403n, 572n, 612n, 613n

INDEXES 653

Parra, L. F., 93n Pesonen, H., 573n Pólos, L., 611n
Parry, E., 162n Peters, L. H., 402n Pomeroy, A., 67n
Parsons, C. K., 540n Peters, T., 35n Pondy, L. R., 475n
Pastor, J. C., 404n, 614n Peters, Tom, 87 Poole, E., 541n
Pasupathi, M., 126n Petersen, J. C., 442n Poon, J. M. L., 442n
Patel, T., 185n Peterson, M. F., 162n, 266n, 303n Popp, E., 539n
Paton, G., 573n Peterson, R., 454n Popp, P. O., 66n
Patrick, Danica, 321f Peterson, R. S., 332n, 475n, 476n Porath, C. L., 303n, 573n
Patriotta, G., 539n Peterson, S. J., 269n, 574n Porcelli, A. J., 198n
Patterson, F., 572n Petraeus, David, 400 Poropat, A. E., 159n
Patterson, M., 571n Petrecca, L., 12n, 359n Porter, C. O. L. H., 236n, 331n,
Patterson, S., 166n Petrides, K. V., 128n, 262n
Pattison, K., 229n Petty, R. E., 92n, 364n, 365n, 440n 509n, 612n
Patton, G. K., 94n Pfarrer, M. D., 269n Porter, L. W., 235n, 236n, 237n, 539n
Paul, J., 539n Pfeffer, J., 440n, 441n, 570n Porter, S., 356n, 365n
Paul, J. R. B., 442n Pfeffer, Jeffery, 569 Posavac, E. J., 198n
Paulson, G. D., 408n Phan, K. T., 609n Posner, B. Z., 162n
Paulus, P. B., 305n Phelps, S., 35n Posthuma, R. A., 64n, 196n, 572n
Pavlo, W., 412n Phillipchuk, J., 232n Postlewaite, B. E., 473n, 475n
Pawar, B. S., 541n Phillips, J. S., 615n Poteet, M. L., 407n, 408n
Payne, C. R., 400 Phillips, K. W., 196n, 304n, 408n Potosky, D., 65n
Payne, R., 613n Phillips, S. L., 365n Poverny, L. M., 126n
Payne, R. L., 93n Picascia, S., 126n Powell, C. A., 120b
Payne, S. C., 539n, 540n, 574n Piccolo, R. F., 82e, 160n, 332n, Powell, G. N., 65n, 76b, 604n
Pearce, C. L., 408n Powell, W. W., 539n
Pearsall, M. J., 328n, 330n, 476n 402n, 404n Pozzoli, D., 266n
Pearson, A. W., 162n Pichler, S., 574n Prager, J. H., 571n
Pearson, C. M., 303n, 573n Piekstra, J., 159n Prati, L. M., 128n
Peccei, R., 612n Pierce, B., 541n Pratkanis, A. R., 305n
Pedigo, P. R., 36n Pierce, J. R., 573n Pratt, M. G., 128n, 197n, 540n, 541n
Peeters, H., 572n Pierce, L., 332n Prehar, C. A., 236n
Peiró, J. M., 475n Pierce, W. D., 233n Premack, S., 234n
Pelled, L. H., 363n Pierro, A., 440n Prest, W., 234n
Pendleton, A., 268n, 269n Pieterse, A. N., 332n Preston, L. E., 145e, 162n
Peng, A. C., 330n, 406n Pil, F. K., 268n Price, K. H., 64n, 332n
Peng, K., 196n, 292n Pilcher, J. J., 126n Price, K. N., 302n
Peng, S., 476n Pinae Cunha, M., 539n, 541n Priem, R. L., 475n
Peng, T. K., 440n Pinder, C., 232n Pritchard, R. D., 266n
Penke, L., 126n Pinder, C. C., 232n Probst, T. M., 267n, 508n
Penner, L. A., 441n Pinkley, R. L., 475n Pronovost, Peter, 191b
Penney, L. M., 95n, 160n, 234n, Piotrowski, M., 571n Prottas, D. J., 232n
Pirozzolo, F. J., 127n, 233n, 408n Proudfoot, S., 47b
402n, 601n Pitariu, A. H., 474n Pruitt, B. H., 574n
Pennings, J. M., 508n Pitcher, P., 476n Prussia, G. E., 611n
Penny, L. M., 475n Pittenger, D. J., 159n Puffer, S. M., 541n
Pentti, J., 303n Plattner, Hasso, 214 Pugh, D. S., 509n, 539n
Penttila, C., 36n Player, S., 508n Pugh, S. D., 36n
Pepitone, J., 93n Plous, S., 197n Pugliese, D., 196n
Peppler, Bill, 567b Ployhart, R. E., 509n Pulliam, S., 198n
Perlowski, H., 64n Pochic, S., 65n Purdic-Vaughns, V. J., 196n
Perman, S., 440n Pochobradsky, Mary, 417f Purvanova, R. K., 596n
Perrewe, P. L., 615n Podsakoff, N. P., 82e, 613n Pusic, E., 267n
Perrewé, P. L., 65n, 128n, 305n, 440n, Podsakoff, P., 94n, 304n Putka, D. J., 162n
Podsakoff, P. M., 402n, 440n, 573n Putnam, L. L., 125n, 363n
441n, 442n Poelmans, S., 614n Puttonen, T., 573n
Perrone, J., 124n Poelmans, S. A. Y., 614n Pyrillis, R., 567n, 570n
Perrow, C., 440n, 509n Pohley, K., 572n Pyszczynski, T., 404n
Perry, S. J., 234n, 402n, 518n, 539n Pohlmann, J. T., 402n
Perry-Smith, J. E., 199n Poister, T. H., 235n Q
Persaud, R., 160n Pollack, J. M., 401n
Peruche, B. M., 198n Polman, E., 305n Qian, Z., 196n
Pescovitz, D., 508n Quigley, N. R., 476n

654 INDEXES Renn, R. W., 615n Rodgers, R., 235n
Rentsch, J. R., 94n, 266n Rodriguez Mosquera, P. M., 127n
Quinn, J., 40n Resick, C. J., 161n, 331n Rodríguez-Muñoz, A., 12n, 614n
Quinn, R., 37n Restubog, S. L. D., 611n Roe, C. W., 440n
Quinn, R. E., 37n, 538n, 541n Reuss, Mark, 478 Roe, R. A., 92n, 615n
Quinn, R. T., 37n Reuver, R. S. M. de, 143b Roehling, M. V., 613n
Quinones, M. A., 572n Reyna, C., 196n Roemer, L., 126n
Quiñones, M. A., 67n, 235n Reynolds, M., 269n Roethlisberger, F. J., 303n
Quirk, Peter, 349 Reynolds, N., 129n Rogers, D. L., 235n
Quoidbach, J., 262n Rezvani, S., 70n Rogers, G., 94n
Rhoades, J. A., 475n Rogers, L. E., 508n
R Rhoades, L., 93n, 233n Roh, H., 67n, 331n
Rhode, Karen, 349 Rojstaczer, S., 560n
Raelin, J. A., 404n Rice, R. E., 364n Rokeach, M., 161n
Rafaeli, A., 108b, 540n Rice, R. W., 402n Rokeach, Milton, 145
Rafferty, A. E., 611n, 613n Rich, B. L., 82e, 93n, 161n, 233n, 235n, Rolland, J. P., 66n, 571n
Rafter, M. V., 607n Romm, T., 441n, 443n
Raghavan, A., 43e 614n, 615n Roraff, C. E., 508n
Ragins, B. R., 66n, 407n Richard, E. M., 127n Rose, R., 614n
Rajaratnam, Raj, 386, 410 Richardson, A. M., 614n Rosedale, Philip, 491
Raju, N. S., 161n Richardson, H. A., 260n, 268n Rosen, B., 291n, 330n, 539n
Rakoff, D., 120b Richardson, K. M., 615n Rosen, C. C., 442n
Ralston, D. A., 266n, 305n Richardson, N., 305n Rosen, D. H., 159n
Ramesh, A., 160n, 162n Richardson, R. J., 404n Rosenberg, E. L., 127n
Rampell, C., 561n Richeson, J. A., 65n Rosenberg, Mona, 75f
Rampell, Catherine, 574n Richey, J. A., 161n Rosenberg, T., 294n
Ramsey, Gordon, 320b Richtel, M., 359n, 364n Rosenbloom, S., 262n
Ramunujam, R., 365n Richter, E., 441n Rosenfeld, Irene, 576
Randall, K. R., 331n Ricketts, M., 540n Rosenfeld, P., 432n, 442n
Randall, S., 496n Rietzschel, E. F., 199n Rosenkrantz, A., 9n, 36n
Randolph, W. A., 92n, 267n Riggio, R. E., 127n, 233n, 403n, 408n Rosenthal, J., 538n
Ransdell, E., 540n Rigoglioso, M., 304n Rosenthal, P., 536n
Rao, Srikumar, 123 Riketta, M., 92n Rosenzweig, P., 196n
Rapoport, A., 304n Ringelmann. Max, 287 Rosette, A. S., 196n, 408n, 477n
Rapoport, R., 574n Riordan, C. M., 268n Rosnow, R. L., 364n
Rapp, T., 329n Rioux, S. M., 441n Ross, J., 191n
Rapp, T. L., 302n, 332n Rist, R. C., 235n Ross, L., 195n
Rappeport, A., 577n Ristikari, T., 408n Rossi, A. M., 305n
Rashotte, L. S., 363n Robbins, S. B., 159n Rosso, B. D., 266n
Rau, R., 129n Robbins, S. P., 178e, 197n, 269n, Rost, J. C., 406n
Rauschenberger, J., 232n Roth, L., 161n
Raven, B., 440n 454n, 455n Roth, P. L., 65n, 92n, 95n, 161n, 572n
Raven, B. H., 440n Roberson, L., 65n Roth, W. F., 235n
Raven, B. J., 440n Roberson, Q., 236n Rothaemel, F. T., 508n
Raver, J. L., 65n, 476n Roberson, Q. M., 67n Rothstein, H. R., 615n
Ravid, S., 108b Robert, C., 160n, 267n Rotundo, M., 441n, 573n, 614n
Ravlin, E., 303n Roberts, B., 569n Rounds, J., 162n
Ravlin, E. C., 162n Roberts, B. W., 147b, 155n, 159n, 160n Rousseau, D. M., 36n, 302n, 406n
Raymond, Rick, 89, 90 Roberts, J. A., 406n Roussel, P., 540n
Raynor, J. O., 233n Roberts, L. M., 37n Rout, L., 570n
Reade, C., 303n Roberts, R. D., 127n, 128n Roy, M. H., 573n
Reagan, Ronald, 379, 380 Robertson, I., 160n Rózsa, L., 301n
Ree, M. J., 65n Robie, C., 93n Rubin, D., 126n
Reeve, E., 161n Robins, R. W., 125n Rubin, I. M., 233n
Reeves, E., 269n Robinson, A., 268n, 269n, 571n Rucci, A. J., 37n
Rego, A., 541n Robinson, S. L., 129n, 302n, 303n Ruddy, T. M., 330n, 332n
Reicher, S., 303n Robison, J., 541n Rudy, D., 210n
Reichers, A. E., 93n Roccas, S., 162n Rueff, Rusy, 363
Reiczigel, J., 301n Roch, S. G., 236n Rugulies, R., 614n
Reinhard, M., 365n Rodebaugh, T. L., 365n Ruiz-Quintanilla, S. A., 266n
Reiter-Palmon, R., 441n Rodgers, Aaron, 543f
Ren, H., 365n, 476n Rodgers, B., 65n
Ren, L. R., 66n

INDEXES 655

Rukavishnikov, A. A., 160n Saporito, B., 538n Schulte, M., 94n, 539n
Rule, N. O., 125n Saraceno, J., 544n Schultz, H., 610n
Rundle, R., 364n Sashkin, M., 409n Schultz, Howard, 610
Rupp, D. E., 127n, 129n, 236n, 615n Saul, J. R., 332n Schultz-Hardt, S., 305n
Rusbult, C. E., 94n Sauley, K. S., 236n Schulze, W., 332n
Rushton, J. P., 66n Saunders, D., 476n Schulz-Hardt, S., 195n, 197n, 198n
Russ, G. S., 442n, 443n Sawang, S., 596n Schurtz, D. R., 120b
Russ-Eft, D. F., 573n Sawyer, J. E., 199n Schuster, J. R., 268n
Russell, Cindy, 606f Schacter, D. L., 92n Schwab, D. P., 232n, 237n
Russell, J. E. A., 407n Schaefer, A., 185n Schwartz, B., 198n
Russell, S. S., 126n Schaefer, K., 35n Schwartz, R. D., 304n
Russinova, Z., 66n Schaffer, B. S., 267n, 615n Schwartz, S. H., 162n
Russo, J. E., 197n Schaller, M., 232n Schwartz, Tony, 607b
Rutte, C. G., 615n Schantz, A., 234n Schwarzer, R., 615n
Ryan, A. M., 65n, 67n, 94n, 302n, Schaubroeck, J., 67n, 233n, 330n, 405n, Schwarzwald, J., 442n
Schweiger, D. M., 268n
443n, 572n 406n, 614n Schweitzer, M. E., 234n, 407n,
Ryan, R., 233n Schaufeli, W. B., 233n, 235n, 614n
Ryan, R. M., 233n Scheer, L. K., 236n 477n, 574n
Ryan, Rex, 326 Schein, E. H., 402n, 538n, 540n, 612n Schwochau, S., 441n
Rygl, D., 358n, 365n Schepers, P., 613n Schyns, B., 408n, 612n
Rynes, S. L., 36n, 268n Schepman, S., 235n Scott, B., 235n
Schermer, J. A., 128n Scott, B. A., 94n, 126n, 129n, 160n, 236n,
S Schermerhorn, J. R., 405n
Schettler, J., 572n 272n, 407n, 614n
Saad, L., 80e, 106e Scheu, C. R., 65n, 67n Scott, G. G., 265n
Saavedra, R., 129n Schillinger, L., 157, 158n Scott, J., 438n
Sabramony, M., 268n Schippers, M. C., 332n Scott, K. D., 65n, 94n, 269n
Sacco, J. M., 65n, 67n Schleicher, D. J., 92n, 304n Scott, K. L., 475n
Sackett, P. R., 129n, 303n, 441n, 571n, Schlenker, B. R., 365n, 432n Scott, K. S., 36n
Schlesinger, L. A., 611n Scott, M., 577n
572n, 573n Schmaltz, R., 233n Scott, W. G., 235n, 363n
Sagarin, B. J., 365n Schmidt, A. M., 332n Scullen, S. E., 36n, 574n
Sage, Alan, 570 Schmidt, A. M., 539n Sebastiano, A., 612n
Sagie, A., 267n Schmidt, Eric, 503b Sedikides, C., 195n, 198n
Sagiv, L., 162n Schmidt, F. L., 67n, 83b, 93n, 94n, 233n, See, Y. H. M., 365n
Saglam, G., 92n Seers, A., 302n
Saini, D. S., 54b 571n, 572n Segal, J. A., 359n
Sajkovic, A. D., 234n Schmidt, K., 615n Seibert, S. E., 92n, 142b, 161n, 267n
Sakamoto, A., 64n Schmidt, N. B., 161n Seidel, M. L., 267n, 443n
Saks, A., 93n Schmidt, S. M., 440n Seijts, G. H., 159n, 304n, 332n
Salanova, M., 235n Schminke, M., 303n, 509n, 541n Seiling, J., 612n
Salas, E., 235n, 305n, 314n, 332n, 573n Schmit, M. J., 94n Seiling, J. G., 540n
Salas, S., 407n Schmitt, N., 65n, 67n, 232n, 613n Seligman, D., 573n
Salavich, Brad, 52 Schmitt, R. B., 573n Seligman, M. E. P., 94n
Salgado, J. F., 66n, 160n, 571n Schneider, André, 362 Sellers, P., 40n
Salmon, P., 615n Schneider, B., 93n, 160n, 162n, 500n, Sellers, R. M., 303n
Salopek, J. J., 266n Sels, L., 302n
Salovey, P., 127n, 402n 518n, 538n, 539n, 540n, 572n Seltzer, J., 404n
Salters, K., 126n Schoenborn, S., 403n, 404n Selvadural, Naveen, 494f
Saltz, J. L., 304n, 331n Schoenherr, R. A., 509n Selye, H., 614n
Salvador, R., 37n, 476n Scholl, W., 235n Semba, Toshiro, 424f
Salvador, S., 541n Schollaert, E., 572n Semmer, N. K., 303n, 332n, 615n
Salvaggio, A. N., 160n, 538n Schomer, S., 326n Sendry, J., 425n
Sanchez, J. I., 614n Schon, D. A., 613n Senge, P. M., 594n, 613n
Sandal, G. M., 405n Schoorman, F. D., 406n, 407n Senin, I. G., 160n
Sandberg, J., 365n Schouten, B. C., 406n Seo, M., 127n
Sanders, R., 197n Schram, J., 64n Sernovitz, Andy, 363
Sanders, W. G., 540n Schramm, J., 508n, 613n Serota, K. B., 365n
Sandomir, R., 160n Schriesheim, C. A., 402n, 403n, 404n, 440n Settles, I. H., 303n
Sandvik, E., 94n Schroeder, A. N., 574n Settoon, R. P., 260n
Sanz-Vergel, A. I., 614n Schubert, T. W., 440n Setty, Prasad, 366
Sapienza, H. J., 612n Schuler, R. S., 305n, 365n, 571n, 613n

656 INDEXES Shteigman, A., 302n Smith, P. L., 477n
Shuffler, M., 330n Smith, Phil, 399
Shaffer, J. A., 571n Shulkin, D. J., 269n Smith, R., 198n
Shaffer, M. A., 143b, 269n Shulkin, S., 266n Smith, R. H., 120b
Shafir, E., 197n Sibony, O., 301n Smith, S., 544n
Shah, A., 330n Sillito, S. D., 305n Smith, S. M., 92n
Shah, A. K., 197n Silver, S. D., 304n Smith, W. K., 439n
Shalhoop, J., 161n Silver, S. R., 92n, 267n Smither, J. W., 363n
Shallenbarger, S., 96n Silver, T., 266n Smith-Jackson, T. L., 613n
Shalley, C. E., 199n Silver, W. S., 234n Smola, K. W., 162n
Shamir, B., 404n, 405n Silverstein, S., 441n Smulian, M., 573n
Shane, S., 613n Silverthorne, C., 614n Snabe, J. H., 194n
Shani, A. B., 196n Sim, J., 406n Snow, C. C., 508n, 509n
Shanock, L. R., 236n Simmonds, D., 378n Snyder, M., 161n, 442n
Shapiro, D. A., 475n Simmons, J. P., 197n Snyderman, B., 232n
Shapiro, D. L., 332n, 407n Simon, B., 538n Sokol, David, 503b
Shapiro, H. J., 237n Simon, H. A., 170, 196n, 197n Soldat, A. S., 365n
Sharma, E. K., 573n Simons, T., 236n Solinger, O. N., 92n
Sharma, R. T., 96n Simpson, J. A., 406n, 407n Solis, D., 43e
Sharma, S., 123n Simpson, R. L., 363n Soll, J. B., 197n
Shaver, P. R., 125n Simsek, Z., 404n, 405n, 539n Solomon, R. C., 125n, 126n
Shavitt, S., 440n Sin, H., 127n Solomon, S., 404n
Shaw, J. C., 82e, 235n, 236n Sinangil, H. K., 65n, 129n, 363n, Somech, A., 476n
Shaw, J. D., 268n, 304n, 332n, 441n, Sommers, S. R., 304n
612n, 613n Sonenshein, S., 37n
443n, 475n, 509n Sinar, E. F., 93n Song, F., 243n, 269n
Shaw, M. E., 304n Sinclair, R. C., 365n Song, L. J., 127n
Sheehan, M. K., 574n Sine, W. D., 509n Song, Z., 129n
Sheikh, S., 198n Sippola, A., 67n Sonnenfeld, J. A., 408n
Sheldon, K. M., 210n, 233n, 573n Sitkin, S. B., 36n, 406n Sonnentag, S., 601n, 614n, 615n
Shell, A., 166n Sitzman, T., 573n Soo, C., 291n
Shellenbarger, S., 37n, 123n, 267n Sitzmann, T., 573n Sorensen, J. B., 538n, 539n, 612n
Shenkar, O., 509n Siu, O., 76b, 405n Sorenson, M., 158n
Shepherd, L., 269n Sivaprasad, L., 269n Sorkin, A. R., 503n
Sheppard, L., 509n Sivasubramaniam, N., 405n Sosik, J. J., 332n
Shepperd, J. A., 304n Skarlicki, D. P., 236n Soutar, G. S., 161n
Sherman, M. P., 305n Skilling, Jeff, 386 Sparrow, P., 126n
Shevell, Nancy, 264 Skinner, B. F., 235n Sparrowe, R. T., 403n
Shi, K., 76b, 405n, 540n Slack, T., 612n Spataro, S. E., 441n
Shi, L., 614n Slaughter, J. E., 233n, 234n Spaulding, A. C., 235n
Shields, J. L., 269n Slocum, J. W., 541n Spector, E., 93n
Shiflett, S., 402n Slocum, J. W., Jr., 538n Spector, P. E., 76b, 95n, 160n,
Shih, H., 475n Slovic, P., 197n, 198n
Shiller, R. J., 198n, 301n Sluiter, J. K., 615n 475n, 614n
Shiller, Robert, 301 Smale, A., 67n Spell, C. S., 509n
Shin, S. J., 331n, 404n Small, D. A., 477n Spence, J. R., 574n
Shin, Y., 508n Smith, A. D., 476n Spence, J. T., 304n
Shiota, M. N., 365n Smith, A. K., 197n Spencer, L. M. J., 128n
Shipley, M. J., 614n Smith, D. B., 162n, 540n, 572n Spencer, S., 129n
Shipp, A. J., 162n, 171n, 540n Smith, D. K., 329n Spencer-Rodgers, J., 196n, 292n
Shipper, F., 36n, 613n Smith, D. M., 127n Spicer, A., 37n
Shirako, A., 467n Smith, Fred, 519 Spirling, L. I., 160n
Shirom, A., 615n Smith, J., 123n Spisak, B. R., 408n
Shishkin, P., 43e Smith, J. A., 402n Spitzmüller, C., 126n
Shiv, B., 129n Smith, Jim, 123 Spitzmuller, M., 94n, 160n
Shleicher, D. J., 161n Smith, K. G., 269n, 612n Spitznagel, E., 90n
Shmulyian, S., 94n, 539n Smith, M. A., 159n Spreitzer, G., 37n
Shockley, K. M., 266n Smith, Morgan, 371f Spreitzer, G. M., 37n
Shonk, J. H., 329n Smith, N. R., 233n Spychalski, A. C., 572n
Shonk, K., 124n Smith, P. B., 236n, 303n, 358n Srinivasan, D., 408n
Shore, L. M., 403n Smith, P. C., 93n, 126n Srivastava, S., 128n, 159n, 330n
Shotland, A., 573n
Shrout, P. E., 204n

INDEXES 657

St. Clair, L., 36n Strack, F., 198n Tanlu, L., 258n
Stack, J., 269n Straus, S. G., 364n Tannenbaum, S. I., 573n
Stagl, K. C., 332n Straus, S. S., 330n Tapon, F., 269n
Stahl, G. K., 462n Strauss, G., 267n Taras, V., 162n
Stahl, M. J., 233n Strauss, J. P., 92n, 159n Taris, T. W., 614n
Stajkovic, A. D., 234n, 235n, 269n Streib, G., 235n Tasa, K., 332n
Stalker, G. M., 508n Stride, C. B., 571n Taskin, L., 267n
Stankov, L., 127n, 128n Stroh, L. K., 36n Tatcher, J. B., 441n
Stanovich, K. E., 198n Stross, R., 364n Tate, G., 160n
Stanton, J. M., 126n, 267n Stuhlmacher, A. F., 477n Tausky, C., 93n
Staples, D. S., 304n Sturges, Jonathan, 164, 165f Taylor, A., 480n, 538n, 613n
Stark, E. M., 304n, 332n Sturman, M. C., 37n Taylor, G. S., 94n
Staudinger, U., 126n Su, Z., 420n Taylor, H., 573n
Staw, B. M., 93n, 125n, 198n, 199n, 237n, Subirats, M., 538n Taylor, P., 540n
Subramanian, N., 198n Taylor, P. J., 365n, 573n
267n, 303n, 331n, 333n, 364n, Subramony, M., 266n Taylor, R. N., 161n
509n, 539n, 613n Subway, 55 Taylor, S., 162n, 572n
Stecklow, S., 441n Sue-Chan, C., 234n Teel, K. S., 574n
Steel, P., 162n, 441n, 614n, 615n Suh, E. M., 160n Tekleab, A. G., 476n
Steel, R., 94n Sullenberger, Sully, 398 Tellegen, A., 126n
Steel, R. P., 266n Sullivan, K., 204n Ten Velden, F. S., 477n
Steenkamp, J.-B. E. M., 236n Sulsky, L. M., 574n Tenant, Kate Riley, 439
Steensma, H., 66n Summers, Larry, 61 Tenbrunsel, A. E., 194n, 258n
Steers, R., 236n Sundstrom, E., 333n Tenne-Gazit, O., 405n
Steers, R. M., 196n, 235n, 539n Surface, E. A., 235n, 268n Tepper, B. J., 209n, 402n
Steffy, B. D., 614n Surowiecki, J., 36n Tepper, Bennett, 232
Steiden, B., 308n Susanto, E., 475n Terry, D. J., 302n, 303n
Steiger-Mueller, M., 403n Suttle, J. L., 232n, 244e, 266n, 540n Tesluk, P. E., 330n, 476n
Stein, E. W., 364n Sutton, C., 614n Tetrault, L. A., 402n
Stein, J. H., 236n Sutton, C. D., 162n Tetrick, L. E., 403n
Steindl, J. R., 65n Sutton, J. M., 614n Tett, R. P., 163n
Steiner, D. D., 108b Sutton, R. I., 12n, 388n Thain, John, 182
Steiner, I. D., 332n Suzuki, A., 160n Thakor, A. V., 243n, 538n
Steinl, W., 129n Sverdlik, N., 612n Thatcher, J. B., 443n
Stephens, P., 269n Swann, W. B., Jr., 364n Thatcher, S. M. B., 613n
Stern, I., 443n Swartz, J., 359n Thau, S., 232n
Stevens, C. K., 67n, 443n Sweeney, B., 541n Thayer, S. K., 404n
Stewart, D., 573n Swider, B. W., 572n Thelen, N., 197n
Stewart, G. L., 67n, 330n, 331n, 571n, Sy, T., 129n, 508n Thierry, H., 197n, 237n, 404n
572n, 613n Symons, C., 305n Thomas, J. B., 302n
Stewart, S. M., 508n, 541n Sytsma-Jordan, S., 66n Thomas, K., 326n, 453n
Stewart, T. A., 330n Szalavitz, M., 107b Thomas, K. W., 474n, 476n, 477n
Stewart, W. H., Jr., 161n Szulanski, G., 475n, 476n Thomas, M. D., 612n
Stewart. A., 43e Szymanski, K., 304n Thomas, S. C., 571n
Stibal, J., 441n Thompson, E., 544n
Stickney, L. T., 122n T Thompson, J. R., 268n
Stilwell, D., 403n Thompson, K. R., 539n
Stine-Cheyne, K. J., 574n Taber, T. D., 403n Thompson, L., 330n, 477n
Stinglhamber, F., 93n, 403n Taggar, S., 332n Thompson, L. J., 185n
Stipp, D., 64n Taggart, J., 269n Thoresen, C. J., 94n, 159n, 571n
Stogdill, R. M., 402n Tait, M., 65n Thoresen, J. D., 571n
Stone, Biz, 592f Takemura, K., 196n Thorman, Rebecca, 156
Stone, D. L., 539n Takeuchi, K., 267n Thornton, M., 200n
Stone, E. F., 266n Takeuchi, R., 267n Thurm, S., 243n
Stoner, J., 539n Tamir, M., 128n Thurow Kröning, B., 198n
Stone-Romero, E. F., 539n Tamkins, M. M., 196n Tierney, B. W., 508n
Story, L., 336n Tan, C., 406n Tierney, J., 61n
Stout, D., 404n Tan, C. S. F., 407n Tierney, P., 235n
Stoute, Steve, 416 Tan, H. H., 210n, 407n Tillquist, K., 157, 158n
Stovall, J. F., 408n Tangirala, S., 364n, 365n, 407n Tilstone, P., 315n
Stoverink, A. C., 572n Tanikawa, M., 235n

658 INDEXES Turley, James, 607b van Dijk, E., 129n
Turner, M., 607n van Dijk, W., 120b
Tims, M., 233n Turner, M. E., 305n van Dijke, M., 406n, 440n
Tindale, R. S., 305n, 476n Turner, R. N., 67n Van Dyne, L., 378n
Tinsley, C. H., 24n Turner, T., 269n Van Eerde, W., 237n, 615n
Tischler, L., 91n Turnley, W. H., 236n, 432n, 442n Van Engen, M. L., 383e
Tjosvold, D., 474n Tushman, M. L., 439n van Ginkel, W. P., 332n
Tluchowska, M., 64n Tuzinski, K. A., 571n Van Hoye, G., 364n
Todorov, A., 196n Tversky, A., 198n Van Iddekinge, C. H., 65n, 162n
Toh, S. M., 302n, 509n Twenge, J. M., 162n, 304n van Iterson, A., 345n, 363n
Tomljenovic, B., 442n Tyler, K., 474n van Ittersum, K., 400
Tong, K., 236n Tyler, T. R., 94n, 236n Van Kleef, G. A., 67n, 129n, 320n, 477n
Tonidandel, S., 67n Tynan, R. O., 196n, 333n van Knippenberg, B., 320n, 406n
Tordera, N., 303n Tzeng, J. M., 64n Van Knippenberg, D., 67n, 199n, 320n,
Torelli, C. J., 440n
Toren, N., 36n U 332n, 404n, 406n, 476n
Tosi, H. L., 235n, 404n van Koningsbruggen, G. M., 120b
Tóthmérész, B., 301n Uchitelle, L., 2n Van Maanen, J., 540n
Totterdell, P., 129n Uggerslev, K. L., 574n van Olffen, W., 92n
Towler, A. J., 403n, 409n Uhl-Bien, M., 403n van Raaij, F., 198n
Toya, K., 518n Uliaszek, A. A., 614n van Rhenen, W., 233n, 614n
Toyama, M., 476n Ullman, Mike, 386 van Vianen, A., 163n
Tozzi, J., 267n Ullrich, J., 292n Van Vianen, A. E. M., 127n, 541n
Tracey, J. B., 440n Ulrich, D., 87, 508n Van Vugt, M., 408n
Tracey, T. J., 162n Ulrich, M., 126n van Woerkorn, M., 143b
Tracy, B., 615n Unckless, A. L., 161n Van Yperen, N. W., 613n
Tracy, J. L., 125n Underhill, C. M., 407n Vance, R. J., 93n, 94n
Tran, V. N., 508n United Auto Workers, 461f Vandenberg, R., 93n
Tranel, D., 127n United Nations, 421 Vandenberg, R. J., 267n, 268n, 615n
Trap, P., 580n Urwin, P., 162n Vandenberghe, C., 93n, 94n, 233n,
Travaglione, A., 508n Useem, J., 408n
Traver, H., 573n Uy, D., 197n 539n, 540n
Treadway, D. C., 440n, 441n, 443n Uy, M. A., 129n VandenHeuvel, A., 65n
Tredoux, C., 612n Vanderheiden, P. A., 508n
Tremblay, M., 93n, 94n V Varella, P., 404n
Trent, J., 197n Varma, A., 66n
Trevino, L. K., 37n, 364n, 541n, 573n Väänänen, A., 303n Varner, I. I., 143b
Treviño, L. K., 406n Vahtera, J., 303n, 614n Vauclair, C., 210n
Trevor, C. O., 37n, 95n, 508n Vail, Diana, 89 Vecchio, R. P., 236n, 402n, 403n
Triandis, H. C., 160n Valasquez, M., 199n Vehkaperä, M., 573n
Triemer, A., 129n Valentine, S., 573n Veiga, J. F., 404n, 405n, 539n
Trochim, W. M. K., 332n, 476n Valle, M., 442n Venkataraman, S., 613n
Tropp, L., 612n Vallerand, R. J., 615n Venkataramani, V., 304n, 475n
Trougakos, J. P., 127n Valley, K. L., 476n Verdú-Jover, A. J., 404n
Trump, Donald, 141 van Aken, M. A. G., 126n Verepej, M. A., 329n
Truxillo, D., 540n van Beest, I., 129n Veres, J. G., 67n
Truxillo, D. M., 540n van Breukelen, W., 66n Vergel, A., 12n
Trzesniewski, K. H., 155n van Dam, K., 197n, 612n Verghese, A., 294n
Tsai, W.-C., 127n, 129n, 443n Van de Ven, A. H., 509n Verhezen, P., 526n
Tschan, F., 332n Van de Vliet, E., 305n, 474n, 476n Verney, T. P., 305n
Tse, Irene, 90 van den Berg, P. T., 197n, 404n, 613n Vernon, L. L., 365n
Tsui, A. S., 540n Van den Brande, I., 302n Vernon, P. A., 128n
Tsui, B., 439n van der Haar, D., 612n Verquer, M. L., 162n, 540n
Tsui, O., 378n van der Heijden, B. I. J. M., 574n Vest, M. J., 162n
Tubbs, M. E., 234n, 305n van der Laan, S., 258n Vickers, M. H., 124n
Tucker, J. S., 540n van der Leeden, R., 574n Victor, B., 541n
Tuckman, B. W., 302n van der Vlist, R., 66n Victorov, V. I., 236n
Tugend, A., 265n van der Weide, J. G., 404n Viechtbauer, W., 159n
Tully, S., 36n van der Zee, K. I., 159n, 572n Vigoda, E., 442n, 443n
Tuna, C., 36n Van Deusen, F., 575n Villa, J. R., 402n, 408n
Turban, D. B., 36n, 196n, 407n, 572n Van deVen, A. H., 305n Villado, A. J., 162n, 331n
Turkheimer, E., 159n van Dierendonck, D., 406n Villadsen, E., 614n

INDEXES 659

Vinson, G., 129n Wang, H., 233n, 267n, 540n Welch, W. M., 200n
Virick, M., 267n Wang, J., 573n Weldon, E., 332n
Viswesvaran, C., 65n, 129n, 363n, 572n, Wang, L., 196n Welker, R. B., 236n
Wang, M., 540n Weller, A., 126n
612n, 613n Wang, P., 233n Weller, I., 95n
Vlasic, B., 480n Wang, X., 405n, 614n Wells, A., 198n
Voelpel, S. C., 332n Wang, X. M., 574n Wells, G. L., 198n
Vogel, M., 572n Wang, Y., 509n, 540n Welsh, E. T., 407n
Vohs, K. D., 392n Wanous, J., 93n Wenger, E., 304n
Volkema, R., 468n Wanous, J. P., 540n Werdigier, J., 63n
Volkema, R. J., 475n Wansink, B., 400 Werth, L., 198n
von Aarburg, M., 572n Ward, E. A., 440n Wessel, H., 571n
Von Glinow, M. A., 407n Warr, P., 93n Wesseling, Y. M., 120b
von Hippel, W., 196n Warren, P. A., 198n Wesson, M. J., 236n
Vonk, R., 442n Warrior, Padmasree, 362 West, B. J., 443n, 509n
Vora, D., 303n Wartzman, R., 157n West, M. A., 475n
Voss, K., 332n Waryszak, R., 36n West, R. F., 198n
Vredenburgh, D. J., 305n Washington, George, 436b Westcott, S., 266n
Vrij, A., 356n, 365n Wasserman, M. E., 573n Westerman, G., 613n
Vroman, K., 302n Wasserman, S., 508n Westphal, J. D., 443n
Vroom, V. H., 236n, 237n, 402n Wassmer, U., 508n Westrick, P., 159n
Wasti, S. A., 441n Westwood, R., 538n
W Waters, A., 614n Wetzel, Jim, 540n
Watson, C., 477n Whetzel, D. L., 572n
Waddington, K., 345n, 364n Watson, D., 104e, 105e, 126n Whitaker, B. G., 160n
Wadlinger, H. A., 128n Watson, S. B., 596n White, B., 508n
Wagner, D. T., 314n Watson, W. E., 331n White, D. W., 328n
Wagner, J. A., 331n Watt, J. D., 92n White, E., 95n, 268n, 439n
Wagner, J. A., III, 267n, 268n, 509n Wayne, S. J., 304n, 331n, 403n, 407n White, F. A., 364n
Wagner, R., 541n Weaver, G. R., 37n, 573n White, M., 35n
Wagner, S. E., 162n Webb, J. W., 612n Whiting, S. W., 573n
Wagner, S. H., 540n Weber, D., 268n Whitman, D. S., 161n
Wagner, T., 126n Weber, J., 145e, 162n, 409n Whitmore, B., 400
Wagner, U., 612n Weber, M., 183n, 403n Whitney, D., 612n
Wagoner, Richard, 396f Weber, Max, 379 Whittaker, J., 233n
Wahba, M. A., 232n, 237n Weber, R. A., 539n Whittington, E. J., 128n
Waldman, D. A., 160n, 404n Weber, T., 405n Wholey, D. R., 508n
Waldrock, David, 324 Webster, E. C., 196n Whoriskey, P., 536n
Walker, A. G., 363n Webster, J., 364n Wicker, A. W., 92n
Walker, D., 43e Wee, Susie, 326 Wicks, A. C., 541n
Walker, L. J., 398n Weekley, J. A., 509n Wiechmann, D., 332n
Wall, J, A., Jr., 304n, 476n Wefald, A. J., 233n Wiemann, S., 572n
Wall, T. D., 126n, 571n Wegener, D. T., 364n Wiener, L., 268n
Wallace, J. C., 539n, 613n, 615n Weightman, Mike, 316f Wiener, Y., 538n
Wallen, A. S., 196n Weiner, R. L., 441n Wiess, E. M., 65n
Waller, M. J., 196n, 302n Weingarden, S. M., 161n Wigdor, L. A., 232n
Walsh, Bill, 326 Weingart, L., 477n Wiggins, J. A., 304n
Walsh, J., 196n Weingart, L. R., 332n, 363n, 475n, Wiklund, H., 35n
Walsh, J. P., 365n Wild, E., 236n
Walster, E., 235n 476n, 477n Wildavsky, A., 199n
Walster, G. W., 235n Weinstein, B., 496n Wilderom, C. M., 162n
Walter, F., 303n, 401n Weinstein, Elaine, 256 Wilding, M., 232n
Walters, A. E., 477n Weiss, B., 160n Wildman, J., 330n
Walton, K. E., 159n Weiss, H. M., 93n, 125n, 126n, 127n Wiley, J. W., 36n, 500n, 508n, 539n
Walton, Sam, 398, 524 Weiss, L., 304n Wilk, S. L., 572n
Walumbwa, F. O., 233n, 388n, 405n, Weiss, T., 611n Wilken, B., 443n
Welbourne, T. M., 268n, 269n Willaby, H. W., 477n
406n, 541n Welch, F., 64n Willemsen, G., 614n
Wanberg, C. R., 93n, 161n, 407n, Welch, J., 267n, 611n Williams, A., 364n
Welch, Jack, 381, 492 Williams, C. C., 507n
408n, 540n Welch, S., 267n, 611n
Wang, D., 420n
Wang, E., 476n
Wang, G., 159n, 405n, 572n

660 INDEXES

Williams, C. R., 234n Woodward, D., 265n Zacharatos, A., 406n
Williams, E. N., 302n Woodworth, R. D., 126n Zahn-Waxler, C., 92n
Williams, Evan, 592f Workman, M., 36n Zajac, E. J., 611n
Williams, J. R., 574n Woychowski, Terry J., 478 Zaleskiewicz, T., 198n
Williams, K. D., 304n Wrenn, K. A., 64n Zand, D. E., 406n
Williams, K. Y., 331n Wright, J., 93n, 422n Zappe, J., 569n
Williams, L. A., 196n Wright, J. A., 266n Zardkoohi, A., 198n
Williams, M., 330n Wright, M. A., 539n Zatzick, C. D., 508n
Williams, M. J., 196n Wright, P., 33n Zedeck, S., 441n
Williams, M. L., 235n Wright, P. M., 268n Zeelenberg, M., 126n
Williams, S., 162n Wright, T. A., 92n Zeidner, R., 364n
Williams, Sunita, 348f Wrzesniewski, A., 92n, 160n, 161n Zelditch, M., 303n
Williams, W., 61n Wu, G., 477n Zell, Sam, 536
Williamson, B., 267n Wu, H., 64n Zellars, K. L., 305n, 615n
Williamson, I. O., 162n Wu, P., 36n Zellmer-Bruhn, M. E., 476n
Willis, J., 196n Wu, S. J., 125n Zerbe, W. J., 125n, 127n
Willis, R., 236n Wu, S. Y., 305n Zhan, Y., 540n
Willness, C. R., 441n, 614n Wyer, M. M., 365n Zhang, A., 196n
Wilpert, B., 267n Wyer, R. S., 108b Zhang, J., 197n
Wilson, D. C., 65n, 66n Wysocki, B., Jr., 268n Zhang, X., 269n, 405n
Wilson, D. S., 345n Zhang, Z., 171n
Wilson, E., 476n X Zhao, H., 142b, 407n
Wilson, J. A., 407n Zhao, L., 304n
Wilson, J. W., 330n Xanthopoulou, D., 233n Zhong, J. A., 403n
Wilson, M. G., 267n, 615n Xia, F., 196n Zhou, J., 94n, 128n, 199n, 331n,
Wilson, T. L., 235n Xiao, Z., 197n
Wimpfheimer, O., 21f Xie, J. L., 614n 404n, 442n
Wincent, J., 615n Xin, K. R., 36n, 540n Zhou, X., 403n
Winter, C., 336n Xu, H., 476n Zhu, J., 475n
Winter, D. G., 233n Zhu, W., 92n, 405n
Winter, R. J., 441n Y Ziegert, J. C., 67n, 196n, 304n, 331n
Winters, M., 67n Ziegler, M., 572n
Wipro, 551 Yahoo!, 499 Zimbardo, P. G., 303n, 398n
Wirtz, J., 108b Yakushko, O., 302n Zimbardo, Phil, 398
Wiseman, R. M., 268n Yamagata, S., 160n Zimbardo, Philip, 279
Wisher, R., 573n Yamaguchi, S., 476n Zimmerman, R. D., 66n, 571n,
Withers, L. A., 365n Yammarino, F. J., 403n, 404n, 408n
Withey, M. J., 94n Yan, A., 508n 572n, 573n
Witt, L. A., 65n, 163n, 234n, 402n, 442n, Yan, X. H., 476n Zinbarg, R. E., 614n
Yanadori, Y., 266n Zingheim, P. K., 268n
518n, 539n Yanashita, Koichi, 254 Zivnuska, S., 406n, 441n, 442n,
Witvliet, C., 572n Yang, D., 420n
Woehr, D. J., 92n, 94n, 428n, 572n, 574n Yang, H.-C., 305n 443n, 615n
Woertz, Patricia, 207f Yang, J., 475n, 549n, 580n Zohar, D., 405n
Wofford, J. C., 234n, 402n Yaniv, I., 197n Zyphur, M. J., 540n
Wojnaroski, P., 234n Yao, X., 233n
Wolchover, N., 155n Yates, C., 613n Organization Index
Wong, C., 127n Ybarra, O., 126n
Wong, C.-S., 401n Yetton, P. W., 402n References followed by b indicate boxes;
Wong, E., 198n Yik, M., 198n e, exhibits; f, figure; n, notes
Wong, K. F. E., 197n, 198n, 574n Yockey, M. D., 268n
Wood, J., 229n Yoshioka, I., 36n A
Wood, J. V., 128n Youssef, C. M., 37n, 541n
Wood, M. B., 573n Yu, G., 196n Aaron’s Rents, 421f
Wood, R. E., 234n Yuki, M., 196n ABB, 488
Wood, S. J., 571n Yukl, G., 440n Abbott, 565e
Wood, W., 126n Yutaka, K., 160n Accenture, 565e, 567b
Wooden, M., 65n ADM, 52
Woodman, R. W., 199n Z Admiral, 529
Woodruff, S., 302n Adobe Systems, 396, 605
Woods, S. A., 162n Zaal, J. N., 159n Alliance of Motion Picture and
Zablah, A. R., 539n
Zaccaro, S. J., 266n, 401n, 404n, 408n Television Producers
(AMPTP), 474
Allianz AG, 428f
Allstate, 565e

INDEXES 661

Alltel, 52 DreamWorks Animation, 605 I
Alters, Boldt, Brown, Rash, and DuPont, 565e, 580
IBM, 52, 249, 254, 311, 329, 359, 439,
Culmo, 606f E 456f, 488, 524, 565e
Amazon.com, 20, 580f
American Airlines, 221f, 532 eBay, 147f IDS Financial Services, 256
American Council on Education, 81 Eli Lilly, 243 ImageNet Company, 550f
American Express, 18, 52, 249, 565e, Encore Capital Group, 598f Intel, 52, 605
Enron, 382 International Atomic Energy
591, 605 Enterprise Rent-A-Car, 16
Ameriquest, 579 Equal Employment Opportunity Commission, 316f
AOL (America Online), 519 Intuit, 298
Apex Precision Technologies, 244 Commission (EEOC), 51, 561b
Apple, 24, 109f, 381, 494, 497, 503, 506, Ericsson, 524 J
Ernst & Young, 248f, 607
569, 578 Everett Clinic, 259 Jake, 460
AT&T, 249, 492, 494 ExxonMobil, 16, 52, 532 Johnson & Johnson, 298, 565e
Auglaize Provico, 527
F K
B
Facebook, 359, 503, 516f, Kaiser Permanente, 346
Bal Seal Engineering, 274f 567b, 581b KeySpan Corp., 256
Bank of America (BOA), 400, 536–537, KFC, 86
Factory Card & Party Outlet, 55 Koei, 532
549, 565e Federal Express (Fedex), 250f, 446 Kraft, 576
Basex, 349 Ford Motor Company, 16, 298, 311, 461f,
Bear Stearns, 579 L
Berkshire Hathaway, 503 498, 523, 529
Best Buy, 298, 396 Foursquare, 494f Lindblad Expeditions, 157
BHP Billiton, 396 Fuji Heavy Industries, 466f LinkedIn, 567b, 581b
Blizzard Entertainment, 106f Liz Claiborne, 579
Blockbuster, 181 G L’Oreal, 116, 188, 324
Blue CrossBlue Shield of North Los Angeles Dodgers, 118f
Galleon Group, 410 Los Angeles Galaxy, 323
Carolina, 565e Gannett, 363 LoveMachine, 491
BMW Group, 16, 311, 488, 493f Genentech, 77f, 605 Lowe’s, 400, 532
Boeing, 20, 386, 488, 491f, 494, General Electric (GE), 21, 214, 400, 428,
M
503, 529 492, 529
Bristol-Myers Squibb, 565e General Foods, 308 Macy’s, 298, 515
Burger King, 16 General Mills, 565e, 605 Manpower Business Solutions, 351
General Motors (GM), 26f, 186, Marks & Spencer, 497
C Marriott International, 72f
311, 478, 479f, 480, 494, 579 Mars, 438
Cabela’s, 547f Genetech, 565e Mary Kay Cosmetics, 226f
Cadbury, 576, 577f Gensler, 113f Masterfoods, 528
Capital Alliance Partners, 90 Gentex Corp., 16 MBNA, 536–537
Carlson, 565e Ghana Airways, 328 McDonald’s, 16, 187f, 482, 493
Caterpillar, 77, 498 Globoforce, 569 McKinsey & Company, 400, 410
Chrysler, 311, 372, 494, 579, 593 Goldman Sachs, 90, 334, 396 The Men’s Wearhouse, 529
Cigna, 324f Google, 366, 499, 503, 570 Mercedes-Benz, 16
Cisco, 298, 311, 494, 565e GreenForest, 329 Merck, 400
Citi, 565e Groupon, 503 Merrill Lynch, 310, 350, 394, 579
Citibank, 505 GTE, 591 MGM, 491
Coca-Cola, 493 Microsoft, 49f, 362, 483, 483f, 499, 532,
Cold Stone Creamery, 554f H
Colgate-Palmolive, 565e 549, 605
Conference Board, 74 H. J. Heinz, 52 Miller Brewing, 551
Countrywide Financial, 579 Hallmark Cards Inc., 324, 565e Mitsubishi, 421
Crouse Hospital, 488f Harrah’s Entertainment, 549 Molson Coors, 77
CSN Stores, 84f Harvard Business Review, 24, 206n Monster.com, 567b
Hawthorne Works, 281 Morningstar, 605
D HealthSouth, 382 Motorola, 52, 492
Hewitt Associates, 254 MTS Systems, 122
Deloitte, 87, 565e Hewlett-Packard (HP), 90, 492, MTV, 90
Delta Airlines, 174f
Deutsche Bank, 524, 565e, 607 498, 529 N
Discovery Communications, 565e Hollywood Video, 181
Disney, 516 Home Depot, 340f, 372, 400 NASCAR, 59f, 321f
Domino’s, 20 Honda, 16, 311 National Football League (NFL), 471
Hyundai, 213f, 519

662 INDEXES

National Hockey League (NHL), 471 Scania, 273f U.S. Bureau of the Census, 48
National Public Radio (NPR), 40 Science Applications International U.S. Department of the Census, 249
NEC Corporation, 494 U.S. Equal Employment Opportunity
Nestlé, 52, 438 Corporate (SAIC), 567
NestléPurina, 564 Screen Actors Guild (SAG), 474 Commission, 49
New York Stock Exchange (NYSE), 505 Securities and Exchange Commission U.S. Naval Academy, 552f
The New Yorker, 12 U.S. Navy, 591
Newman’s Own, 491 (SEC), 505 U.S. Supreme Court, 550
Nike, Inc., 176f, 415f, 520, 524 Security Alarm, 55 U.S. Winter Olympics Team, 326
Nintendo, 139f Sermo, 525f UCLA, 81
Nissan Motor Company, 52, 57f, 311 ServiceMaster, 590f United Auto Workers, 461f
Nokia, 16, 17f, 396 Sharper Image, 579 University of Chicago, 188
Nordstrom’s, 514–515 Shea & Gould, 457 University of Kentucky, 396
Northern Grumman, 298 Shui On Group, 298 University of Michigan, 371
Novell, 524, 532 Siemens, 506–507 UPS (United Parcel Service), 359,
Nucor, 255 Singapore Airlines, 243
Smith & Wesson, 551 421, 446
O Society for Human Resource US Airways, 85, 532
U.S. Equal Employment Opportunity
Oracle Corporation, 90, 259f Management (SHRM), 41
Sodexo, 567 Commission, 49
P Southwest Airlines, 499, 529, 549 U.S. News and World Report, 169
Sprig Toys, Inc., 311f U.S. Postal Service (USPS), 444, 446
Park Nicollet Health Services, 494 Starbucks, 116f, 285f, 311, 362, 610
Patagonia, 19 State Farm Insurance, 400 V
Pearson, 565e Subaru, 466f
Peoples Flowers, 55 Sun Microsystems, 249 VeriSign, 494
Pepsi, 499 SunGard, 503 Veterinary Cancer Group, 75f
Phoenix Inn, 259 Symantec Corporation, 259 Virgin Group, 134f
PNC, 567 Volkswagen, 16
PricewaterhouseCoopers, 524, 528f T Volvo, 308
Procter & Gamble, 417, 482, 485,
Target, 448f, 530f W
488, 549 Tata, 551
Progress Energy, 41 Tesla Motors, 363 W. L. Gore & Associates, 257, 308, 520,
Prudential, 298, 565e 3M, 492, 497, 529 591–592
Publix Supermarkets, 44f, 257 Time Warner, 519
Tommy Hilfiger, 90 Walmart, 52, 86f, 252, 255f, 400, 421, 524
R Tom’s of Maine, 529 Warner Brothers, 491
Towers Watson, 74 Washington Mutual, 579
Radio Shack, 345–346 Toyota Motor Corporation, 217f, 311, Wegmans Food Markets, 251f, 520
Raybestos Products, 89 Wells Fargo, 298, 319f
Raytheon, 52 537–538 Western Electric, 280
Rebellion Research Technologies, 164 TRANSCO, 59 Wetherill Associates, 529
Reckitt Benckiser, 489 Translation, 416 Whole Foods, 324
REI, 565e Transportation Security Administration Workforce Employment Solutions, 55
Renault, 87 Workplace Bullying Institute (WBI), 12
Research in Motion, 494 (TSA), 85 World Bank, 421
Richmond Group, 361 Tribune Company, 536 WorldCom, 382
Ritz Carlton Hotel Company, 19f Turner Broadcasting, 565e
Roadway Express, 591 20th Century Fox, 491 X
Rubbermaid, 52 Twitter, 503, 567b, 581b, 592f
Tyco, 382 Xerox, 510, 529
S Tyson Foods, 529
Z
Safeway, 59, 474 U
SAS Institute, 68, 70, 564, 565e, 569 Zappos, 10f, 85, 229, 520f, 569
U.S. Air Force, 116
U.S. Bureau of Labor Statistics, 122

Index A Combined Glossary/Subject Index

References followed by b indicate boxes; then fails to adequately adjust for and to expect the orders to be obeyed,
e, exhibits; f, figure; n, notes subsequent information, 178–179 484, 485
Anger Automatic processing, A relatively
A cross-cultural perception of in, 467b superficial consideration of evidence
in negotiation, 118 and information making use of
Ability, An individual’s capacity to perform teams and, 320b heuristics, 351
the various tasks in a job, 52, 53 at work, 119 Autonomy, The degree to which a job
Anthropology, The study of societies to provides substantial freedom
individuals with disability and, 48–49 learn about human beings and their and discretion to the individual
intellectual, 52–55, 61b, 185 activities, 13e, 14 in scheduling the work and in
physical, 55–56 Antisocial behavior, 283 determining the procedures to
of team members, 315–316 Apologies, 432e be used in carrying it out, 210b,
trust and, 389 Application forms, 545–546 240–241
Absenteeism Appreciative inquiry (AI), An approach Availability bias, The tendency for people to
age and, 45 that seeks to identify the unique base their judgments on information
gender and, 46 qualities and special strengths of an that is readily available to them, 179
job satisfaction and, 85 organization, which can then be built Avoiding, The desire to withdraw from or
organizational commitment and, 75 on to improve performance, 591 suppress a conflict, 453
Accommodating, The willingness of Arbitrator, A third party to a negotiation
who has the authority to dictate an B
one party in a conflict to place the agreement, 468, 469
opponent’s interests above his or her Arousal, 217 Baby boomers, 18, 146
own, 453 Asia, cross-cultural perception in, 467b Background checks, 546
Acquisitions, 518–519 Assertiveness, in handling conflict, 453 Balance, 55e
Action research, A change process based on Assessment centers, A set of performance- Bargaining. See Negotiation
systematic collection of data and then simulation tests designed to evaluate a BATNA, The best alternative to a negotiated
selection of a change action based on candidate’s managerial potential, 548
what the analyzed data indicate, 587 Attentional processes, 219 agreement, 464, 465
Adjourning stage, The final stage in Attitudes, Evaluative statements or Behavior
group development for temporary judgments concerning objects, people,
groups, characterized by concern with or events, 70–78 attitudes and, 71–73
wrapping up activities rather than behavior and, 71–73 in conflict process, 454
task performance, 275 components of, 70–71 ethical, 22–23
Administrators, 5 distinctness of, 78 in performance evaluation, 556
Affect, A broad range of feelings that people global implications of, 88 Behavioral component, An intention
experience, 98–99, 100–101 job, 73–78, 119
Affect intensity, Individual differences in job satisfaction and, 73 to behave in a certain way toward
the strength with which individuals in OB model, 26 someone or something, 70–71
experience their emotions, 103 profitability and, 83b Behaviorally anchored rating scales
Affective component, The emotional or variables affecting, 73 (BARS), Scales that combine major
feeling segment of an attitude, 70–71 Attribution theory, An attempt to determine elements from the critical incident and
Affective events theory (AET), A model whether an individual’s behavior graphic rating scale approaches. The
that suggests that workplace events is internally or externally caused, appraiser rates the employees based
cause emotional reactions on the part 168–170 on items along a continuum, but the
of employees, which then influence Attribution theory of leadership, A points are examples of actual behavior
workplace attitudes and behaviors, leadership theory that says that on the given job rather than general
110–112 leadership is merely an attribution that descriptions or traits, 559
African American workers, 18 people make about other individuals, Behavioral theories of leadership,
Age, 44–46, 107 393–394 Theories proposing that specific
Aggressiveness, in organizational Authentic leaders, Leaders who know who behaviors differentiate leaders from
culture, 513 they are, know what they believe in nonleaders, 370–372
Agreeableness, A personality dimension that and value, and act on those values Behaviorism, A theory that argues that
describes someone who is good natured, and beliefs openly and candidly. Their behavior follows stimuli in a relatively
cooperative, and trusting, 136, 137, followers would consider them to be unthinking manner, 218, 219
138–139 ethical people, 386–387 Benefits and downsizing, 495
Ambiguous responsibility, 291, 451 Authority, The rights inherent in a Benevolence, 389
Americans with Disabilities Act (ADA), managerial position to give orders Biases, in decision-making,
48–49, 550 177–182, 292b
Anchoring bias, A tendency to fixate on Big Five Model, A personality assessment
initial information, from which one model that taps five basic dimensions,
136–139, 142b, 369–370

663

664 GLINDEX

Biographical characteristics, Personal the organization to the lowest echelon if the rewards are seen as controlling,
characteristics—such as age, gender, and clarifies who reports to whom, 208, 209
race, and length of tenure—that are 483–484 Cohesiveness, The degree to which group
objective and easily obtained from Challenge stressors, Stressors associated members are attracted to each other
personnel records. These characteristics with workload, pressure to complete and are motivated to stay in the group,
are representative of surface-level tasks, and time urgency, 596, 597 288, 289
diversity, 44, 45 Change, Making things different, 580, 581 Collaborating, A situation in which the
forces for, 578–579 parties to a conflict each desire
age, 44–46 as organizational challenge, 20 to satisfy fully the concerns of all
disability, 48–49 organizational culture and, 518 parties, 453
gender, 46–47 resistance to, 580–584 Collectivism, A national culture attribute
gender identity, 51–52 tactics for overcoming resistance to, that describes a tight social framework
race, ethnicity, 48 582–584 in which people expect others in
religion, 50–51 See also Organizational change groups of which they are a part to
sexual orientation, 51–52 Change agents, Persons who act look after them and protect them,
tenure, 50 as catalysts and assume the 150, 151
Blog (Web log), A Web site where entries responsibility for managing change Communication, The transfer and
activities, 580, 581 understanding of meaning, 8,
are written, and generally displayed Channel richness, The amount of 9, 336
in reverse chronological order, about information that can be transmitted barriers to effective, 353–355
news, events, and personal diary during a communication episode, choice of channels for, 350–351
entries, 348, 349 350, 352 cross-cultural differences in,
Board representatives, 251 Charismatic leadership theory, A leadership 356–359, 462b
Body art, 51 theory that states that followers make downsizing and, 495
Body coordination, 55e attributions of heroic or extraordinary downward, 339, 340f
Bonus, A pay plan that rewards employees leadership abilities when they observe electronic, 345–349
for recent performance rather than certain behaviors, 379–382 functions of, 336–337
historical performance, 255–256 Checklists, 191b global implications of, 360
Boomers, 18, 146 China lateral, 339–340
Boundaryless organization, An cross-cultural perception of in, 467b nonverbal, 341–342
organization that seeks to eliminate cultural perception of time in, 171b oral, 340–341
the chain of command, have limitless long-term orientation in, 153f processing of, 351–352
spans of control, and replace organizational structure in, 499f as source of conflict, 450
departments with empowered teams, performance evaluation in, 558b trust and, 390
492–494 Citizenship, Actions that contribute to the upward, 339
Bounded rationality, A process of making psychological environment of the written, 341
decisions by constructing simplified organization, such as helping others Communication apprehension,
models that extract the essential features when not required, 555 Undue tension and anxiety about
from problems without capturing all Citizenship behavior, Discretionary oral communication, written
their complexity, 176–177 behavior that contributes to the communication, or both, 355
Brainstorming, An idea-generation process psychological and social environment Communication process, The steps between
that specifically encourages any and of the workplace, 27, 84–85 a source and a receiver that result in
all alternatives while withholding any Civility training, 552–553 the transfer and understanding of
criticism of those alternatives, 295–296 Coalitions, 418 meaning, 338, 339
Bullying, 12 Coercion, 584 Compensation
Bureaucracy, An organization structure with Coercive power, A power base that is establishing structure for, 252–253
highly routine operating tasks achieved dependent on fear of the negative results job satisfaction and, 79, 81, 82e
through specialization, very formalized from failing to comply, 414, 415 measuring CEO, 243b
rules and regulations, tasks that are Cognition, in conflict process, 451–452 as motivation, 262b
grouped into functional departments, Cognitive component, The opinion or belief variable programs for, 252–257
centralized authority, narrow spans segment of an attitude, 70–71 Competency-based pay, 256
of control, and decision making Cognitive dissonance, Any incompatibility Competing, A desire to satisfy one’s interests,
that follows the chain of command, between two or more attitudes or regardless of the impact on the other
487–488 between behavior and attitudes, 72, 73 party to the conflict, 453, 579
Cognitive evaluation theory, A version of Complexity, in organizational
C self-determination theory which holds structure, 499
that allocating extrinsic rewards for Compromising, A situation in which each
Capacity, in organizational structure, 499 behavior that had been previously party to a conflict is willing to give up
Centralization, The degree to which decision intrinsically rewarding tends to something, 454, 455, 462
decrease the overall level of motivation Conceptual skills, 8
making is concentrated at a single
point in an organization, 485, 501
Chain of command, The unbroken line of
authority that extends from the top of

GLINDEX 665

Conceptual skills, The mental ability Controlled processing, A detailed as organizational challenge, 17
to analyze and diagnose complex consideration of evidence and organizational culture and, 532–533
situations, 8 information relying on facts, figures, in organizational politics, 434
and logic, 351 in organizational structure, 502
Conciliator, A trusted third party who in perception, 169
provides an informal communication Controlling, Monitoring activities to in performance evaluation, 558b, 563
link between the negotiator and the ensure they are being accomplished of personality factors, 139
opponent, 468, 469 as planned and correcting any in power tactics, 419–420
significant deviations, 6 in selection process, 550
Confirmation bias, The tendency to seek out in self-determination and
information that reaffirms past choices Cooperativeness, in handling conflict,
and to discount information that 452–453 autonomy, 210b
contradicts past judgments, 179 in stress, 600
Core plus pan, for benefits, 258–259 in stress management, 604b
Conflict, A process that begins when one Core self-evaluations, Bottom-line Customer satisfaction, 18–19, 19f, 84f
party perceives that another party displayed emotions and, 108
has negatively affected, or is about to conclusions individuals have about emotions and moods in, 118–119
negatively affect, something that the their capabilities, competence, and Customer service. See Customer satisfaction
first party cares about, 446–447 worth as a person, 82, 139–140
Core values, The primary or dominant D
cross-cultural perception of, 467b values that are accepted throughout
sources of, 450 the organization, 514, 515 Day of week, as emotion, mood
in teams, 322 Corruption and power, 436 source, 104
unit performance and, 470e Cost-minimization strategy, A strategy
views of, 447–449 that emphasizes tight cost controls, Deadlines, 186, 460
Conflict management, The use of avoidance of unnecessary innovation Decisional roles, 7–8
or marketing expenses, and price Decision-making
resolution and stimulation techniques cutting, 497
to achieve the desired level of conflict, Counterproductivity, Actions that actively during 2008 financial crisis, 182–183
454, 455e damage the organization, including biases in, 177–182
Conflict process, A process that has stealing, behaving aggressively toward checklists in, 191b
five stages: potential opposition co-workers, or being late or absent, communication as facilitator in of, 337
or incompatibility, cognition and 85, 555 emotions, moods and, 116
personalization, intentions, behavior, Creative-thinking skills, 189 global implications of, 192
and outcomes, 449–458 Creativity, The ability to produce novel group, 290–296
Conformity, The adjustment of one’s and useful ideas, 116–117, 181b, individual differences and, 184–186
behavior to align with the norms of the 188–189 organizational constraints on, 186–187
group, 282–283, 290, 432e Critical incidents, A way of evaluating in organizations, 175–177
Conscientiousness, A personality dimension the behaviors that are key in making perception and, 174–175
that describes someone who is the difference between executing rational, 175–177
responsible, dependable, persistent, a job effectively and executing it Decisions, Choices made from among two
and organized, 136, 137, 370 ineffectively, 558
Consensus, in attribution theory, 168 Cross-functional teams, Employees from or more alternatives, 174, 175
Consideration, The extent to which a leader about the same hierarchical level, Deductive reasoning, 53e
is likely to have job relationships but from different work areas, who Deep acting, Trying to modify one’s true
characterized by mutual trust, respect come together to accomplish a task,
for subordinates’ ideas, and regard for 311–312 inner feelings based on display rules,
their feelings, 371 Cultural differences 110, 111
Consistency in communication, 356–359 Deep-level diversity, Differences in values,
in attitude and behavior, 72–73 in conflict resolution, 457–458 personality, and work preferences that
in attribution theory, 168 in decision-making, 185–186 become progressively more important
Consultation, as power tactic, 418 displayed emotions and, 108b for determining similarity as people get
Context and perception, 167 in emotions and moods, 102 to know one another better, 42
Contingency variables, Situational in ethical choices and decision- Defensive behaviors, Reactive and
factors: variables that moderate the making, 190 protective behaviors to avoid action,
relationship between two or more in goal-setting, 213–214 blame, or change, 430, 431
variables, 15 in group cohesiveness, 314b Demands, Responsibilities, pressures,
Contingent selection, 549–550 in hierarchy of needs, 204 obligations, and even uncertainties
Contrast effect, Evaluation of a person’s Hofstede’s framework for, 150–153 that individuals face in the workplace,
characteristics that is affected by in job satisfaction, 79–80 596, 597
comparisons with other people recently in leadership, 372, 378b, 385 Departmentalization, The basis by which
encountered who rank higher or lower in motivation, 260b jobs in an organization are grouped
on the same characteristics, 171–172 in negotiation, 462b, 465–466 together, 482–483
Control, communication as form of, in organizational behavior, 30 Dependence, B’s relationship to A when A
336–337 possesses something that B requires,
412–413, 416–418