Organizational behavior I = Essential theories of motivation and leadership

This comprehensive text provides a detailed review and analysis of the building-block theories in Organizational Behavior. Expanding on his previous work in the field, John Miner has identified the key theories that every student or scholar needs to understand to be considered literate in the discipline. Organizational Behavior: Essential Theories of Motivation and Leadership analyzes the work of leading theorists. Each chapter includes the background of the theorist represented, the context in which the theory arose, the initial and subsequent theoretical statements, research on the theory by the theory's author and others (including meta-analysis and reviews), and practical applications. Special features including boxed summaries of each theory at the beginning of each chapter, two introductory chapters on the scientific method and the development of knowledge, and detailed and comprehensive references, help make this text especially useful for graduate courses in Organizational Behavior and Industrial/Organizational Psychology. ABOUT THE AUTHOR 3 DEDICATION 6 CONTENTS 8 LIST OF TABLES AND FIGURES 10 PREFACE 12 WHY THEORY? 12 WHY THESE THEORIES? 12 STRUCTURE OF THE BOOK 14 STRUCTURE OF THE CHAPTERS 14 NOTE 15 ACKNOWLEDGMENTS 16 PART I SCIENTIFIC INTRODUCTION 18 CHAPTER 1 SCIENCE AND ITS THEORY 20 THEORY AND PRACTICE 22 SCIENCE DEFINED 23 THE ROLE OF THEORY IN SCIENCE 24 RULES OF SCIENTIFIC INQUIRY 26 THEORY BUILDING 27 DEFINING A GOOD OR STRONG THEORY 28 KINDS OF THEORIES 30 CONCLUSIONS 32 REFERENCES 32 CHAPTER 2 THE CONDUCT OF RESEARCH AND THE DEVELOPMENT OF KNOWLEDGE 35 MEASURING VARIABLES 35 RESEARCH DESIGN 37 VALUES AND KNOWLEDGE 43 THE ROLE OF CONSENSUS 45 CONCLUSIONS 48 REFERENCES 49 PART II THEORIES OF MOTIVATION 52 CHAPTER 3 FROM SOCIAL PSYCHOLOGY AND PERSONALITY THEORY 54 BACKGROUND 54 CONTRIBUTIONS RELEVANT FOR ORGANIZATIONAL BEHAVIOR 55 EVALUATION AND IMPACT 61 CONCLUSIONS 61 REFERENCES 61 CHAPTER 4 ACHIEVEMENT MOTIVATION THEORY 63 BACKGROUND 64 THE EMERGENCE AND DEVELOPMENT OF THE THEORY 64 EVALUATION AND IMPACT 70 CONCLUSIONS 75 REFERENCES 76 CHAPTER 5 MOTIVATION-HYGIENE THEORY 78 BACKGROUND 79 EVOLUTION OF THE THEORY 79 APPLICATIONS TO JOB ENRICHMENT 82 EVALUATION AND IMPACT 84 CONCLUSIONS 90 REFERENCES 91 CHAPTER 6 JOB CHARACTERISTICS THEORY 92 BACKGROUND 93 DEVELOPMENT OF THE THEORY 93 EVALUATION AND IMPACT 100 AN ASIDE ON PERSONALITY THEORY AND RESEARCH 106 CONCLUSIONS 107 REFERENCES 108 CHAPTER 7 EXPECTANCY THEORIES 111 BACKGROUND 112 VARIANTS ON THE EXPECTANCY THEORY THEME 113 EVALUATION AND IMPACT 118 CONCLUSIONS 128 REFERENCES 129 CHAPTER 8 OPERANT BEHAVIOR AND ORGANIZATIONAL BEHAVIOR MODIFICATION 131 BACKGROUND 132 FORMULATIONS REGARDING OPERANT BEHAVIOR SET FORTH BY HAMNER 133 ORGANIZATIONAL BEHAVIOR MODIFICATION THEORY 136 EVALUATION AND IMPACT 141 CONCLUSIONS 147 REFERENCES 148 CHAPTER 9 EQUITY THEORY 151 BACKGROUND 152 STATEMENT OF THE THEORY 152 BASIC RESEARCH ON PAY 156 EVALUATION AND IMPACT 159 EXPANDING INTO ORGANIZATIONAL JUSTICE 168 CONCLUSIONS 172 CHAPTER 10 GOAL-SETTING THEORY 176 BACKGROUND 177 PHASE I THEORY 177 THE THEORY IN MATURITY 180 APPLICATIONS 187 EVALUATION AND IMPACT 190 CONCLUSIONS 197 REFERENCES 197 CHAPTER 11 ATTRIBUTION THEORY— MANAGERIAL PERCEPTIONS OF THE POOR PERFORMING SUBORDINATE 201 BACKGROUND 202 THEORETICAL STATEMENTS 204 EVALUATION AND IMPACT 211 REFERENCES 218 PART III THEORIES OF LEADERSHIP 222 CHAPTER 12 NORMATIVE DECISION PROCESS THEORY 224 BACKGROUND 225 THE INITIAL GROUP DECISION-SHARING THEORY 227 THE INITIAL INDIVIDUAL DECISION-SHARING THEORY 229 THE LATER DECISION-SHARING THEORY 231 EVALUATION AND IMPACT 233 CONCLUSIONS 245 REFERENCES 246 CHAPTER 13 CONTINGENCY THEORY OF LEADERSHIP 249 BACKGROUND 250 EVOLUTION OF CONTINGENCY THEORY 250 EVALUATION AND IMPACT 258 APPLICATIONS–LEADER MATCH 262 COGNITIVE RESOURCE THEORY—ADDENDUM TO CONTINGENCY THEORY? 264 CONCLUSIONS 269 REFERENCES 270 CHAPTER 14 VERTICAL DYAD LINKAGE AND LEADER–MEMBER EXCHANGE THEORY 273 BACKGROUND 274 THEORETICAL STATEMENTS REGARDING VERTICAL DYAD LINKAGES 274 THEORETICAL STATEMENTS REGARDING LEADER–MEMBER EXCHANGES 276 THEORY-RELATED RESEARCH IN WHICH GRAEN HAS PARTICIPATED 279 EVALUATION AND IMPACT 283 CHAPTER 15 INFORMATION PROCESSING THEORY OF LEADERSHIP 297 BACKGROUND 297 DEVELOPMENTS PRIOR TO THE 1990s 298 LINKING PERCEPTIONS AND PERFORMANCE 300 DEVELOPMENTS SUBSEQUENT TO THE INITIAL THEORY 306 EVALUATION AND IMPACT 309 CONCLUSIONS 313 REFERENCES 314 CHAPTER 16 SUBSTITUTES FOR LEADERSHIP 317 BACKGROUND 317 HOW THE SUBSTITUTES FORMULATIONS EVOLVED 318 EVALUATION AND IMPACT 327 REFERENCES 334 CHAPTER 17 ROLE MOTIVATION THEORY 336 BACKGROUND 336 THE THEORY BEHIND MANAGERIAL ROLE MOTIVATION TRAINING 337 MANAGERIAL (HIERARCHIC) ROLE MOTIVATION THEORY 338 SUBSEQUENT ROLE MOTIVATION THEORY 341 EVALUATION AND IMPACT 346 APPLICATIONS 349 CONCLUSIONS 350 REFERENCES 351 CHAPTER 18 CHARISMATIC LEADERSHIP THEORY 354 BACKGROUND 355 THE DIVERSE ARRAY OF PROPOSITIONS 355 EVALUATION AND IMPACT 364 CONCLUSIONS 374 REFERENCES 374 CHAPTER 19 TRANSFORMATIONAL LEADERSHIP THEORY 378 BACKGROUND 378 THEORETICAL STATEMENTS 379 EVALUATION AND IMPACT 386 CONCLUSIONS 398 REFERENCES 399 NAME INDEX 404 SUBJECT INDEX 417 used book,allmost in new condition, no highlights,for prompt shipping choose expedite shipping, standard shipping 18-20 days, shipment from india