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......Page 2 DEDICATION......Page 5 CONTENTS......Page 7 LIST OF TABLES AND FIGURES......Page 9 WHY THESE THEORIES?......Page 11 STRUCTURE OF THE CHAPTERS......Page 13 NOTE......Page 14 ACKNOWLEDGMENTS......Page 15 PART I SCIENTIFIC INTRODUCTION......Page 17 CHAPTER 1 SCIENCE AND ITS THEORY......Page 19 THEORY AND PRACTICE......Page 21 SCIENCE DEFINED......Page 22 THE ROLE OF THEORY IN SCIENCE......Page 23 RULES OF SCIENTIFIC INQUIRY......Page 25 THEORY BUILDING......Page 26 DEFINING A GOOD OR STRONG THEORY......Page 27 KINDS OF THEORIES......Page 29 REFERENCES......Page 31 MEASURING VARIABLES......Page 34 RESEARCH DESIGN......Page 36 VALUES AND KNOWLEDGE......Page 42 THE ROLE OF CONSENSUS......Page 44 CONCLUSIONS......Page 47 REFERENCES......Page 48 PART II THEORIES OF MOTIVATION......Page 51 BACKGROUND......Page 53 CONTRIBUTIONS RELEVANT FOR ORGANIZATIONAL BEHAVIOR......Page 54 REFERENCES......Page 60 CHAPTER 4 ACHIEVEMENT MOTIVATION THEORY......Page 62 THE EMERGENCE AND DEVELOPMENT OF THE THEORY......Page 63 EVALUATION AND IMPACT......Page 69 CONCLUSIONS......Page 74 REFERENCES......Page 75 CHAPTER 5 MOTIVATION-HYGIENE THEORY......Page 77 EVOLUTION OF THE THEORY......Page 78 APPLICATIONS TO JOB ENRICHMENT......Page 81 EVALUATION AND IMPACT......Page 83 CONCLUSIONS......Page 89 REFERENCES......Page 90 CHAPTER 6 JOB CHARACTERISTICS THEORY......Page 91 DEVELOPMENT OF THE THEORY......Page 92 EVALUATION AND IMPACT......Page 99 AN ASIDE ON PERSONALITY THEORY AND RESEARCH......Page 105 CONCLUSIONS......Page 106 REFERENCES......Page 107 CHAPTER 7 EXPECTANCY THEORIES......Page 110 BACKGROUND......Page 111 VARIANTS ON THE EXPECTANCY THEORY THEME......Page 112 EVALUATION AND IMPACT......Page 117 CONCLUSIONS......Page 127 REFERENCES......Page 128 CHAPTER 8 OPERANT BEHAVIOR AND ORGANIZATIONAL BEHAVIOR MODIFICATION......Page 130 BACKGROUND......Page 131 FORMULATIONS REGARDING OPERANT BEHAVIOR SET FORTH BY HAMNER......Page 132 ORGANIZATIONAL BEHAVIOR MODIFICATION THEORY......Page 135 EVALUATION AND IMPACT......Page 140 CONCLUSIONS......Page 146 REFERENCES......Page 147 CHAPTER 9 EQUITY THEORY......Page 150 STATEMENT OF THE THEORY......Page 151 BASIC RESEARCH ON PAY......Page 155 EVALUATION AND IMPACT......Page 158 EXPANDING INTO ORGANIZATIONAL JUSTICE......Page 167 CONCLUSIONS......Page 171 CHAPTER 10 GOAL-SETTING THEORY......Page 175 PHASE I THEORY......Page 176 THE THEORY IN MATURITY......Page 179 APPLICATIONS......Page 186 EVALUATION AND IMPACT......Page 189 REFERENCES......Page 196 CHAPTER 11 ATTRIBUTION THEORY— MANAGERIAL PERCEPTIONS OF THE POOR PERFORMING SUBORDINATE......Page 200 BACKGROUND......Page 201 THEORETICAL STATEMENTS......Page 203 EVALUATION AND IMPACT......Page 210 REFERENCES......Page 217 PART III THEORIES OF LEADERSHIP......Page 221 CHAPTER 12 NORMATIVE DECISION PROCESS THEORY......Page 223 BACKGROUND......Page 224 THE INITIAL GROUP DECISION-SHARING THEORY......Page 226 THE INITIAL INDIVIDUAL DECISION-SHARING THEORY......Page 228 THE LATER DECISION-SHARING THEORY......Page 230 EVALUATION AND IMPACT......Page 232 CONCLUSIONS......Page 244 REFERENCES......Page 245 CHAPTER 13 CONTINGENCY THEORY OF LEADERSHIP......Page 248 EVOLUTION OF CONTINGENCY THEORY......Page 249 EVALUATION AND IMPACT......Page 257 APPLICATIONS–LEADER MATCH......Page 261 COGNITIVE RESOURCE THEORY—ADDENDUM TO CONTINGENCY THEORY?......Page 263 CONCLUSIONS......Page 268 REFERENCES......Page 269 CHAPTER 14 VERTICAL DYAD LINKAGE AND LEADER–MEMBER EXCHANGE THEORY......Page 272 THEORETICAL STATEMENTS REGARDING VERTICAL DYAD LINKAGES......Page 273 THEORETICAL STATEMENTS REGARDING LEADER–MEMBER EXCHANGES......Page 275 THEORY-RELATED RESEARCH IN WHICH GRAEN HAS PARTICIPATED......Page 278 EVALUATION AND IMPACT......Page 282 BACKGROUND......Page 296 DEVELOPMENTS PRIOR TO THE 1990s......Page 297 LINKING PERCEPTIONS AND PERFORMANCE......Page 299 DEVELOPMENTS SUBSEQUENT TO THE INITIAL THEORY......Page 305 EVALUATION AND IMPACT......Page 308 CONCLUSIONS......Page 312 REFERENCES......Page 313 BACKGROUND......Page 316 HOW THE SUBSTITUTES FORMULATIONS EVOLVED......Page 317 EVALUATION AND IMPACT......Page 326 REFERENCES......Page 333 BACKGROUND......Page 335 THE THEORY BEHIND MANAGERIAL ROLE MOTIVATION TRAINING......Page 336 MANAGERIAL (HIERARCHIC) ROLE MOTIVATION THEORY......Page 337 SUBSEQUENT ROLE MOTIVATION THEORY......Page 340 EVALUATION AND IMPACT......Page 345 APPLICATIONS......Page 348 CONCLUSIONS......Page 349 REFERENCES......Page 350 CHAPTER 18 CHARISMATIC LEADERSHIP THEORY......Page 353 THE DIVERSE ARRAY OF PROPOSITIONS......Page 354 EVALUATION AND IMPACT......Page 363 REFERENCES......Page 373 BACKGROUND......Page 377 THEORETICAL STATEMENTS......Page 378 EVALUATION AND IMPACT......Page 385 CONCLUSIONS......Page 397 REFERENCES......Page 398 NAME INDEX......Page 403 SUBJECT INDEX......Page 416