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Description:
There is a large body of shared knowledge between the study of Organizational Behaviour and Human Resource Management but despite this crossover they are often treated as very distinct disciplines. Written by a team of experts across both fields, Organizational Behaviour bridges this gap by helping the reader to relate the OB canon to their experiences in the world of work and organizations, prompting them to question the way relationships around employment are managed within these institutions. Examining the theory and practice behind OB, it covers the key areas in management studies including:
• diversity
• corporate governance
• leadership
• managing teams
• talent management
• performance management
• motivation
• ethics
• culture
• creativity and innovation
• change
Contents:
PART ONE: Introduction
Introduction • Stephen Perkins and Raisa Arvinen-Muondo • Learning objectives • Managing others to a purpose • How did OB get onto the management curriculum? • Definition of OB • Definition of HRM • Overview of the chapters to follow • Conclusion • Key learning points and conclusions • Discussion questions
PART TWO: Individuals at work under an employment relationship
Chapter 1: Managing diverse identities at work • Janice Johnson and Christina Schwabenland • Learning objectives • Introduction • Key concepts and debates in diversity management • Case study and discussion questions • Key concepts and debates - summary • Processes of identity formation at work • Processes of identity formation - summary • Diversity in a global context • Key learning points and conclusions • Case study and discussion questions
Chapter 2: Perception, making decisions and people management • Raisa Arvinen-Muondo • Learning objectives • Introduction • Social perception and cultural perspectives • Perception • Common errors of perception • Decision making • Implications for HR practice and people management • Key learning points and conclusions • Case study and discussion questions
Chapter 3: Motivation at work: engagement and facilitation • Nahid Rozalin • Learning objectives • Introduction • Employee motivation • Historical perspectives of motivation • Content theories of motivation • Process theories of motivation • Intrinsic and extrinsic motivation and the individual • Motivation and HRM: the psychological contract and employee engagement • Key learning points and conclusions • Case study and discussion questions
PART THREE: Employing human resources to work together for a purpose
Chapter 4: Managing performance • Caroline Bolam and Sarah Jones • Learning objectives • Introduction • Performance and control • Performance management systems • Managing performance in practice • Key learning points and conclusions • Discussion questions • Case study and discussion questions
Chapter 5: Leadership, communication and organizational effectiveness • Linda Holbeche • Learning objectives • Introduction • Why is leadership so topical? • What is leadership? • Categories of leadership theory • Critical management scholarship • New approaches to leadership • Discussion questions • Key learning points and conclusions • Case study and discussion questions
Chapter 6: Talent management • Raisa Arvinen-Muondo and Qi Wei • Learning objectives • Introduction • Talent management versus HRM • The OB perspective • Talent identification • Strategic talent management • Emerging issues in managing talent • Key learning points and conclusions • Case study and discussion questions
PART FOUR: Shifting contexts for organizational behaviour
Chapter 7: Conflict, power and politics • Philip Davies and Rod Smith • Learning objectives • Introduction • Definitions - power, politics and conflict • Main arguments in the literature • Politics • Power • Conflict • Difference • Possibility of competitions degenerating into conflict • Key learning points and conclusions • Case study and discussion questions
Chapter 8: Organizational culture • Eliot Lloyd • Learning objectives • Introduction • Defining organizational culture • Interpretations of organizational culture • Organizational culture and performance • The development of culture • Perspectives on the divisions of culture • Managing organizational culture • The role of recruitment and selection in organizational culture • Key learning points and conclusions • Discussion questions • Case study and discussion questions
Chapter 9: Managing organizational change • Faten Baddar Al-Husan and Konstantinos Kakavelakis • Learning objectives • Introduction • Drivers and triggers of change • Different types of change • Resistance to change • The change agent • The role of HR in change management • Key learning points and conclusions • Case study and discussion questions
Chapter 10: Creativity, innovation and the management of knowledge • Pauline Loewenberger • Learning objectives • Introduction • Creativity and innovation • Organizational learning and knowledge management • Implications for HRM and HRD • Key learning points and conclusions • Discussion questions • Case study and discussion questions
PART FIVE: Summation and reflection
Chapter 11: Coda: HRM and OB - accenting the social • Stephen Perkins and Raisa Arvinen- Muondo
Glossary • References • Index ISBN - 9780749463601
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Pages : 360
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