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Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management Paperback – August 17, 2009

ISBN-13: 978-0470740941 ISBN-10: 0470740949 Edition: 2nd

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Product Details

  • Paperback: 662 pages
  • Publisher: Wiley; 2 edition (August 17, 2009)
  • Language: English
  • ISBN-10: 0470740949
  • ISBN-13: 978-0470740941
  • Product Dimensions: 6.7 x 1.5 x 9.6 inches
  • Shipping Weight: 2.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.1 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #248,371 in Books (See Top 100 in Books)

Editorial Reviews

From the Inside Flap

"What can be done to provide practicing managers with what they need to know and to equip students with the knowledge and skills that will enhance their chances of career success? Ed Locke takes a positive step forward toward answering this question in the selections he has chosen for this new edition. The readings are by experts in their field and each updates scientific research, followed by exercises and activities for applying this evidence to further the goal of developing useful knowledge.

Locke's book demonstrates how we need to build knowledge by rigorous research and replication to produce sound principles to guide our thinking and decision making. These principles ask us to check our premises, the values and assumptions we make about the art and science of management. This forces us to understand the decision context, to set priorities, and to move forward intelligently. In this way we can avoid fads and develop an improved, actionable body of knowledge."
Daniel A. Wren, David Ross Boyd Professor Emeritus, Curator, H.W. Bass Business History Collection, University of Oklahoma

"Five key adjectives describe this Handbook: 1) It is important because it deals with fundamental topics in organizational behavior and related areas; 2) it is comprehensive because it covers the array of major areas in the field such as selection, training, motivation, team dynamics, and leadership; 3) it is authoritative because the authors of its chapters are many of the leading researchers and scholars in the field; 4) it is current because the chapters incorporate the latest research findings; and, especially 5) it is useful – to both practitioners interested in potential guidelines for policies and actions, as well as to students and faculty teaching and carrying out research in these areas. Highly recommended on all counts."
Lyman W. Porter, University of California, Irvine

"This is a jewel of a book for practitioners seeking to apply evidence-based principles of behavior in organizations.

Readers can absorb more by perusing the chapter titles of this handbook than sifting through dozens of pages of research articles. Each chapter expands on the principle espoused in its title, putting flesh on the bones without losing its theme and direction. The chapters stand alone yet connect in mutually reinforcing ways.

Without ignoring contingencies or nuanced insight, these compact syntheses of research on organizational behavior get right to the point. Each chapter is a springboard from which practitioners can make informed decisions and craft fruitful actions.

In compiling this volume, Ed Locke has purposefully abandoned mind-numbing catalogs of facts and details in favor of distilling evidence-based principles of human behavior in organizations that students can readily remember and managers can directly apply. Once again he demonstrates that generating complexity is far easier—and far less useful—than finding the essential among disparate streams of research evidence."
Ann Howard Ph.D, Development Dimensions International, Inc. (DDI) --This text refers to the Hardcover edition.

About the Author

Edwin A. Locke is Dean's Professor Emeritus of Motivation and Leadership at the Robert H. Smith School of Business at the University of Maryland and was also affiliated with the Department of Psychology. He has published over 280 articles, chapters and books, including (with G. Latham) A Theory of Goal Setting and Task Performance, (with others) The Essence of Leadership, and Prime Movers: The Traits of the Great Wealth Creators.

Customer Reviews

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Most Helpful Customer Reviews

2 of 2 people found the following review helpful By Brent on December 14, 2011
Format: Paperback
I thought this book had a lot of practical uses for someone in a management position. Some stuff in the book on hiring and training may already be dictated to you by your company but the sections on motivation and leadership offer a lot of good theories and ways to increase the performance of your team. I got this book for a class and I will keep it for future reference because I thought it was that helpful.
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1 of 1 people found the following review helpful By Loyd E. Eskildson HALL OF FAME on February 16, 2014
Format: Paperback
The first chapter, and one of the best, is 'Select on Intelligence' by Frank Schmidt. He assets that higher intelligence leads to better job performance on all jobs, and at all levels. Schmidt provides what he calls a 'useful' definition of intelligence as the ability to learn, often known as general mental ability (GMA). Narrower abilities include verbal ability, quantitative ability, and spatial ability - they too predict job performance (because such tests measure GMA as well as specific aptitudes), though less well than GMA. People who are more intelligent also show fewer counter-productive work behaviors (CWBs).

For this condition to work, the company must be able to be selective in who it hires. Second, the company must have some way of measuring GMA - less valid are proxy measures such as GPA or class rank. Interview assessments are much less valid than standardized written tests. Third, variability in job performance must exist. A 1990 meta-analysis (Hunter, Schmidt, Judiesch) found workers in the top 1% of performance produced over three times as much output as those in the bottom 1%, in skilled jobs it was 15X, and even larger in professional and managerial jobs. As long as the three conditions are met, there are no known exceptions to this principle.

Labor leaders believe job experience is a better predictor of performance than general intelligence. Research shows that experience is a god predictor of job performance between 0 - 5 years, but no beyond that. Further, the incremental value of experience declines after about the third year. Thus, in the long run, hiring on intelligence pays of much more than hiring on job experience; further, if both are used, the weighting given GMA should be higher than that given job experience.
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1 of 1 people found the following review helpful By Mark Fichman on April 27, 2013
Format: Kindle Edition
I teach management and favor an evidence based approach. This book fits my needs to a tee. Also no pictures like traditional texts!
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Format: Paperback Verified Purchase
I purchased this book after being in a team lead / supervisor role for 2.5 years. It opened my eyes to various issues we're experiencing in our organization and helped explain to me the possible reasons we have these issues. This book is used by universities for their courses so keep that in mind. I actually went out of my way to find a book used by a university because I wanted a book which was supported by solid research which of course this book is full of.
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