Organizational Behaviour : People, Process, Work and Human Resource Management.

List of figures and Tables; Contributors; PART ONE Introduction; Introduction; 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; 01Managing diverse identities at work; 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 workProcesses of identity formation -- summary; Diversity in a global context; Key learning points and conclusions; Case study and discussion questions; 02 Perception, making decisions and people management; 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; 03 Motivation at work: engagement and facilitation; Learning objectives; Introduction.

Employee motivationHistorical 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; 04 Managing performance; Learning objectives; Introduction; Performance and control; Performance management systems; Managing performance in practice; Key learning points and conclusions.

Discussion questionsCase study and discussion questions; 05 Leadership, communication and organizational effectiveness; 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; 06 Talent management; Learning objectives; Introduction; Talent management versus HRM; The OB perspective; Talent identification; Strategic talent management; Emerging issues in managing talent.

Key learning points and conclusionsCase study and discussion questions; PART FOUR Shifting contexts for organizational behaviour; 07 Conflict, power and politics; 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; 08 Organizational culture; Learning objectives; Introduction; Defining organizational culture; Interpretations of organizational culture.

Organizational culture and performance.

Organizational Behaviour bridges the gap between OB and HRM, and the interrelated nature of these fields of study that are more often than not treated separately. It helps the reader to relate the OB canon to their experiences in the world of work and organizations and prompts them to question the way relationships around employment are managed within these institutions.

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Includes bibliographical references.

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