Organizational Behaviour, CDN Edition: Improving Performance and Commitment in the Workplace Hardcover – Oct 14 2009
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About the Author
Jason A. Colquitt is the William H. Willson Distinguished Chair in the Department of Management at the University of Georgia's Terry College of Business. He received his PhD from Michigan State University's Eli Broad Graduate School of Management, and earned his BS in Psychology from Indiana University. He has taught organizational behavior and human resource management at the undergraduate, masters, and executive levels and has also taught research methods at the doctoral level. He has received awards for teaching excellence at both the undergraduate and executive levels.
Michael J. Wesson is an associate professor in the management department at Texas A&M University's Mays Business School. He received his PhD from Michigan State University's Eli Broad Graduate School of Management. He also holds an MS in human resource management from Texas A&M University and a BBA from Baylor University. He has taught organizational behaviour and human resource management–based classes at all levels but currently spends most of his time teaching Mays MBAs, EMBAs, and executive development at Texas A&M.
Michael's research interests include organizational justice, goal-setting, organizational entry (employee recruitment, selection, and socialization), person–organization fit, and compensation and benefits.
Jeffery A. LePine is the PetSmart Chair in Leadership in the Department of Management at Arizona State University’s W.P. Carey School of Business. He received his PhD in Organizational Behavior from the Eli Broad Graduate School of Management at Michigan State University. He also earned an MS in Management from Florida State University and a BS in Finance from the University of Connecticut. He has taught organizational behavior, human resource management, and management of groups and teams at undergraduate and graduate levels.
Ian R. Gellatly is a professor in the department of strategic management and organization at the University of Alberta's School of Business. He received his PhD in industrial and organizational psychology from the University of Western Ontario. Prior to joining the University of Alberta in 1998, Ian taught in the faculty of management at the University of Lethbridge. Ian teaches a variety of undergraduate- and graduate-level seminars. At the undergraduate level, Ian teaches courses in organizational behaviour, human resource management, staffing, and performance management and rewards. Within the MBA program, Ian has taught human resource management. Ian is active in the PhD program and teaches the doctoral seminar in organizational behaviour.
Ian's research interests include: (a) the three-component model of organizational commitment, (b) employees' motivation to engage in a variety of work behaviours (e.g., performance, citizenship), (c) the personal and social/organizational determinants of employee absenteeism, and (d) personality-behaviour relations.
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My only criticism is that several topics that are common to most other OB books are oddly absent, or glossed over, in this textbook. There is little content on the theory of the organization or the history of OB, careers, work identity, emotions (which are just wrapped up in the book's coverage of satisfaction), diversity, or organizational change/development. These topics may not have fit in the book's overarching model, but instructors who want to talk about these topics, like I do, will need to find supplmental readings.
The biggest flaw in the book is that there is only a glossary/definition of terms section. Although these tell you the page where the definition was originally given, there are a limited number of words. Without a true index, I can't find, directly, which chapters discuss a specific item.
I'm also not a huge fan of loose-leaf textbooks, especially when they cost upwards of $100, but I need this for an MBA course and the alternative is a digital copy, which I loathe more.
My favorite aspect of this book compared to other OB textbooks is the quality of the case studies after each chapter. From transformational leadership at Virgin Group Ltd. to OB tactics at Google, Toyota, and others, the case studies bring the topics to life and also give great insight into mistakes companies can make when OB lessons are ignored.