Organizational behavior one: 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.
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On the Nature of Theory
On the Nature of Practice and the TheoryPractice Relationship
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Academy of Management achievement motivation appears Applied Psychology approach autonomous work groups behavior modification bureaucracy Business chapter context contingency theory correlations culture decision differentiation Edwin effects effort employees environment equity theory Essential Theories evidence expectancy theory factors feedback Fiedler goal setting Graen Hackman Herzberg hypotheses individual inequity influence inputs involved Job Characteristics job enrichment job satisfaction Journal of Applied Journal of Management Ken G Kurt Lewin Latham Lawler Lawrence leader-member learning Lewin Locke Lorsch Luthans M.E. Sharpe Management Journal managerial McClelland measures meta-analysis Miner Model Motivation and Leadership normative Oldham organization Organizational Behavior Organizational Psychology outcomes participative participative decision performance person positive practice predict problem reinforcement relationships Review rewards role Schriesheim Science self-efficacy situation social sociotechnical specific structure studies task Theories of Motivation tion transformational leadership valence variables Vroom