组织行为学领域的经典著作
凝聚代组织行为学家鲁森斯教授40多年的研究心血，是他多年学术探索和应用实践的结晶
内容详细而全面，既囊括组织行为学领域的基础内容，也包含鲁森斯教授的独有研究主题；既以厚重的理论基础为依托，又有丰富的实证数据的支持
既适合学术圈内的学生学者教学使用，也适合管理实践者研修之用
【内容简介】
本书是国际知名管理学家、心理学家弗雷德·鲁森斯《组织行为学》第12版的双语教学版。本书是一部系统展示组织行为学风采的优秀著作，它集聚了代组织行为学家鲁森斯40多年的心血，详细而全面地以组织行为学理论的厚重基础为依托，既强调深入理论阐述，又注重精辟实践运用，堪称组织行为学领域的经典之作。
第12版与前一版相比有了很大的突破，本版本更新了新的理论、研究及案例，整合精炼了原有章节，并增添了新的主题，力求缩短组织行为理论与实践之间的鸿沟，基于循证方法在丰富实证数据的基础上构建全新理论框架。本书包括4编共14章，编介绍学习和应用组织行为的环境和组织情境；第二编分析社会认知框架下微观取向的认知过程；第三编关注社会认知模型下组织行为动力学；第四编关注高绩效是如何通过管理实现的，体现了本书的应用价值。
本书区别于该领域其他教材的独到之处在于，每编开头的循证实践咨询，每章结尾的大量案例材料，独有的有关组织报酬系统和积极组织行为的新章节，基于元分析的组织行为学原理的科学提炼等等。这种理论与实践的完美结合使得本书既适合学术圈内的学生和教师使用，也适合管理实践者研修之用。
【作者简介】
弗雷德·鲁森斯（Fred Luthans）教授是代组织行为学家，著名的管理学家与心理学家，内布拉斯加一林肯大学管理学院杰出的George Holmes讲座教授，同时还是世界著名咨询公司盖洛普的高级研究员。他在1981年当选为美国管理学院院士，1986年出任美国国家科学院（National Academy）主席，并于1997年获得了科学院杰出教育家奖，2000年成为入选科学院“名人堂”的首批会员。他是一位多产作家，迄今已出版大量书籍，在各类应用和学术杂志上发表了150篇文章。他与RobertKreitner合写的Organizational Behavior Modification获得了美国人事协会的人力资源管理杰出贡献奖；另外还与其他人合著有Real Manager，International Management，The High Impact Leader，Psychological Capital等著作。弗雷德·鲁森斯是Journal of WorldBusiness的主编之一，也是Organizational Dynamics和Journal ofLeadership and Organizational Studies等SSCI核心期刊的编委。鲁森斯教授有着相当广泛的研究项目。近几年，他开创了积极组织行为学（Positive Organizational Behavior，简称POB）研究。
【媒体评论】
这是一本迄今为止详细而全面地以组织行为学理论的厚重基础为依托，从深入理论阐述到精辟实践运用，系统展示组织行为学风采的优秀教科书。特别是，它把握了组织行为学理论发展的脉络，以及工商组织管理实践的发展历程和趋势，既有深入的理论阐述和丰富的实证数据的支持，更有实用的案例和讨论作为实践指导；在使两者相得益彰的结合中，铸就了这部组织行为学。
——王垒 北京大学心理学系教授【目录】
编
外部环境和组织情境 1
第1 章 组织行为学导言：循证方法 5
第2 章 外部情境：全球化、多样性和道德规范 31
第3 章 组织情境：设计和文化 57
第4 章 组织情境：报酬系统 88
第二编
组织行为的认知过程 123
第5 章 人格、知觉与员工态度 125
第6 章 动机需要、过程与应用 156
第7 章 积极组织行为学与心理资本 199
第三编
组织行为的动力学 245
第8 章 沟通与决策 247
第9 章 压力与冲突 277
第10 章 权力与政治 312
第11 章 群体与团队 339
第四编
高绩效的管理与领导 373
第12 章 行为绩效管理 378
第13 章 有效的领导过程 413
第14 章 卓越的领导者：循证方法 445
【前言】
Here is the twelfth edition. As I indicated in the last edition, I am still in what positive
psychologists call “flow.” I am so engrossed and passionate about my field of organizational
behavior that time just flies. As I have said before, I take considerable pride in the
sustainability of this text. It took me four years to write the first edition, and then about
a year to do each subsequent edition. Because of the rapidly expanding body of knowledge
in organizational behavior, these revised editions through the years have become
increasingly challenging. However, I am still—actually even more than ever—in flow in
trying to keep this first mainline organizational behavior text totally up-to-date with the
very latest and relevant theory building, basic and applied research, and best-practice
applications. I decided with this edition to give special recognition of this scientific foundation
by adding the subtitle—An Evidence-Based Approach.
As is now emphasized in the introductory chapter, the time has come to help narrow
the theory/research—effective application/practice gap. This has been my mission from
the beginning of this text and my now over 20-year editorship of the journal
Organizational Dynamics. As “hard evidence” for this theory/research base for this text,
I can say unequivocally that no other organizational behavior text has close to the number
of footnote references. For example, whereas a few texts may have up to 40 or even
50 references for some chapters, the chapters of this text average more than twice that
amount. This latest edition continues the tradition by incorporating recent breakthrough
research to provide and add to the evidence on the theories and techniques presented
throughout.
Before getting into the specific additions of this new edition, I would like to again point
out the distinguishing features that no other organizational behavior textbook can claim:
1. I am convinced at this stage of development of the field of OB, we need a comprehensive
theoretical framework to structure our introductory textbooks. Instead of a
potpourri of chapters and topics, and maybe using an inductive (or should it be deductive?)
sequencing, there is now the opportunity to have a sound conceptual framework
to present our now credible (evidence-based) body of knowledge. I use the widely
recognized, very comprehensive social cognitive theory to structure this text. I present
the background and theory building of this framework in the introductory chapter and
also provide a specific model (Figure 1.5) that fits in all 14 chapters. Importantly, the
logic of this conceptual framework requires two chapters not found in other texts and
the rearrangement and combination of several others. For example, in the organizational
context part there is Chapter 4, “Reward Systems,” and in the cognitive processes part,
Chapter 7, “Positive Organizational Behavior and Psychological Capital,” that no other
text contains.
2. Besides having the only comprehensive theoretical framework for an introductory OB
text, a second unique feature is one or more OB Principles at the end of each chapter.
Importantly, these principles are derived from meta-analytic research findings. The
reason for including meta-analytically derived principles is that the field of organizational
behavior has matured to the point where there are not just isolated studies but
a stream of research on a number of topics that now need to be systematically (quantitatively)
summarized for students and practitioners. For example, Alex Stajkovic and
I have completed a meta-analysis of the studies with which I have been most closely
associated over the past 35 years, focusing on the positive effect that organizational
behavior modification (O.B. Mod.) has on task performance. (This analysis is published
in the Academy of Management Journal; a follow-up research study conducted in the
largest credit card processing company in the world is in a subsequent issue of AMJ;
another meta-analysis of all behavioral management studies with emphasis on the different
types of interventions was published in Personnel Psychology; and most
recently nonfinancial rewards were found to be as impactful on unit performance outcomes
and employee retention over time as were financial rewards, published in the
Journal of Applied Psychology with Suzanne Peterson). In addition, Alex and I published
in Psychological Bulletin a meta-analysis (114 studies, 21,616 subjects) that
found a very strong positive relationship between self-efficacy and task-related performance.
These provide end-of-chapter evidence-based OB Principles.
3. A third unique feature is an “Evidence-Based Consulting Practices” summary to open
up each major part of the text. Specifically, in addition to my long academic appointment
at the University of Nebraska, since 1998 I have been a senior research scientist
with the Gallup Organization. Mostly known for the famous Gallup Poll, this
world-class firm also has a widely known management consulting practice. About
half of the “Fortune 50” are among Gallup’s recent clients. With my input, Tim
Hodges, executive director of Gallup University, drew from Gallup’s tremendous survey
research-base consisting of thousands of organizations and millions of people
over the years. We provide Gallup’s evidence-based practices relevant to each major
part of the text.
4. The fourth unique feature reflects my continuing basic research program over the
years. Chapter 7 contains my most recent work on what I have termed “Positive
Organizational Behavior” and “Psychological Capital” (or PsyCap). To meet the
inclusion criteria (positive; theory and research based; valid measures; open to
development; and manage for performance improvement), for the first time the topics
of optimism, hope, happiness/subjective well-being, resiliency, emotional intelligence,
self-efficacy, and the overall core construct of psychological capital have
been given chapter status. Because of my involvement in the emerging Positive Psychology
movement through Gallup and my research on PsyCap and authentic leadership
with colleagues in the University of Nebraska’s Leadership Institute, I feel
the time has come to incorporate this positive approach into the mainstream organizational
behavior field.
Besides these truly significant four unique features, there are a number of specific
revisions and additions to this edition. These include:
1. The new subtitle “An Evidence-Based Approach” reaffirms the importance of the
research foundation to the text. A new major section has been added to Chapter 1 that
explains why this evidence-based focus is so critical and what it entails.
2. Because communication, decision making, and perception continue to be important to
organizational behavior, in this edition there is a new Chapter 8, “Communication and
Decision Making” and perception is added to Chapter 5, “Personality, Perception, and
Employee Attitudes.”
3. To make room for the new chapter, the separate chapter on job design and goal setting
is now incorporated into Chapter 6, “Motivational Needs, Processes, and Applications.”
4. Besides updating the evidence-base and providing new real-world examples in each
chapter, breakthroughs on important new topics such as the following are included:
• Contextual impact of the recent financial crisis and stock market crash on organizational
Behavior
• Collins’ “Good to Great” expectations
• Managing the global workforce
• Global mindset
• Diversity management skills
• Glass ceiling outside the United States
• Corporate social responsibility (CSR)
• Ethics of downsizing
• “Hollow” organization design
• Modular organization design
• Organization culture in an economic crisis
• Incentive/rewards analysis of the financial crisis
• Costs of obesity
• Neuroscience explanations
• Health-Relationships-Work (H-R-W) well-being model
• Intentional component of psychological capital (PsyCap)
• Background on PsyCap
• Performance impact and research summary of PsyCap
• PsyCap development model and research summary
• Evidence-based happiness
• Broaden and Build Theory of positivity
• Use of Facebook
• Gen X and Gen Y
• Stress from 24/7 technology and job loss threat
• Stress levels around the world
• Bullying problem
• “Slacker teammate” problem
• Followership
• Positive and authentic leadership research
Just as real-world management can no longer afford to evolve slowly, neither can
the academic side of the field. With the uncertain, very turbulent environment most
organizations face today, drastically new ideas, approaches, and techniques as represented
above are needed both in the practice of management and in the way we study
and apply the field of organizational behavior. This revision mirrors these needed
changes.
Social Cognitive Conceptual Framework. The book contains 14 chapters in four major
parts. Social cognitive theory explains organizational behavior in terms of both environmental,
contextual events and internal cognitive factors, as well as the dynamics and outcomes
of the organizational behavior itself. Thus, Part One provides the evidence-based
and organizational context for the study and application of organizational behavior. The
introductory chapter provides the environmental perspective, historical background,
methodology, theoretical framework, and specific social cognitive model for the field of
organizational behavior in general and specifically for this text. This is followed by an
overall environmental context chapter:
Chapter 2, “Environmental Context: Globalization, Diversity, and Ethics (with major
sections on globalization, diversity, and a major ending section on the impact of ethics
on “bottom-line” outcomes).
After this broad environmental context is laid out in Chapter 2, there are two chapters
for the organizational context of the social cognitive framework:
Chapter 3, “Organizational Context: Design and Culture” (with special emphasis
given to the learning organization and horizontal, hollow, modular, network, and virtual
designs; best-practice cultures; and a major section on the culture clashes from
mergers and acquisitions) and
Chapter 4, “Organizational Context: Reward Systems” (a unique chapter with special
emphasis given to money as a reward, effectiveness of pay, forms of “new pay,”
recognition systems, and benefits).
The second part of the text recognizes the well-known micro-oriented cognitive
processes of the social cognitive framework plus unique topics such as the following:
Chapter 5, “Personality, Perception, and Employee Attitudes” (with unique major sections
on the role of heredity and the brain and emphasis given to “Big Five” personality
traits, the Myers-Briggs personality indicator, the perceptual process, and organizational
citizenship behavior);
Chapter 6, “Motivational Needs, Processes, and Applications” (with major sections
on extrinsic versus intrinsic motives, procedural justice, attribution theory, job design
and goal setting); and
Chapter 7, the most unique chapter, not only for this text, but any other, on “Positive
Organizational Behavior and Psychological Capital.” In addition to the focus on
the unique POB psychological states of efficacy, optimism, hope, resiliency, and overall
psychological capital, there are also major sections on emotion, multiple intelligences,
and general mental abilities.
Parts Three and Four are concerned with the dynamics and behavior management and
leadership dimensions of organizational behavior in the social cognitive framework. Part
Three contains, in addition to widely recognized topics, the following four chapters:
Chapter 8, “Communication and Decision Making” with particular emphasis given
to nonverbal and interpersonal communication and behavioral dimensions, styles, and
techniques of decision making.
Chapter 9, “Stress and Conflict” (with material on stress and conflict from advanced
technology and globalization, burnout, and work-family initiatives);
Chapter 10, “Power and Politics” (with material on empowerment, trust, resource
dependency, and the dynamics of power and politics in the new environment); and
Chapter 11, “Groups and Teams” (with material on the punctuated equilibrium model
of groups, group/team effectiveness, role conflict and ambiguity, social loafing, crossfunctional
teams, virtual teams, and cultural/global issues with the use of teams).
The final Part Four gives an applied emphasis to the text. It focuses on how to manage
and lead for high performance. These applied organizational behavior chapters
include the following:
Chapter 12, “Behavioral Performance Management” (with material on the role of
social cognition, critical analysis of reinforcement theory, pay for performance, social
recognition, and the latest research on contingencies with type of organization and
interventions for O.B. Mod. effectiveness).
Chapter 13, “Effective Leadership Processes” (with major sections on the historical
studies, traditional and modern theories of leadership and the new “authentic leadership”
being developed at the University of Nebraska’s Leadership Institute, and leadership
across cultures and the GLOBE project).
Chapter 14, “Great Leaders: An Evidence-Based Approach” (with major sections
on leading in the new environment, leadership styles, including the new positive,
authentic style, the activities and skills of leadership, and leadership development
programs).
Pedagogical Features. Besides the many unique features already described, there are also
several strong pedagogical features that have characterized the text over the years. To
reflect and reinforce the applications orientation of the text, highlighted, currently relevant,
boxed real-world OB in Action examples appear in each chapter. In this twelfth
edition there are many new real-world examples drawn from BusinessWeek articles. In
addition to these application boxes, the text also features experiential exercises at the end
of each part. The exercises get participants involved in solving simulated problems or
experiencing firsthand organizational behavior issues. Also there are end-of-chapter Internet
exercises to get students involved in online relevant resources and vehicles for discussion
and critique.
Besides the usual end-of-chapter short organizational behavior discussion cases, there
is also at least one Real Case at the end of each chapter. These cases are drawn from
recent real-world events (excerpted from current BusinessWeek articles) and are intended
to enhance the relevancy and application of the theories and research results presented
in the chapter. These end-of-chapter real cases serve as both examples and discussion
vehicles. It is suggested that students read them even if they are not discussed directly
in class. The intent is that they can serve as supplemental readings as well as discussion
cases.
This edition also contains learning objectives at the start of each chapter. These objectives
should help students better focus and prepare for what follows in the chapter.
Finally, the chapters have the usual end-of-chapter summaries and review and discussion
questions.
Intended Audience. Despite the four unique features and very extensive updating (having
anywhere from 5–30 or more new references per chapter) throughout, the purpose
and intended audience of the book remain the same. As in the earlier editions, this edition
is aimed at those who wish to take a totally up-to-date, evidence-based approach
to organizational behavior and management. It does not assume the reader’s prior
knowledge of either management or the behavioral sciences. Thus, the book can be
used effectively in the first or only course in either four-year or two-year colleges. It
is aimed primarily at the required organizational behavior course, at the undergraduate
level or in the M.B.A. program. I would like to especially acknowledge and thank
colleagues in countries around the world who have used previous editions of the book
and point out that the continued international perspective and coverage should make
this new edition relevant and attractive. Finally, the book should be helpful to practicing
managers who want to understand and more effectively manage their most important
assets—their human resources.
Acknowledgments. Every author owes a great deal to others, and I am no exception.
First and foremost, I would like to acknowledge the help on this as well as many other
writing projects over the years that I received from my deceased friend and colleague,
Professor Richard M. Hodgetts of Florida International University. Next, I would like
to acknowledge the total support and standards of excellence provided by my friend and
longtime department chairman, Sang M. Lee and my former colleague now at the University
of Washington, Bruce Avolio. Special thanks goes to Cathy Watson from the
Management Department staff who has been very helpful to me over the years. I can
never forget the education, encouragement, and scholarly values I received from Professors
Henry H. Albers and the deceased Max S. Wortman when starting out in my
academic career. Over the years, I have been very lucky to have been associated with
excellent doctoral students. I would like to thank them all for teaching me as much as
I have taught them. In particular, I would like to thank Don Baack, Steve Farner, and
Suzanne Peterson who have helped on previous editions. I am also very grateful to those
professors who used the previous editions of the book and gave me valuable feedback
for making this revision. The reviewers for this edition are Charles B. Daniels, Old
Dominion University; Laura Finnerty Paul, Skidmore College; and James Harbin, Texas
A&M University–Texarkana. Finally, as always, I am deeply appreciative and dedicate
Organizational Behavior, twelfth edition, to my wife and now grown children and their
families, who have provided me with a loving, supportive relationship and climate
needed to complete this and other projects over the years.
【免费在线读】
Every era laments about daunting challenges. However, even previous generations would
probably agree that effectively managing today’s organizations is very difficult. Ask anyone
today—management professors, practitioners, or students—what the major challenges are
in today’s environment, and the answer will be fairly consistent: A turbulent economy and
dangerous geopolitics preoccupy everyone’s concerns. However, at the organization level,
understanding global competition and diversity, and trying to solve ethical problems and
dilemmas come to the fore. These are unquestionably major issues facing contempory
organizations and are given major attention in this text. However, the basic premise and
assumptions of the field of organizational behavior in general, and of this text in particular,
are that managing the people—the human resources of an organization—have been, are, and
will continue to be, the major challenge and critical competitive advantage.
Globalization, diversity, and ethics serve as very important environmental or contextual
dimensions for organizational behavior. However, as Sam Walton, the founder of Wal-Mart
and richest person in the world when he died, declared to this author over lunch a number
of years ago when asked what the answer was to successful organizations—“People are the
key!”The technology can be purchased and copied; it levels the playing field. The people,
on the other hand, cannot be copied. Although it may be possible to clone human bodies,
their ideas, personalities, motivation, and organization cultural values cannot be copied.
The human resources of an organization and how they are managed represent the competitive
advantage of today’s and tomorrow’s organizations. A recent study of over three hundred
companies for over 20 years provides evidence for this statement. The researchers
found that management of human resources through extensive training and techniques such
as empowerment resulted in performance benefits, but operational initiatives such as total
quality management or advanced manufacturing technology did not.
At first employees were considered a cost, then human resources, and now are becoming
widely recognized as “human capital”2 (what you know—education, experience, skills).
Recent research indicates that investing in this human capital results in desired performance
outcomes such as increased productivity and customer satisfaction.3 Even going beyond
human capital are more recently recognized “social capital”4 (who you know—networks,
connections, friends) and “positive psychological capital”5 (who you are—confidence,
hope, optimism, resiliency) and (who you are in terms of confidence, hope, optimism,
resiliency, and, more importantly, who you can become, i.e., one’s possible authentic self).
Although Chapter 7 will be specifically devoted to positive organizational behavior in general
and psychological capital in particular, let it be simply noted here that there is growing
research evidence that employees’ psychological capital is positively related to their performance
and desired attitudes.6 As the ultimate “techie” Bill Gates astutely observed: “The inventory, the value of my company, walks out the door every evening.”
Interestingly, whereas the technology dramatically changes, sometimes monthly or even
weekly, the human side of enterprise has not changed and will not change that fast. As noted
by well-known international management scholar Geert Hofstede, “Because management is
always about people, its essence is dealing with human nature. Since human nature seems to
have been extremely stable over recorded history, the essence of management has been and
will be equally stable over time.”7 The nature of work and the workplace itself,8 the traditional
employment contract,9 and the composition of the workforce10 are all dramatically
changing and given attention in this text. Yet, the overriding purpose of the first edition, now
38 years ago, of trying to better understand and effectively manage human behavior in organizations
Remains the essence of this twelfth edition.
This introductory chapter gives the perspective, background, methodology, and evidence-based
approach to the field. After a brief discussion of the current environmental challenges
and the paradigm shift facing management and why an evidence-based approach is needed,
the historical background is touched on. Particular attention is given to the famous
Hawthorne studies, which are generally recognized to be the beginning of the systematic
study and understanding of organizational behavior. Next, an overview of the methodology
used in the scientific study of organizational behavior is given. The chapter concludes by
defining exactly what is involved in organizational behavior and by providing a conceptual
model for the rest of the text.
