This text uses realistic case examples, discussion questions, and self-tests to illustrate principles of workplace psychology. Each chapter begins by posing a difficult work situation, which may be a conflict, a motivation problem, or an issue of diversity, then goes on to discuss principles and theories that apply to the case, covering areas of ethics, problem employees, and organizational culture, as well as neglected areas such as the physical atmosphere of the workplace, the effects of new technologies on workers, and workplace gossip. Harris teaches management at the University of Louisiana- Monroe; Hartman, at the University of New Orleans. Annotation copyrighted by Book News, Inc., Portland, OR

The Oxford Handbook of Organizational Citizenship Behavior provides a broad and interdisciplinary review of state-of-the-art research on organizational citizenship behaviors (OCBs), and related constructs such as contextual performance, spontaneous organizational behavior, prosocial behavior, and proactive behavior in the workplace. Contributors address the conceptualization and measurement of OCBs; the antecedents, correlates, and consequences of these behaviors; and the methodological issues that are common when studying OCBs. In addition, this handbook pushes future scholarship in this and related areas by identifying substantive questions, methods, and issues for future research. The result is a single resource that will inform and inspire scholars, students, and practitioners of the origins of this construct, the current state of research on this topic, and potentially exciting avenues for future exploration. This handbook is designed to meet the needs of a broad spectrum of researchers and advanced undergraduate and graduate students in a variety of disciplines including management, organizational behavior, human resources management, and industrial and organizational psychology, as well as those interested in studying citizenship behavior in a variety of organizational contexts including marketing, nursing, engineering, sports, and education.

A Theory of Behavior in Organizations develops a theory for organizational behavior, or, more accurately, a theory of individual behavior within organizations of behavior. The book begins by discussing a series of general issues involved in the theory of behavior in organizations. It then describes the theory itself in three stages: first, the general structure of the theory; second, definition of the key variables; and third, the interrelationships between the variables. Subsequent chapters show how the theory deals specifically with such issues as roles, decision making, and motivation. The theory presented is a cognitive theory of behavior. It assumes that man is rational (or at least nonrandom) for the most part, and that as a systematic or nonrandom generator of behavior, man's actions are explained best in terms of conscious, thinking acts on the part of the individual. The theory deals with why the individual chooses certain alternative courses of action in preference to others, and thus it might properly be called a theory of choice behavior. Whereas the emphasis is on the cognitive aspects of behavior, considerable attention has been devoted to external, noncognitive variables in the system that play meaningful roles in the determination of individual behavior.

This prize-winning study examines the impact of the employment of women and ethnic and racial minorities in public organizations on the implementation of government programs by those agencies. Driving the study is the question of whether the concept of representative government applies also to the permanent government--the bureaucracy. What difference does it make if an administration is either more or less representative of the population it serves? To what extent, if at all, is an agency's responsiveness to different segments of the public a function of the demographic composition of the agency itself? This study, which won the Leonard D. White award, is the most systematic test to date of the concept of representative bureaucracy. Selden tests the relationship between the demographic representativeness of district office staffs and lending decisions in the Farmers Home Administration's Rural Housing Loans Program. In fleshing out the implications of representative bureaucracy, the book makes an important contribution to the debates on bureaucratic power and illuminates the tensions underlying the assumptions of bureaucratic neutrality and affirmative action.