Craig L. Pearce - Principles of Organizational Behavior: The Handbook of Evidence-Based Management

1. Chapter 6
2. Chapter 8
3. Chapter 9
4. Chapter 12
5. Chapter 14
6. Chapter 18
7. Chapter 21
8. Chapter 28

1. Chapter 5
2. Chapter 6
3. Chapter 8
4. Chapter 9
5. Chapter 12
6. Chapter 13
7. Chapter 14
8. Chapter 18
9. Chapter 19
10. Chapter 21
11. Chapter 23
12. Chapter 25
13. Chapter 28
14. Chapter 29

THIRD EDITION

CRAIG L. PEARCE

EDWIN A. LOCKE

This edition first published 2023
2023 Craig L. Pearce and Edwin A. Locke

Edition History
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Library of Congress Cataloging-in-Publication Data

Names: Locke, Edwin A., editor. | Pearce, Craig L., editor. | John Wiley & Sons, publisher.
Title: Principles of organizational behavior : the handbook of evidence-based management / Edwin A. Locke, Craig L. Pearce.
Description: 3rd edition. | Hoboken, NJ : Wiley, 2023. | Includes index.
Identifiers: LCCN 2022056231 (print) | LCCN 2022056232 (ebook) | ISBN 9781119828549 (paperback) | ISBN 9781119828617 (adobe pdf) | ISBN 9781119828600 (epub)
Subjects: LCSH: Organizational behavior.
Classification: LCC HD58.7 .P7423 2023 (print) | LCC HD58.7 (ebook) | DDC 658dc23/eng/20230221
LC record available at https://lccn.loc.gov/2022056231
LC ebook record available at https://lccn.loc.gov/2022056232

Cover Design: Wiley
Cover Image: Peopleimages/Getty Images

Our goal with this book was to bring together comprehensive, science-based, actionable advice, from the world's leading experts, for managing organizations. We deliver on this goal.

There are 29 chapters in this book, each dedicated to a specific management challenge. The chapters are written by the foremost thinkers on the topics. The authors hone in on the key principle for their respective topics the key piece of advice for turning knowledge into action. All of their advice is solidly based upon science. In other words, you can have confidence in their advice.

Our book is in stark contrast to normal textbooks, which provide endless lists of factoids to memorize about topics. Such books are of little value if the reader desires to apply the information to real-world situations. It is difficult to glean from such lists exactly what one should implement in this book, we prioritize knowledge into overarching principles, which facilitates the implementation of concrete actions in real-world situations.

Books in the popular press, on the other hand, generally offer pithy advice from self-declared experts, but these books generally have little to no basis in science. These types of books are typically easy to read and do attempt to provide ideas to put into action. Nonetheless, the advice provided is largely overly specific to the author's experience and thus lacks transferability to the circumstances of the reader. As such, while these types of books are generally engaging, they are best regarded as nonfiction stories, with limited practical value.

Our book is different. It combines science and action. The range of subjects is expansive, encompassing 29 areas ranging from selection, to motivation, to leadership, and all topics in between. In the section on selection, for instance, there are chapters on how to select based on intelligence (In-Sue Oh and Frank Schmidt), how to select based on personality (Murray Barrick and Michael Mount), and the proper use of interviews (Cynthia Stevens). In the section on motivation, there are chapters on how to manage emotions (Edwin Locke), how to implement goal setting (Gary Latham), how to cultivate self-efficacy (Albert Bandura), how to pay for performance (Kathryn Bartol), and how to enhance satisfaction (Timothy Judge, Ryan Klinger, and Meng Li).

In the section on the development of employees, there are chapters on the science of training and development (Eduardo Salas and Kevin Stagl), how to use performance appraisals (Maria Rotundo and Kelly Murumets), how to use employee participation (John Wagner), how to use recognition (Jean Phillips, Kathryn Dlugos, and Hee Man Park), and how to foster continuous learning (Michael Beer). In the section on leadership, there are chapters on how to empower effectively (Jay Conger and Craig Pearce), the proper use of power and influence (Gary Yukl), how to create unifying vision (David Waldman), and how to foster trust (Jason Colquitt and Michael Baer).