Description
Please read Chapter 3 in the attached textbook, and make a PPT presentation slides addressing the following questions:
1- What does it mean to be “committed”?
2- What is the organizational commitment? What is withdrawal behavior? How are the two connected?
3- What are the three types of organizational commitment, and how do they differ?
4- What are the four primary responses to negative events at work?
5- What are some examples of psychological withdrawal? Of physical withdrawal? How do the
different forms of withdrawal relate to each other?
6- What workplace trends are affecting organizational commitment in today’s organizations?
7- How can organizations foster a sense of commitment among employees?
Please note that it must be a professional presentation that includes infographics and strong descriptions of the above points.
Minimum number of slides 12
Unformatted Attachment Preview
Organizational
Behavior
Improving Performance and
Commitment in the Workplace
Seventh Edition
JASON A. COLQUITT
University of Notre Dame
JEFFERY A. LEPINE
Arizona State University
MICHAEL J. WESSON
Auburn University
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ORGANIZATIONAL BEHAVIOR: IMPROVING PERFORMANCE AND COMMITMENT
IN THE WORKPLACE, SEVENTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2021 by
McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous
editions © 2019, 2017, and 2015. No part of this publication may be reproduced or distributed in
any form or by any means, or stored in a database or retrieval system, without the prior written
consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic
storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers
outside the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 LWI 24 23 22 21 20
ISBN 978-1-260-26155-4 (bound edition)
MHID 1-260-26155-7 (bound edition)
ISBN 978-1-260-51121-5 (loose-leaf edition)
MHID 1-260-51121-9 (loose-leaf edition)
Portfolio Manager: Michael Ablassmeir
Product Development Manager: Kelly Delso
Senior Product Developer: Kelly I. Pekelder
Product Coordinator: Allison Marker
Executive Marketing Manager: Debbie Clare
Content Project Managers: Melissa M. Leick, Keri Johnson, Karen Jozefowicz
Buyer: Laura Fuller
Design: Egzon Shaqiri
Content Licensing Specialist: Shawntel Schmitt
Cover Image: Zabotnova Inna/Shutterstock
Compositor: SPi Global
All credits appearing on page or at the end of the book are considered to be an extension of the
copyright page.
Library of Congress Cataloging-in-Publication Data
Names: Colquitt, Jason, author. | LePine, Jeffery A., author. | Wesson, Michael J., author.
Title: Organizational behavior : improving performance and commitment in
the workplace / Jason A. Colquitt, University of Notre Dame, Jeffery A.
LePine, Arizona State University, Michael J. Wesson, Auburn University.
Description: Seventh edition. | New York, NY : McGraw-Hill Education,
[2021] | Includes bibliographical references and index.
Identifiers: LCCN 2019050145 | ISBN 9781260261554 (hardcover) | ISBN 9781260511253 (ebook)
Subjects: LCSH: Organizational behavior. | Personnel management. |
Strategic planning. | Consumer satisfaction. | Job satisfaction.
Classification: LCC HD58.7 .C6255 2021 | DDC 658.3—dc23
LC record available at https://lccn.loc.gov/2019050145
The Internet addresses listed in the text were accurate at the time of publication. The inclusion
of a website does not indicate an endorsement by the authors or McGraw-Hill Education, and
McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites.
mheducation.com/highered
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Dedication
To Catherine, for being my companion in life’s adventures. And
for Cameron, Riley, and Connor, for supplying many of the most
meaningful moments of those adventures.
–J.A.C.
To Marcie, Izzy, and Eli, who support me and fill my life with meaning
and joy.
–J.A.L.
To Liesl and Dylan: Their support in all I do is incomparable. They
are my life and I love them both. To my parents: They provide a
foundation that never wavers.
–M.J.W.
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About the Authors
JASON A. COLQUITT
©Wright Photography
Jason A. Colquitt is an Eminent Scholar in the Department of Management & Organizations
at the University of Notre Dame’s Mendoza College of Business. He previously taught
at the University of Georgia and the University of Florida. He received his PhD in
management from Michigan State University and earned his BS in psychology from Indiana
University. He has taught organizational behavior and human resource management at
the undergraduate, master’s, and executive levels and has also taught research methods at
the doctoral level. He has received awards for teaching excellence at the undergraduate,
master’s, and executive levels.
Jason’s research interests include organizational justice, trust, and personality. He has published more than 40 articles on these and other topics in Academy of Management Journal,
Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and
Human Decision Processes, and Personnel Psychology. He served as editor-in-chief for Academy
of Management Journal and has served on a number of editorial boards, including Academy
of Management Journal, Academy of Management Review, Administrative Science Quarterly,
Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and
Personnel Psychology. He is a recipient of the Society for Industrial and Organizational
Psychology’s Distinguished Early Career Contributions Award and the Cummings Scholar
Award for early to mid-career achievement, sponsored by the Organizational Behavior division of the Academy of Management.
Jason enjoys spending time with his wife, Catherine, and three sons, Cameron, Riley, and
Connor. His hobbies include playing basketball, playing the trumpet, watching movies, and
taking long walks with his family.
JEFFERY A. LEPINE
Courtesy of Jeffrey A. LePine
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 the undergraduate and graduate levels. He has also delivered courses to doctoral students in research methods, metaanalysis, scale development, organizational behavior, and human resource management. He
received the Outstanding Doctoral Professor Award from the W.P. Carey School of Business
for his teaching and mentoring of doctoral students and his work as PhD program director.
Jeff’s research interests include team functioning and effectiveness, individual and team
adaptation, citizenship behavior, voice, employee engagement, and occupational stress. He
has published more than 40 articles on these and other topics in outlets such as Academy
of Management Journal, Academy of Management Review, Journal of Applied Psychology,
Organizational Behavior and Human Decision Processes, Personnel Psychology, and Journal of
Management. He has served as associate editor of Academy of Management Review and Journal
of Applied Psychology. He has also served on the editorial boards of Academy of Management
Journal, Academy of Management Review, Journal of Applied Psychology, Organizational
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About the Authors
v
Behavior and Human Decision Processes, Personnel Psychology, Journal of Management, Journal
of Organizational Behavior, and Journal of Occupational and Organizational Psychology. He
is a recipient of the Society for Industrial and Organizational Psychology’s Distinguished
Early Career Contributions Award and the Cummings Scholar Award for early to midcareer achievement, sponsored by the Organizational Behavior division of the Academy
of Management. He was also elected to the Executive Committee of the Human Resource
Division of the Academy of Management. Prior to earning his PhD, Jeff was an officer in the
U.S. Air Force.
Jeff spends most of his free time with his wife, Marcie, daughter, Izzy, and son, Eli. He
also enjoys playing guitar, hiking and mountain biking, working on his collection of classic
Pontiacs, and serving as the caretaker of his family’s desert hideaway, called the Goat Farm.
MICHAEL J. WESSON
Michael J. Wesson is Professor of Management in Auburn University’s Raymond J. Harbert
College of Business. 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 was previously on faculty at Texas
A&M University. He has taught organizational behavior and human resource management–
based classes at the undergraduate, graduate, executive, and doctoral levels. He has received
awards for teaching excellence both at the college and university levels. He is currently chair
of the management department at Harbert.
Michael’s research interests include organizational justice, leadership, organizational
entry (employee recruitment, selection, and socialization), person–organization fit, and compensation and benefits. His articles have been published in journals such as Journal of Applied
Psychology, Personnel Psychology, Academy of Management Review, and Organizational Behavior
and Human Decision Processes. He has served on several editorial boards and has been an ad
hoc reviewer for many others. He is active in the Academy of Management and the Society
for Industrial and Organizational Psychology. Prior to returning to school, Michael worked
as a human resources manager for a Fortune 500 firm. He has served as a consultant to the
automotive supplier, health care, oil and gas, and technology industries in areas dealing with
recruiting, selection, onboarding, compensation, and turnover.
Michael spends most of his time trying to keep up with his wife, Liesl, and son, Dylan.
He is a self-admitted food and wine snob, supporter of the performing arts, and a college
sports addict.
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Courtesy of Michael J. Wesson
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Preface
Why did we decide to write this text? Well, for starters, organizational behavior (OB) remains
a fascinating topic that everyone can relate to (because everyone either has worked or is
going to work in the future). What makes people effective at their job? What makes them
want to stay with their employer? What makes work enjoyable? Those are all fundamental
questions that organizational behavior research can help answer. However, our desire to write
this text also grew out of our own experiences (and frustrations) teaching OB courses using
other texts. We found that students would end the semester with a common set of questions
that we felt we could answer if given the chance to write our own text. With that in mind,
Organizational Behavior: Improving Performance and Commitment in the Workplace was written to answer the following questions.
DOES ANY OF THIS STUFF REALLY MATTER?
Organizational behavior might be the most relevant class any student ever takes, but that
doesn’t always shine through in OB texts. The introductory section of our text contains two
chapters not included in other texts: Job Performance and Organizational Commitment. Being
good at one’s job and wanting to stay with one’s employer are obviously critical concerns
for employees and managers alike. After describing these topics in detail, every remaining
chapter in the text links that chapter’s content to performance and commitment. Students
can then better appreciate the practical relevance of organizational behavior concepts.
IF THAT THEORY DOESN’T WORK, THEN WHY IS IT IN THE TEXT?
In putting together this text, we were guided by the question, “What would OB texts look
like if all of them were first written now, rather than decades ago?” We found that many
of the organizational behavior texts on the market include outdated (and indeed, scientifically disproven!) models or theories, presenting them sometimes as fact or possibly for the
sake of completeness or historical context. Our students were always frustrated by the fact
that they had to read about, learn, and potentially be tested on material that we knew to be
wrong. Although historical context can be important at times, we believe that focusing on
so-called evidence-based management is paramount in today’s fast-paced classes. Thus, this
text includes new and emerging topics that others leave out and excludes flawed and outdated
topics that some other texts leave in.
HOW DOES ALL THIS STUFF FIT TOGETHER?
Organizational behavior is a diverse and multidisciplinary field, and it’s not always easy to
see how all its topics fit together. Our text deals with this issue in two ways. First, all of the
chapters in our text are organized around an integrative model that opens each chapter. That
model provides students with a road map of the course, showing them where they’ve been
and where they’re going. Second, our chapters are tightly focused around specific topics and
aren’t “grab bag–ish” in nature. Our hope is that students (and instructors) won’t ever come
across a topic and think, “Why is this topic being discussed in this chapter?”
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Preface
vii
DOES THIS STUFF HAVE TO BE SO DRY?
Research on motivation to learn shows that students learn more when they have an intrinsic
interest in the topic, but many OB texts do little to stimulate that interest. Put simply, we
wanted to create a text that students enjoy reading. To do that, we used a more informal, conversational style when writing the text. We also tried to use company examples that students
will be familiar with and find compelling. Finally, we included insert boxes, self-assessments,
and exercises that students should find engaging (and sometimes even entertaining!).
NEW AND IMPROVED COVERAGE
• Chapter 1: What Is Organizational Behavior?—This chapter now opens with a wraparound
case on Levi’s. The case describes the company’s new initiative focused on improving
worker well-being in supplier factories. In particular, it discusses the tension between
improving supplier conditions in a top-down manner dictated by Levi’s and a bottom-up
manner that empowers the particular factories.
• Chapter 2: Job Performance—This chapter features a new wraparound case on Accenture,
which describes how and why the company’s view of performance has changed from
“performance management” to “performance achievement.” Accenture abandoned formal evaluations and rankings and replaced them with an app that provides employees
immediate feedback. Our OB at the Bookstore feature has been changed to Treating
People Well. This book describes benefits of civility in the workplace and outlines practices that employees can use to develop positive relationships that inspire trust and cooperation. The chapter includes new material on prosocial counterproductive behavior.
This new material is supplemented with our new OB on Screen feature, Molly’s Game,
which provides an interesting example of well-intentioned behavior that nevertheless is
counterproductive and potentially detrimental to the organization.
• Chapter 3: Organizational Commitment—Lyft serves as the wraparound case in this edition, spotlighting the things the company does to build loyalty on the part of its drivers.
The case also describes Lyft’s efforts to build a fleet of driverless cars and how those
efforts might undermine the commitment levels of its human drivers. The OB on Screen
feature is now Baby Driver, which illustrates how a lack of affective commitment to one’s
work can lead to withdrawal. The OB at the Bookstore feature is now Digital Minimalism,
which lays out a philosophy for dealing with the digital distractions and commitments
that often encourage withdrawal in the workplace.
• Chapter 4: Job Satisfaction—This chapter’s wraparound case now highlights Activision
Blizzard, the creator of games like World of Warcraft, Call of Duty, and Guitar Hero.
Activision Blizzard does a number of things to keep its employees satisfied, including
promoting from within, encouraging learning and development, and creating a culture
of voice. The case also focuses on satisfaction levels among gaming employees, given the
interesting but grueling nature of the work. The OB on Screen selection is now Ocean’s 8,
which illustrates how intrinsically satisfying the job of a private investigator can be, especially when the subject is a stolen diamond necklace. The OB at the Bookstore selection
is now Alive at Work, which describes the “seeking system”-—a neural network in the brain
that is pivotal to employee interest and anticipation. That system is key to understanding
the drivers of job satisfaction.
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viii
Preface
• Chapter 5: Stress—Goldman Sachs is now featured in the wraparound case for this
chapter. Goldman Sachs is one of the largest and most successful investment banking,
securities, and investment management companies in the world, and its employees
experience a tremendous amount of stress. The case describes how the company uses
resilience training to proactively combat stress. Our OB on Screen feature has been
changed to First Man. The film provides insight into how NASA test pilot and astronaut
Neil Armstrong coped with work and nonwork stressors. Resilient is now our OB at the
Bookstore feature. The author describes 12 strengths that people can build to become
more resilient to stress. The chapter includes new material on the concept of recovery.
In this discussion, we outline how individual differences in recovery influence the stress
process. We also describe forms of recovery that are more effective than others and
highlight the importance of sleep to the recovery process.
• Chapter 6: Motivation—This chapter now opens with a wraparound case on Delta. The
case describes the turnaround Delta made, from bankruptcy to one of America’s most
admired companies. Much of that turnaround can be credited to how Delta motivates
its employees, including its use of high base pay and generous profit sharing. The OB
on Screen feature focuses on pay equity using Battle of the Sexes, where Billy Jean King
tries to persuade the organizer of a tennis tournament to pay the women’s champion
as much as the men’s. The OB at the Bookstore focuses on Payoff, which lays out one
potential equation for motivation. In particular, the book extolls the virtues of the
intrinsic aspects of such an equation-—including concepts like achievement, purpose,
and progress.
• Chapter 7: Trust, Justice, and Ethics—Salesforce serves as the wraparound case for the
revised chapter. The San Francisco–based supplier of software to businesses has grown
rapidly and espouses values like trust, equality, innovation, and growth. The case focuses
on how Salesforce fosters its trust and equality values and how it measures its performance as it does so. A Star Is Born is now the OB on Screen selection for the chapter.
The film illustrates how an amateur singer/songwriter comes to trust a more established
artist, as he takes an interest in her career and ability.
• Chapter 8: Learning and Decision Making—Slack Technologies and the effect of its instant
messaging system on the information processing and decision making of its clients
serves as the wraparound case in this edition. The case describes how Slack potentially
increases productivity through the decreased use of in-person meetings. Of course, the
risk is whether employees can manage the information flow effectively. A new OB at the
Bookstore feature highlights the best-selling Principles: Life and Work by Ray Dalio and
his desire to push “radical transparency” and “idea meritocracy” as the way for employees
and companies to make better decisions. The chapter also includes a number of research
updates as well as several new company examples such as Accenture and KitchenAid.
• Chapter 9: Personality and Cultural Values—This chapter’s wraparound case is now focused
on Marriott. The case describes the company’s hiring philosophy of “hire friendly, train
technical.” It also describes the use of personality testing to screen for traits like friendliness. Black Panther is the chapter’s OB on Screen selection, with the film examining the
cultural values of the fictional nation of Wakanda. The OB at the Bookstore selection
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Preface
ix
is now The Four Tendencies, which describes a new personality taxonomy that classifies
individuals as an Upholder, Questioner, Obliger, or Rebel. In practice, those distinctions
largely depend on how conscientious and agreeable individuals are.
• Chapter 10: Ability—This chapter’s wraparound case now features the U.S. Marine Corps.
The case describes some of the abilities needed by Marines. It also examines how the
Marine Corps is struggling to fill new positions in cybersecurity with Marines who have
the requisite abilities. The Laws of Human Nature is our new OB at the Bookstore feature.
The author of this book describes the importance of emotional abilities and outlines
ways in which these abilities may be developed. The new movie for our OB on Screen
feature is Phantom Thread. This film provides a vivid example of emotion regulation, an
important facet of emotional intelligence.
• Chapter 11: Teams: Characteristics and Diversity—This chapter now includes in-depth coverage of an increasingly popular trend in organizations, multiple team membership. We
discuss trade-offs and implications of this work arrangement to employees and managers.
Our new OB on Screen feature for this chapter discusses the movie Avengers: Infinity
Wars, which provides a vivid example of the formation and development of a new team.
Biased is now discussed in our OB at the Bookstore feature. The author of this book
describes how, despite good intentions, people have hidden biases and prejudices that
influence perceptions, thoughts, feelings, and behaviors and how this process often
unfolds in ways that create disadvantages for certain groups of people. The discussion is
highly relevant to the material we present on team diversity.
• Chapter 12: Teams: Processes and Communication—This chapter includes a new wraparound case featuring Google. The company created an elite team called “Project Zero”
to identify bugs in the code of other company’s software and to work with these other
companies so that the bugs get fixed. The case provides a good example of how various
team processes play out. The OB on Screen feature now centers on the movie Mission:
Impossible-—Fallout. This film illustrates effective coordination and suggests factors
that may foster this important team process. Our OB at the Bookstore feature has been
changed to Extreme Teams. This book addresses the challenge of achieving process gains
in light of potential process losses.
• Chapter 13: Leadership: Power and Negotiation—This chapter features a new wraparound
case on GlaxoSmithKline’s CEO Emma Walmsley. As the first female CEO of a major
pharmaceutical company, Walmsley effectively helped to lead a major joint venture with
Novartis. The case details Walmsley’s stepping in as CEO and leading in a different
way from her predecessor. The chapter has been updated with new research and some
new company examples, including Uber. The new OB on Screen feature uses The Post
to illustrate what might lead one to use various forms of power to get things done. The
best-selling Dare to Lead by Brené Brown is the new OB at the Bookstore feature, which
focuses on how good leaders approach conflict through vulnerability.
• Chapter 14: Leadership: Styles and Behaviors—The chapter begins with a new wraparound
case featuring the unique visionary and yet unexpected style of Spotify CEO Daniel Ek.
The opener and case help to highlight a different style of leadership and why it works for
some but causes issues for others. A new OB at the Bookstore feature highlights Jocko
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x
Preface
Willink and Leif Babin’s best-selling The Dichotomy of Leadership, a book that highlights
the need for leaders to be able to switch styles regularly in order to be effective. The new
OB on Screen is The Darkest Hour, which highlights Winston Churchill during World
War II and what many consider to be one of the speeches highest in transformational
leadership ever given.
• Chapter 15: Organizational Structure—Mattel is the focus of this chapter’s new wraparound case that highlights the company’s continual restructuring through four CEOs in
four years, the supposed reasons for these changes, and the effect that that restructuring
is having on employees. A number of updated company examples include W.L. Gore,
Macy’s, and HP/Hewlett-Packard Enterprise. A new OB on Screen features Aquaman,
which illustrates how organizational structure affects chain of command even in the far
reaches of Atlantis.
• Chapter 16: Organizational Culture—This chapter has a new wraparound case that focuses
on HBO (and parent company TimeWarner) and its purchase by AT&T. The case spotlights the differences in the cultures at the two companies and how these differences
lead to different results and the specific actions of their employees. The case questions
whether HBO can continue as a creative force in the industry in the presence of AT&T’s
quest for efficiency and profits. The OB at the Bookstore feature now highlights Daniel
Coyle’s The Culture Code, a book that describes how groups create strong cultures, primarily through the use of psychological safety. A number of new and updated company
examples, such as Hilton, Stripe, Patagonia, and Nestlé, have been added.
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Acknowledgments
An enormous number of persons played a role in helping us put this text together. Truth be
told, we had no idea that we would have to rely on and put our success in the hands of so
many different people! Each of them had unique and useful contributions to make toward the
publication of this text, and they deserve and thus receive our sincere gratitude.
We thank Michael Ablassmeir, our executive editor, for his suggestions and guidance on
the last four editions, and John Weimeister for filling that same role with earlier editions. We
are thankful to both for allowing us to write the text that we wanted to write. Thanks also
go out to Kelly Pekelder, our product developer, and Allison Marker, our product coordinator, for keeping us on track and being such a pleasure to work with during this revision. We
also owe much gratitude to our marketing manager, Debbie Clare. We also would like to
thank Melissa Leick, Egzon Shaqiri, and Shawntel Schmitt at McGraw-Hill, as they are the
masterminds of much of how the text actually looks; their work and effort were spectacular.
A special thanks also goes out to Jessica Rodell (University of Georgia) and Megan Endres
(Eastern Michigan University) for their assistance with our CONNECT content.
We would also like to thank our students at the undergraduate, master’s, and executive
levels who were taught with this text for their constructive feedback toward making it more
effective in the classroom. Thanks also to our PhD students for allowing us to take time out
from research projects to focus on this effort.
Finally, we thank our families, who gave up substantial amounts of time with us and put up
with the stress that necessarily comes at times during an endeavor such as this.
Jason Colquitt
Jeff LePine
Michael Wesson
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Text Features: OB Insert Boxes
OB On Screen
This feature uses memorable scenes from recent
films to bring OB concepts to life. Films like A Star
Is Born, Black Panther, The Post, Darkest Hour, Baby
Driver, and Ocean’s 8 offer rich, vivid examples that
grab the attention of students.
AF archive/Alamy
“Very comprehensive. Well laid-out. Interesting. Good mix
of theoretical material and practical insights.”
OB At the Bookstore
This feature links the content in each chapter to
a mainstream, popular business book. Books like
Payoff, Resilient, The Dichotomy of Leadership, and
The Culture Code represent the gateway to OB for
many students. This feature helps them put those
books in a larger context.
©Roberts Publishing, Inc.
xii
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OB Assessments
This feature helps students see where they
stand on key OB concepts in each chapter.
Students gain insights into their personality, their emotional intelligence, their style
of leadership, and their ability to cope with
stress, which can help them understand
their reactions to the working world.
Shutterstock/iChzigo
“The material presented in this chapter is well balanced.
Again, the tables, charts, and figures help to organize the
material for students.”
OB Internationally
Changes in technology, communications,
and economic forces have made business
more global and international than ever.
This feature spotlights the impact of globalization on the organizational behavior
concepts described in this text. It describes
cross-cultural differences in OB theories,
how to apply them in international corporations, and how to use OB to manage cultural
diversity in the workplace.
NAMAS BHOJANI/Associated Press
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for more information.
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Additional Resources
PowerPoint® Presentation Slides
The PowerPoint presentation slides are designed to help instructors deliver course content in a
way that maintains students’ engagement and attention. The slides include a Notes section that
offers specific tips for using the slides (and the tex
