组织行为学（第12版 双语教学版）

本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*一代组织行为学家鲁森斯40多年的心血，详细而*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*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*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。

弗雷德·鲁森斯（Fred Luthans）教授，是*一代组织行为学家， 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 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*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*组织行为学（Positive Organizational Behavior，简称POB）研究。

这这是一本迄今为止详细而*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国务院学位委员会*guo应用心理专业研究生教育指导委员会主任

第一编

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

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.”

……