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Informationen zum Autor Roland Kidwell is an associate professor of management in the College of Business Administration at Niagara University (NY). He has a PhD in business administration from Louisiana State University. His research interests include withholding effort in work groups and other collectives, business ethics and human resource issues in small businesses. His research has appeared in various academic journals including the Academy of Management Review, Journal of Management, Journal of Accounting and Public Policy, Small Group Research and Journal of Business Ethics. He co-authored the text, HRM from A to Z, Critical questions asked & answered (2001: McGraw-Hill Irwin). Christopher L. Martin is Dean of the Frost School of Business and holder of the Linco Eminent Scholars Chair of Business Administration at Centenary College of Louisiana. Prior to joining Centenary, Dr. Martin was professor and chair of the Department of Management and Marketing at Louisiana State University in Shreveport. His writings have addressed organizational fairness, anger and disruptive workplace behavior, technologically driven change, organizational downsizing, human resource management strategy, trust, and leadership. His research has appeared in numerous journals, including The Journal of Applied Psychology, The Academy of Management Journal, Journal of Management, OBHDP, and Administrative Sciences Quarterly. In addition, the managerial implications of this work have been noted by The Wall Street Journal, The Washington Post, The New York Times, CNN, USA Today and Business Week. Dr. Martin co-author of the McGraw-Hill/Irwin text, HRM From A to Z. Klappentext The success of an organization may be dependent on limiting the potential for deviant behavior, and if necessary, reacting to deviant behavior in a positive way. Focusing on the successful management of deviant behavior in the workplace and the role of the organization in creating conditions for this behavior is a crucial topic of study for those interested in Organizational Behavior and Human Resource Management. Managing Organizational Deviance goes beyond questions of control to also consider ethical dimensions of conduct. As a result, it teaches students who will go on to inhabit organizations to become familiar with the ethical implications of deviant and dysfunctional behavior in addition to managing this behavior in an effective way. Zusammenfassung Based on contributions written by experts! this work includes short cases that consider both micro and macro perspectives of deviance and dysfunctional behavior. It offers practical guidance to those faced with ambiguous situations of deviant behaviour in the workplace. Inhaltsverzeichnis CHAPTER 1. The Prevalence (and Ambiguity) of Deviant Behavior at Work: An Overview - Roland E. Kidwell Jr., & Christopher L. Martin CASE 1.1. Columbia/HCA Health Care CASE 1.2. The Undercover Operator - Anita Mancuso and Timothy O. Ireland CHAPTER 2. Why Good Employees Make Unethical Decisions: The Role of Organizational Culture, Reward Systems and Managerial Oversight - Jennifer Dunn and Maurice E. Schweitzer CASE 2. Sears Automotive CHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace CHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace CHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace - Linda Klebe Treviño and Michael A. Brown CASE 3. Bernard Ebbers: Innovative Leader or Reckless Risk Taker CHAPTER 4. Badmouthing the Company: Bitter Employee or Concerned Corporate Citizen - Robert J. Bies and Thomas M. Tripp CASE 4. Web Revenge on HealthSouth Corporation CHAPTER 5. Withholding Effort at Work: Understanding and Preventing Shirking, Job Neglect, Social Loafing and Free Riding -...
