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| 編輯推薦： |
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《组织行为与人力资源管理》（第9版，双语教学版）的作者弗雷德·卢森斯是国际著名的管理学家和心理学家；乔纳森·多是全球领导力中心的创会理事、知名管理学教授。《组织行为与人力资源管理》（第9版，双语教学版）是国际化管理类图书的先驱，也是探究国际化管理的**教材。
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| 內容簡介： |
《组织行为与人力资源管理》（第9版，双语教学版）选自弗雷德·卢森斯的International Management: Culture,
Strategy, and Behavior 2015年的第9版。作者在跨文化的背景下论述组织的激励、领导行为以及人力资源管理。
《组织行为与人力资源管理》（第9版，双语教学版）共分三章：跨文化激励；跨文化领导；跨文化人力资源筛选和人力资源发展。其案例丰富，实践性强，所有标题加上中文注释后又增加了可读性。
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| 關於作者： |
弗雷德·卢森斯是国际著名的管理学家和心理学家，美国尼勃拉斯加大学教授，曾担任美国管理学会主席，荣获管理学殊荣并担任多家杂志期刊主编。
乔纳森·多是全球领导力中心的创会理事、知名管理学教授。
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| 目錄：
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1 Motivation Across Cultures 2
The World of International Management: Motivating Employees
in a Multicultural Context: Insights from the Emerging Markets 2
The Nature of Motivation 4
The Universalist Assumption 5
The Assumption of Content and Process 6
The Hierarchy-of-Needs Theory 7
The Maslow Theory 7
International Findings on Maslow’s Theory 7
The Two-Factor Theory of Motivation 11
The Herzberg Theory 11
International Findings on Herzberg’s Theory 13
Achievement Motivation Theory 17
The Background of Achievement Motivation Theory 17
International Findings on Achievement Motivation Theory
18
Select Process Theories 19
Equity Theory 19
Goal-Setting Theory 21
Expectancy Theory 21
Motivation Applied: Job Design, Work Centrality, and Rewards 22
Job Design 22
Sociotechnical Job Designs 23
Work Centrality 24
Incentives and Culture 28
The World of International
Management—Revisited 30
Summary of Key Points 30
Key Terms 32
Review and Discussion
Questions 32
Internet Exercise: Motivating
Potential Employees 32
In the International
Spotlight: Indonesia 33
2 Leadership Across Cultures 34
The World of International Management: Global Leadership
Development: An Emerging Need 34
Foundation for Leadership 36
The Manager-Leader Paradigm 36
Philosophical Background: Theories X, Y, and Z 38
Leadership Behaviors and Styles 41
The Managerial Grid Performance: A Japanese Perspective
42
Leadership in the International Context 45
Attitudes of European Managers toward Leadership
Practices 45
Japanese Leadership Approaches 47
Differences between Japanese and U.S. Leadership Styles
48
Leadership in China 50
Leadership in the Middle East 51
Leadership Approaches in India 51
Leadership Approaches in Latin America 52
Recent Findings and Insights about Leadership 53
Transformational, Transactional, and Charismatic Leadership
53
Qualities for Successful Leaders 55
Culture Clusters and Leader Effectiveness 57
Leader Behavior, Leader Effectiveness, and Leading Teams
58
Cross-Cultural Leadership: Insights from the GLOBE Study
58
Positive Organizational Scholarship and Leadership 62
Authentic Leadership 62
Ethical, Responsible, and Servant Leadership 65
Entrepreneurial Leadership and Mindset 66
The World of International
Management—Revisited 67
Summary of Key Points 67
Key Terms 68
Review and Discussion
Questions 69
Internet Exercise: Taking a
Closer Look 69
In the International
Spotlight: Germany 70
3 Human Resource Selection and
Development
Across Cultures 72
The World of International Management: The Challenge
of Talent Retention in India 72
The Importance of International Human Resources 75
Getting the Employee
Perspective 75
Employees as Critical
Resources 76
Investing in International
Assignments 76
Economic Pressures 76
Sources of Human
Resources 78
Home-Country Nationals 78
Host-Country Nationals 78
Third-Country Nationals 79
Subcontracting and Outsourcing
80
Selection Criteria for
International Assignments 83
General Criteria 83
Adaptability to Cultural
Change 84
Physical and Emotional Health
85
Age, Experience, and Education
85
Language Training 86
Motivation for a Foreign
Assignment 86
Spouses and Dependents or
Work-Family Issues 86
Leadership Ability 87
Other Considerations 87
Economic Pressures and
Trends in Expat Assignments 89
International Human
Resource Selection Procedures 90
Testing and Interviewing
Procedures 90
The Adjustment Process 90
Compensation 92
Common Elements of
Compensation Packages 93
Tailoring the Package 95
Individual and
Host-Country Viewpoints 96
Candidate Motivations 96
Host-Country Desires 97
Repatriation of
Expatriates 98
Reasons for Returning 98
Readjustment Problems 98
Transition Strategies 99
Training in
International Management 100
The Impact of Overall
Management Philosophy on Training 102
The Impact of Different
Learning Styles on Training
and Development 103
Reasons for Training 104
Types of Training
Programs 106
Standardized vs. Tailor-Made
106
Cultural Assimilators
109
Positive
Organizational Behavior 110
Future
Trends 111
The World of International Management—Revisited 111
Summary of Key Points 113
Key Terms 114
Review and Discussion Questions 114
Internet Exercise: Going International with Coke 115
In the International Spotlight: Russia 116
Brief Integrative Case 1.1: IKEA’s Global Renovations 117
In-Depth Integrative Case 1.1: HSBC in China 124
In-Depth Integrative Case 1.2: Chiquita’s Global
Turnaround 140
Endnotes
148
Glossary
160
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| 內容試閱：
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In
the past few years a growing amount of attention has been focused on leadership
in China. In particular, international researchers are interested in learning
if the country’s economic progress is creating a new cadre of leaders whose
styles are different from the styles of leaders of the past. In one of the most
comprehensive studies to date, Ralston and his colleagues found that, indeed, a
new generation of Chinese leaders is emerging and they are somewhat different
from past leaders in work values.
The
researchers gathered data from a large number of managers and professionals n =869 who were about to take part in
management development programs. These individuals were part of what the
researchers called the “New Generation” of Chinese organizational leaders. The researchers
wanted to determine if this new generation of managers had the same work values
as those of the “Current Generation” and “Older
Generation”
groups. In their investigation, the researchers focused their attention on the importance
that the respondents assigned to three areas: individualism, collectivism, and Confucianism.
Individualism was measured by the importance assigned to self-sufficiency and
personal accomplishments. Collectivism was measured by the person’s willingness
to subordinate personal goals to those of the work group with an emphasis on
sharing and group harmony. Confucianism was measured by the importance the
respondent assigned to societal harmony, virtuous interpersonal behavior, and
personal and interpersonal harmony.
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