Module 1

INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

Module Introduction
Since the period of Industrial Revolution, the study of organizational behavior has
been viewed as an essential tool in managing the organizations. This aims to learn how
people behave in the workplace and how these behaviors affect the organization. This
chapter primarily focuses on the overview of what human behavior in organizations means
and why it is deemed important in determining organizational effectiveness. It shall also
examine how the human capital can become a source of a company’s competitive advantage.
The introduction to human behavior in organizations shall bring about a better
understanding of the course and shall illustrate the roadmap for the topics to be discussed
along the study of this course.

Topic Outcomes
After reading and understanding this module, students will be able to:
1. Define organization and organizational behavior;
2. Describe how organizational behavior determines the effectiveness of an
organization.

BASIC CONCEPTS OF ORGANIZATIONAL BEHAVIOR

Definition of Organization
So as to facilitate efficiency and effectiveness in learning the basic concepts of
organizational behavior, we begin first with the nature of organization. The term
organization is defined as a collection of individuals who work together, having a
coordinated system, towards the attainment of a common goal.
Organizations can be characterized by the following features :
(1) Network of individuals. An organization consists of individuals forming relationships
to get things done and problems be solved.
(2) System. This feature is related to the first one, whereby everyone in this network of
individuals follows a coherent and well-defined structure and processes.
(3) Coordinated activities. In order to achieve a common goal, the organization integrates
all the various activities. This also facilitates efficiency as regards the use of resources
and allows the individuals and groups to perform effectively.
(4) Division of Labor. Activities are grouped according to the job family. Thus, for the
organization to be able to accomplish these several functions, activities are divided
into departments. Each department is often headed by an expert of a given field.
(5) Goal Orientation. This serves as the primary reason why an organization exists. There
must be a goal or a common purpose. For example, a supermarket is established to
achieve a goal of creating profits and at the same time to provide convenience and
one stop shop for all the grocery and household goods.
 (6) Continuity over time, regardless of membership change. An organization affords to
operate even if there is a change of its members. Since there is an established system
with a solid foundation of its structure and processes, new members may continue to
manage and still pursue with the achievement of the organizational goals.

Generally, an organization can be considered effective when it is able to achieve its

goals.

Definition of Organizational Behavior

In any organization, managing its resources has always been part of a strategy to
attain its goals, be it financial resource, technological resources, and human resources.
Perhaps, some organizations consider this as a challenge in today’s fast-paced environment.
Human resource is undeniably one of the main resources in the organization. Imagine an
organization without its people as members - what then is an organization?
Various researches have proven that organizational effectiveness also depends on the
effective performance of its employees. Hence, the management takes the challenge in
understanding the behavior of individuals and groups in the organization. This undertaking
then became a field to study in behavioral sciences in the context of management and
organizations.
Organizational Behavior can be defined as the study of how people behave and act
in an organizational environment.
Organizational behavior focuses on how the individuals and groups behave in the
workplace and how these behaviors then affect the organization. Understanding their
behavior is important in improving organizational effectiveness and at the same time
enhancing positive effects to the employees in working in a given organization. For instance,
an employee who is not motivated to do his/her job well results in lower productivity; when
he/she is not happy working with other members of the organization, employee satisfaction
is likewise at stake. On the other hand, one employee who gets rewarded after accomplishing
a required report tends to perform better the next time he/she is asked to do jobs related to it.
Explaining and predicting behavior within an organization is the bottomline of
organizational behavior. During the course of discussion of the entire concepts of human
behavior in organization, the readers shall come across several theories. This shall include
but not be limited to theories in learning, personality, motivation, and leadership.

The Organizational Behavior Model: Individual, Group, and Organization

Examining organizational behavior includes three levels, i.e. individual level , group
level and organizational level as a whole. Through this, we may identify what causes people
to behave individually and collectively. Organizational behavior allows understanding of the
actions of people in the workplace. Through the concepts and theories of OB, the
management will know what makes and why individuals gets motivated to be part of an
organization, why they feel happy or bad in terms of their satisfaction in the work
environment, why one performs more productively than the others, why some reach their
retirement age in the company, while others leave after quite some time, why there are
groups opposing the management, and how organizations do deal and react to changing
environment. Basically, organizational behavior helps the management in recognizing and
analyzing how the individual and group characteristics, workplace scenarios and the
organizations themselves affect how people feel about and make consequent actions in the
workplace.

Exhibit 1.1
Level of Analysis in Organizational Behavior
(George and Jones, 2012)

The Individual. When there is a fit between individual needs/values and

organization’s expectations, there is a reduced likelihood of frustrations and conflict as a
result of their behaviors. Hence, the management must ensure that they are able to integrate
the individual and organization. This will then foster a satisfactory work environment while
attaining the organizational goals as well.
The Group. All organizations are composed of groups. Groups are generally
composed of two or more individuals working together and influencing one another as they
interact. Informal groups are also formed within the organizations given the nature of people
having social needs - feeling of belongingness. In today’s work environment, groups are
turned into teams. Teams are groups of individuals who work together, having their
respective roles and are performing for a common goal. A group of basketball players
becomes a team when a specific and common goal brings them together, e.g. to win a game as
one. Each is given a role to perform during the entire game. On the other hand, some
assemblies for a show are not considered as teams. They are gathered together as a crowd
but they only interact to a very little extent. Goals are not even specific.
Group members as time passes by develop relationships between and among them,
resulting in influences and rise of group leaders. Recognizing the existence of groups in the
organization can help the management in analyzing group pressures that further affect the
individual performance. When groups are well-managed, business transactions are smoothly
being done, e.g. planning, organizing, and coordinating.
The organization. One feature of an organization is the system - there follows the
existence of a formal structure. And formal organizations are composed of individuals and
groups interacting within the structure. The hierarchy in the structure guides the entire
organizations on how the communication and information flow and how its people carry out
their activities. In relation to organizational behavior, the management systems, structure
pattern and leadership styles affect the behavior of employees. When one member of the
organization feels that there is a bottleneck, it could dramatically affect the way an employee
performs in the workplace.

Very true that individual, interpersonal and organizational factors define the
employee value in the workplace.

Exhibit 1.2
Factors and Outcomes of a Strategic Approach to Organizational Behavior
(Hitt, Miller and Colella, 2012)

Figure 2 shows the factors and outcomes of a strategic approach to organizational

behavior. Individual factors include one’s personal values and capabilities such as
motivation, satisfaction, ability to learn, locus of control and personality, skills and attributes,
and so on. For interpersonal factors, quality of leadership, communication, role relationships
and decision making in groups and teams are elements affecting how individual capacities
are fully utilized in the organization. Lastly, important organizational factors like formal
structures, policies and culture are recognized to influence the employee attitudes towards
creation of positive outcomes. All these factors result to the outcomes coined as productivity,
satisfaction and organizational success. Productivity is defined as the output of individuals
and groups. Satisfaction is related to the feelings of individuals and groups towards their
work and work environment (Hitt, Miller and Colella, 2012). Hitt, Miller and Collela (2012)
also defined Organizational Success as the organization’s competitive advantage and
financial performance. Value of people is gleaned in employee productivity, satisfaction and
organizational success. (Hitt, Miller and Colella, 2012)
Another important aspect to consider in organizational behavior is the concept of
psychological contract. This is an unwritten and silent contract between the individuals and
the management of the organization. This is the implied give-and-take relationship between
the two. The psychological contract recognizes the needs and expectations by both parties. It
is significant in terms of the extent whereby the two parties have perceived and respected
the agreement as fair and just. Some employees do not only leave the organization due to the
breach of employment contract, but because there are also instances that there were
problems arising regarding the psychological contract, even if it is actually not a written
agreement.

ORGANIZATION AND ITS HUMAN CAPITAL

Organizational behavior can be viewed as a means to create a competitive advantage
through its human resources. Knowledge of organizational behavior allows managers to
rightfully lead and govern the organization and its people. Equally important, employees
who have a working knowledge of organizational behavior help them to value their work
and workplace, leading to a positive behavior in the organization for their goal achievement.

Competitive Advantage through Human Capital

In today’s business landscape where competition is always present, it is important for
an organization to identify its competitive advantage. This is to ensure survival in a given
industry. Competitive advantage is something unique about the organization and cannot be
easily copied by any other competitor. Simply, this is the edge over the others! Often you’ll
hear companies claiming that their latest equipment, technological advancement, marketing
strategies, reputation, company image and the like are the sources of their competitive
advantage. Both tangible and intangible resources can be a source. Hence, we now look at the
human resources as a competitive edge.
Human capital is simply the sum of an individual’s KSAOs - knowledge, skills,
attributes and other general characteristics. Human resources, unlike any other form of
assets, do not depreciate. In fact, through experiences and training, they are even becoming
more developed.
Human capital as a source of organization’s competitive advantage can be determined
by its value, rareness, and imitability. This was from the Value-Rareness-Imitability and
Organization or VRIO framework of the On Becoming a Strategic Partner: The Role of Human
Resources in Gaining Competitive Advantage (Barney and Wright, 1998)
Human Capital Value. It is the extent to which individuals are capable of supporting
strategy for competing in the marketplace. For instance, a teacher who is not properly
trained on pedagogy will not be able to deliver quality education, thus, he/she will not add
value to the academe as his/her organization. Human resources can add value to the
organization by ensuring that the HR functions and practices are strategic, e.g. lowering the
costs and increasing the revenues.
Human Capital Rareness. It refers to the extent to which employees’ KSAOs are
unique in the industry where their organization belongs. Rare talents are difficult to find,
hence, it becomes a source of a competitive advantage. In contrast, those talents of a certain
value that can be found in any existing organization may not be considered and edge
because it is common to anyone. A company through its HR practices like training can create
a homogeneous human resource and exhibit rare characteristics to gain a competitive
advantage.
Human Capital Imitability. It refers to the extent to which employees’ KSAOs are
difficult to imitate and duplicate. Once it is difficult to copy, it really becomes a source of
competitive advantage, making it unique for a long period of time.

Exhibit 1.3
VRIO Framework
Adapted from Barney and Wright (1998) by Hitt, Miller, Collela (2012)

Shown in Figure 2 is the VRIO Framework. It is the matrix whereby we identify

whether the human resources in the organization have value, are rare and are difficult to
imitate and are supported by effective management. If the answer to all these criteria is yes,
then the organization would reflect a sustained competitive advantage and above normal
performance.

Trust and Pixie Dust: An HR Exec’s Disney Dream

Disney CHRO Jayne Parker reflects on how HR is helping continue to make magic.
By: Jen Colletta | February 13, 2019

Source : Retrieved from https://hrexecutive.com/trust-and-pixie-dust-an-hr-execs-disney-dream/ , July 28, 2020.

Jayne Parker never intended to Central Florida.” A native and guest services—which
have a decades-long tenure Floridian, she knew what that ultimately laid the groundwork
working with the Walt Disney Co. meant. for the creation of the company’s
In the late 1980s, Parker was Disney Institute. Two years later,
building a career as a consultant Parker joined Disney in 1988, she was asked to develop a global-
in organizational development tasked with leading training leadership program.
and structural design when a programs that shared with
headhunter came calling to corporate leaders Disney’s secrets “Every couple of years,” Parker
recruit her for a “large to success for people management says, “I was tapped on the
entertainment company in
shoulder by someone who said, “We were competing with same candidates, which has really
‘We’d like you to go do this.’ I was ourselves,” she says. “We had to helped us.”
having a lot of fun, and I gained so present Disney as one company
much admiration and respect for with many opportunities in order Being able to continuously evolve
the brand—who we are, what we for graduates to understand that has been key—Parker notes there
do and how we do it.” they can have a very interesting have barely been six months
and varied career path at the Walt without a change to at least one of
Before she knew it, Parker had Disney Co.” the centers. More than five years
spent 20 years in the company’s removed from the centralization,
theme parks and resorts unit, In 2013, Disney launched its she adds, heads of HR at the
holding titles such as director and
Centers of Excellence, covering business units are more often
vice president of organization
seven HR focuses, ranging from suggesting things they think can
improvement and head of HR for
the division. In 2009, she was talent acquisition to diversity. In be done commonly, bringing more
given her biggest assignment yet: what became known as the AND into the fold of the Centers of
executive vice president and Model, each head of HR would Excellence.
CHRO for the entire Walt Disney maintain his or her position while
Co. (Disney ranked 33rd on the also taking the helm of a Center of The collaboration demonstrated
2019 Nation’s 100 Largest Excellence. through the development of the
Employers list.)
COE model mirrors that of
Since her background included another recent evolution: a
The internal mobility and deep time as a head of HR for a strategic reorganization of the
alignment with the company business unit, Parker says, she business units announced in
values that Parker herself had the unique perspective of March 2018. The new format
experienced are among the being able to understand the consolidated direct-to-consumer
priorities Disney has for its entire individualized HR needs of the services, technology and
200,000-strong employee units. The day-to-day of international media operations
population, a workforce that has overseeing the 100,000-plus into a single, worldwide business,
seen tremendous changes in mostly frontline and largely into which elements of media
recent years. With a new CEO in unionized workers in the theme networks and studio
the forecast a few years down the parks and resorts, for instance, entertainment also moved.
line and the company about to differed drastically from the HR Meanwhile, parks and resorts and
complete its largest acquisition to needs of the company’s studio consumer-products operations
date, the pace of transformation division. However, commonalities also combined.
doesn’t appear to be letting up. also existed, and leadership had to
carefully consider both during the The concept was conceived by
“This is a place where our HR centralization. CEO Bob Iger, who worked with
leaders are getting to do work in the executive team to refine it.
the next few years that is truly Talent acquisition is one area that When the move was unveiled,
once-in-a-lifetime,” says Parker. has seen significant impacts from Iger said in a press statement that
the shift. The talent-acquisition the effort aimed to strategically
Ongoing Evolutions center offers recruiting support position “our businesses for the
How Disney’s HR team tackles across all divisions, while a single future, creating a more effective
future change is largely technology platform was designed global framework to serve
predicated on an internal change to facilitate online applications consumers worldwide, increase
that was ushered in just over five companywide—demonstrating growth and maximize
years ago. Prior to that time, HR brand continuity and showing shareholder value.”
operations were segmented by candidates the opportunities for
Disney’s business units—a format internal mobility, while Shortly after announcing the
that often led to overlap. streamlining processes internally. reorganization, Iger attended a
town hall Parker was hosting,
For instance, HR representatives “We had different talent- answering questions from global
from the theme-park division acquisition practices [among the HR employees.
would be at the same MBA- business units],” Parker says.
recruiting event as HR “Now, we work from common “[Iger] wanted the whole HR team
professionals from other Disney platforms and, whether you work worldwide to hear from the CEO
units, like Walt Disney Studios in the Center of Excellence or in a about his hopes, his dreams and
and ESPN. business segment, you have access his objectives for the
to the same information and the reorganization,” Parker says.
“Every single person in the Conceived by HR—and quickly employees who thought the
company was in some way approved by Iger, who proposed initiative was too good to be true.
impacted by this organizational doubling its initial budget— Once those notions were
change so, in order for it to be Disney Aspire was developed with dispelled, she says, she spent
successful, we felt we needed a long-range focus for employees, many an evening reviewing
everyone at Disney to understand Parker says. reports that contained firsthand
why this change was necessary reactions from workers about
and how it impacted them.” “In reality, all of those 80,000 Disney Aspire, which she
people are not always going to described as an emotional
Change management is nothing work for the Walt Disney Co., so experience.
new for a company that has we can have a higher purpose—
undergone as many transitions as equipping our employees to be “I’m so proud of the impact this is
Disney. However, Bill Capodagli, successful and helping them having—not necessarily the
management consultant and create the futures they want,” she impact it will have on the
author of The Disney Way: says. company, but it’s the impact this
Harnessing the Management will have on our employees’
Secrets of Disney in Your Disney partnered with Guild lives,” Parker says.
Company, observes there are Education to design and operate
certain core values that have the program. Guild CEO Rachel Since Disney Aspire launched,
always driven the organization’s Carlson says, compared to some more than 23,000 eligible
work. companies the organization works employees have created accounts,
with, which may only have a expressing interest in taking
In particular, he says, the handful of key job titles, Disney’s advantage of the program.
organization has upheld “the hundreds of positions posed a
underlying values that Walt unique but exciting challenge, as The first employee to enroll
instilled in his company decades they sought to create recently completed a trade
ago—innovation, quality, opportunities to suit a range of certification, and students have
storytelling, mutual respect and interests at all education levels. applied to and enrolled in the
trust. I tell my clients that, when entire span of program offerings.
values are deeply rooted in a “That meant we had to work On the college level, there has
company, they rarely change; in together as a team to think about been strong participation in
fact, the organization changes in the diverse needs of that broad courses focused on organizational
order to protect their values.” employee base,” Carlson says. The leadership, cybersecurity,
depth and breadth of the business, communications and
Investing in Employees employee population is among the finance.
That idea is evinced through a reasons Disney Aspire is so
highly impactful employee benefit comprehensive—employees can Carlson says the early indicators
that launched last year. pursue college and post-grad are “tremendous.”
degrees, GED, vocational training,
In August, the company English-language learning and
“We’ve seen unmatched
announced the creation of Disney more.
enthusiasm amongst Disney
Aspire, a groundbreaking employees for this program,” she
education-assistance program To help students navigate the says. “We’ll know we’re successful
open to its 80,000 hourly workers. complexities of returning to as we start to see graduates earn
Employees can access a wide school, Guild offers personalized diplomas and channel their
range of degrees and certifications coaching throughout the journey learning into career advancement
—all cost-free. With a $150 million —from selecting a school and and increased economic
investment in the program’s first program to filing the application opportunity—at Disney or
five years, Disney is paying all all the way through to degree beyond.”
tuition upfront and reimbursing completion.
employees for books and other
Capodagli says he advises clients
fees. The educational programs, “We believe our coaching model is that they can’t attain Disney-
offered at a vast network of paramount to the success” of caliber customer service—it
schools in both online and in-class participants, Carlson says. consistently ranks at the top of
formats, do not need to relate to
global lists for corporate
employees’ current work at
In rolling out the program, Parker reputation—without employee
Disney.
fielded many questions from satisfaction. And one of the best
ways to achieve that is by To that end, Parker helped the last summer and received EU
providing ongoing learning company achieve gender equality regulatory approval in the fall, at
opportunities. in its global workforce and which time Iger said he was
appointed the company’s first optimistic it will close before June
“If you watch a group of 3- or 4- chief diversity officer in 2011. The 2019. It’s the largest acquisition
year-olds on the playground, their HR centralization, she adds, also yet for Disney, which already has
joy and excitement for has helped the company focus on a string of major acquisitions
discovering new things is diversity in its hiring practices, as under its belt: Marvel, Lucasfilm
contagious,” he says. “In the adult applicant data are more readily and BAMTECH Media, among
world of work, continuous available across the company. many others.
learning experiences can serve to
rekindle the exuberance of Developing diverse leaders from “We’re a company where the idea
youth.” within the ranks has also been a of looking to expand opportunities
priority, with a range of for growth through acquisitions is
Education is also at the heart of mentorship and development just part of our DNA,” Parker says.
another Disney initiative, CODE: programs targeting high- “We have created an expertise in
Rosie—which stands for Creating potentials for executive HR of working through what
Opportunities for Diverse leadership. happens pre-announcement of an
Engineers and is a reference to acquisition, after the
World War II icon Rosie the On the leadership front, the announcement and—maybe most
Riveter. Launched in 2016, the company is facing a significant important—have developed
program teaches women across shift as it prepares for the 2021 expertise in the integration work
the company how to code, with no retirement of Iger, CEO since 2005. that’s required after the close of
tech background needed. these acquisitions.”
Participants undergo three Though Parker didn’t share
months of education and then a details of a timeline for Parker says such work requires a
year of real-world experience. The identifying Iger’s successor, she deep understanding of the
company holds the participants’ cites the importance of the business rationale for the
jobs for them in case they want to company’s leadership- acquisition, one that
return after completing the development focus and its culture acknowledges it’s not just
program, though most decide to that encourages talent movement. motivated by intellectual
funnel into coding jobs at Disney, property.
Parker says.
“One of Disney’s strengths is
growing talent and helping people “We have to make sure we study
Twelve women participated in the see their career opportunities the companies we’re acquiring
pilot and 20 are enrolled in the across divisions,” Parker says. and appreciate what’s made them
second round, which kicked off in “Employees can make a career so successful,” she says. “In doing
April. that encompasses incredibly so, we can understand what
different experiences, which is they’ve done better than we have,
“People can see a bright future for motivating developmentally and learn from their strengths and
themselves, and that’s because of is also the greatest form of apply that to our businesses.”
their relationship with the Walt stability for future succession-
Disney Co.,” Parker adds. “That’s planning.” Steering the Disney workforce
what’s made this possible.” through to the other side of the
Capodagli predicts a leader with a acquisition will be among the
Looking Forward long-range focus similar to Iger’s tasks facing HR in the coming
The focus on diversity embedded would be critical to continuity. years. Navigating a rapidly
in CODE: Rosie will continue to be shifting marketplace—for
at the heart of Disney’s work in instance, Disney is gearing up for
“The biggest unknown,” he adds,
the coming years, Parker says. the launch of its own streaming
“is whether or not Bob’s successor
service later this year—will also
will follow in his footsteps as a
take center stage, Parker says.
“In order for us be successful, we long-term strategist and values-
believe our employees have to driven leader.”
reflect the audiences we’re here to “How and where consumers and
serve, and our audiences are very viewers want to be entertained is
Another change coming down the
diverse,” she says. changing, and that’s an
pike is Disney’s acquisition of 21st
opportunity for us in HR to help
Century Fox. The deal was inked
our business executives make
those shifts, to make sure we’re in the rearview mirror, her fulfilling experiences. “I’ve had a
the best competitor in a changing experience has shown her that the chance to do the work I’ve
landscape,” Parker says, noting greatest challenges she faced in dreamed of doing.”
that, with 30 years at Disney now her roles have also been the most

End of Chapter Test

Chapter Review.
I. Identification. Identify what is being referred to in each of the following statements.
__________________1. It refers to the study of how people behave and act in an
organizational environment.
__________________2. It is the sum of the KSAOs of people within the organization.
__________________3. It is defined as the collection of individuals who work together,
having a coordinated system, towards the attainment of a
common goal
__________________4. These are the outputs of the individuals in the workplace.
__________________5. It relates to the feelings that individuals and groups have about
their work and the workplace.

II. Essay. Briefly discuss the common features of an organization in not more than 8
sentences. Cite some examples. (Items No. 6-15)

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

Short Case Study.

Organizational Behavior Case: Conceptual Model: Dream or Reality? (Luthans, 2012, p.30)
Source: Luthans, F. (2010). Organizational Behavior (12th ed.). McGraw-Hill Education

Hank James has been section head for the accounting group at Yake Company for 14
years. His boss, Mary Stein, feels that Hank is about ready to be moved up to the corporate
finance staff, but it is company policy to send people like Hank to the University Executive
Development Program before such a promotion is made. Hank has enrolled in the program;
one of the first parts deals with organizational behavior. Hank felt that after 14 years of
managing people, this would be a snap. However, during the discussion on organizational
behavior, the professor made some comments that really bothered Hank.

The professor said:Most managers know their functional specialty but do a lousy job
of managing their people. One of the problems is that just because managers have a lot of
experience with people, they think they are experts. The fact is that behavioral scientists are
just beginning to understand human behavior. In addition, to effectively manage people, we
also have to somehow be able to better predict and control organizational behavior. Some
models are now developed and research is accumulating that we hope will help the manager
better understand, predict, and manage organi- zational behavior.

Hank is upset by the fact that his professor apparently discounts the value of
experience in managing people, and he cannot see how a conceptual framework that some
professor dreamed up and some esoteric research can help him manage people better.

1. Do you think Hank is justified in his concerns after hearing the professor? What role can
experience play in managing people?

2. What is the purpose of conceptual frameworks such as those presented in this chapter?
How would you weigh the relative value of studying theories and research findings versus
“school-of-hard-knocks” experience for the effective management of people?

3. Using the conceptual framework presented in the chapter, how would you explain to Hank
that this could help him better manage people in his organization?

References
Books

Black, S., Gardner, D. G., Pierce, J. L., & Steers, R. (2019). Organizational Behavior.
OpenStax Rice University.

George, J. M., & Jones, G. R. (2012). Understanding and Managing Organizational

Behavior (6th ed.). Pearson Education Inc.

Hitt, M. A., Miller, C. C., Colella, A., & Triana, M. (2017). Organizational Behavior (5th
ed.). Wiley Global Education

Hitt, M. A., Miller, C. C., and Colella, A. (2012). Organizational Behavior (3rd ed.). Wiley
Global Education

Luthans, F. (2010). Organizational Behavior (12th ed.). McGraw-Hill Education.

Mullins, L. J. (2010). Management and Organisational Behaviour (9th ed.). Pearson

Higher Ed.
 Schermerhorn Jr., J. R., Hunt, J. G., Osborn, R. N., & Uhl-Bien, M. (2010). Organizational
Behavior (11th ed.). Wiley.

Electronic Sources

Retrieved July 24, 2020, from https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?

article=1149&context=cahrswp,.

RetrievedJuly 28, 2020 from https://hrexecutive.com/trust-and-pixie-dust-an-hr-execs-disney-

dream/