Dr Uta Bindl NAB 4.01

This course is compulsory on the MRes/PhD in Management (Organisational Behaviour). This course is available on the MRes/PhD in Management (Employment Relations and Human Resources) and MRes/PhD in Management (Information Systems and Innovation). This course is available with permission as an outside option to students on other programmes where regulations permit.

This course seeks to provide PhD students with the underlying foundations of understanding Organisational Behaviour. Specifically, this course will introduce students to psychology theories and research, with a focus on micro-level research. Sessions are highly interactive, such that students are required to critically engage with Organisational Behaviour Theory, as well as to start familiarising themselves with formulating research-related questions in Organisational Behaviour.

30 hours of seminars in the MT.

Formative feedback on the individual presentation, as well as on the assignment, will be provided throughout the course, such that students will informally present work in progress on the individual presentation, as well as on the assignment, during the sessions.

The course relies heavily on journal articles (for example, Academy of Management Journal, African Journal of Management, Journal of Applied Psychology, Journal of Organizational Behaviour). The focus of papers will be on introducing the core areas of Micro Organisational Behaviour in Organisation, as well as will emphasise on how to formulate ‘relevant’ research questions and to build conceptual arguments in Organisational Behaviour. The readings will also cover a balanced mix between conceptual papers, as well as different types of empirical papers, to encourage a familiarisation of students with different research approaches of discussing Micro Organisational Behaviour. Indicative readings include:

Barsade, S. G., & Gibson, D. E. (2007). Why does affect matter in organizations? Academy of Management Perspectives, 21(1), 36-59.

Davis, M.S. (1971). That's Interesting: Towards a Phenomenology of Sociology and a Sociology of Phenomenology, Phil. Soc. Sci., 1:4, 309-344.

Hewlin, P. F. (2009). Wearing the cloak: Antecedents and consequences of creating facades of conformity. Journal of Applied Psychology, 94, 727-741.

Judge, T., Bono, J., Ilies, R., & Gerhardt, M. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765-780.

Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34, 410-476.

Parker, S. K. (2014). Going Beyond Motivation: Work Design for Development, Health, and

Ambidexterity. Annual Review of Psychology, 65(1), 661-691.

Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607.

Tett, R.P. and Burnett, D.D. (2003). A personalty trait-based interactionist model of job performance Journal of Applied Psychology, 88(3), 500-517.

Williams, M. L., McDaniel, M., & Nguyen, N. T. (2006). A meta analysis of the antecedents and consequences of pay level satisfaction. Journal of Applied Psychology, 91, 392-413.

Essay (60%, 2500 words) and presentation (40%) in the MT.