Organizational Behavior: Improving

Performance and Commitment in the

Workplace, 8e ISE 8th/ISE Edition
Jason Colquitt
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 page i

Organizational
Behavior
Improving
Performance and
Commitment in the
Workplace

Eighth Edition

JASON A. COLQUITT
University of Notre Dame

JEFFERY A. LEPINE
Arizona State University
MICHAEL J. WESSON
Auburn University
 page ii

ORGANIZATIONAL BEHAVIOR

Published by McGraw Hill LLC, 1325 Avenue of the Americas, New York, NY 10019.
Copyright ©2023 by McGraw Hill LLC. All rights reserved. Printed in the United
States of America. No part of this publication may be reproduced or distributed in
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to customers outside the United States.

This book is printed on acid-free paper.

1 2 3 4 5 6 7 8 9 LWI 27 26 25 24 23 22

ISBN 978-1-265-04940-9
MHID 1-265-04940-8

Cover Image: Mischa Keijser/Cultura/Image Source

All credits appearing on page or at the end of the book are considered to be an
extension of the copyright page.

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McGraw Hill LLC, and McGraw Hill LLC does not guarantee the accuracy of the
information presented at these sites.

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 page iii

Dedication

To Catherine, for being my companion in

life’s adventures. And for Cameron, Riley,
and Connor, for supplying many of the
most meaningful moments of those
adventures.
–J.A.C.

To Marcie, Izzy, and Eli, who support me

and fill my life with meaning and joy.
–J.A.L.

To Liesl and Dylan: Their support in all I

do is incomparable. They are my life and
I love them both. To my parents: They
provide a foundation that never wavers.
–M.J.W.
 page iv

About the
Authors

JASON A. COLQUITT

Photo by Barbara Johnston/University of Notre Dame

Jason A. Colquitt is the Franklin D. Schurz Professor in the

Department of Management & Organization at the University of
Notre Dame’s Mendoza College of Business. He previously taught at
the University of Georgia and the University of Florida. He received
his PhD in management from Michigan State University and earned
his BS in psychology from Indiana University. He has taught
organizational behavior and human resource management at the
undergraduate, master’s, and executive levels and has also taught
research methods at the doctoral level. He has received awards for
teaching excellence at the undergraduate, master’s, and executive
levels.
Jason’s research interests include justice, trust, work meaning,
and personality. He has published more than 40 articles on these
and other topics in Academy of Management Journal, Academy of
Management Review, Journal of Applied Psychology, Organizational
Behavior and Human Decision Processes, and Personnel Psychology.
He served as editor in chief for Academy of Management Journal
and has served on a number of editorial boards, including Academy
of Management Journal, Academy of Management Review,
Administrative Science Quarterly, Journal of Applied Psychology,
Organizational Behavior and Human Decision Processes, and
Personnel Psychology. He is a recipient of the Society for Industrial
and Organizational Psychology’s Distinguished Early Career
Contributions Award and the Cummings Scholar Award for early to
mid-career achievement, sponsored by the Organizational Behavior
division of the Academy of Management.
Jason enjoys spending time with his wife, Catherine, and three
sons, Cameron, Riley, and Connor. His hobbies include playing
basketball, playing the trumpet, watching movies, and taking long
walks with his family.

JEFFERY A. LEPINE
Photo by Marcie LePine

Jeffery A. LePine is the PetSmart Chair in Leadership in the

Department of Management at Arizona State University’s W.P. Carey
School of Business. He received his PhD in organizational behavior
from the Eli Broad Graduate School of Management at Michigan
State University. He also earned an MS in management from Florida
State University and a BS in finance from the University of
Connecticut. He has taught organizational behavior, human resource
management, and management of groups and teams at the
undergraduate and graduate levels. He has also delivered courses to
doctoral students in research methods, meta-analysis, scale
development, organizational behavior, and human resource
management. He received the Outstanding Doctoral Professor Award
from the W.P. Carey School of Business for his teaching and
mentoring of doctoral students and his work as PhD program
director.
Jeff’s research interests include team functioning and
effectiveness, individual and team adaptation, citizenship behavior,
voice, employee engagement, and occupational stress. He has
published more than 40 articles on these and other topics in outlets
such as Academy of Management Journal, Academy of Management
Review, Journal of Applied Psychology, Organizational Behavior and
Human Decision Processes, Personnel Psychology, and Journal of
Management. He has served as associate editor of Academy of
Management Review and Journal of Applied Psychology. He has also
served on the editorial boards of Academy of Management Journal,
Academy of Management Review, Journal of Applied Psychology,
Organizational Behavior and Human Decision Processes, page v
Personnel Psychology, Journal of Management, Journal
of Organizational Behavior, and Journal of Occupational and
Organizational Psychology. He is a recipient of the Society for
Industrial and Organizational Psychology’s Distinguished Early Career
Contributions Award and the Cummings Scholar Award for early to
mid-career achievement, sponsored by the Organizational Behavior
division of the Academy of Management. He was also elected to the
Executive Committee of the Human Resource Division of the
Academy of Management. Prior to earning his PhD, Jeff was an
officer in the U.S. Air Force.
Jeff spends most of his free time with his wife, Marcie, daughter,
Izzy, and son, Eli. He also enjoys playing guitar, hiking and mountain
biking, working on his collection of classic Pontiacs, and serving as
the caretaker of his family’s desert hideaway, called the Goat Farm.

MICHAEL J. WESSON

Courtesy of Michael J. Wesson

Michael J. Wesson is Professor of Management in Auburn University’s

Raymond J. Harbert College of Business. He received his PhD from
Michigan State University’s Eli Broad Graduate School of
Management. He also holds an MS in human resource management
from Texas A&M University and a BBA from Baylor University. He was
previously on faculty at Texas A&M University. He has taught
organizational behavior and human resource management–based
classes at the undergraduate, graduate, executive, and doctoral
levels. He has received awards for teaching excellence both at the
college and university levels. He is currently chair of the
management department at Harbert.
Michael’s research interests include organizational justice,
leadership, organizational entry (employee recruitment, selection,
and socialization), person–organization fit, and compensation and
benefits. His articles have been published in journals such as Journal
of Applied Psychology, Personnel Psychology, Academy of
Management Review, and Organizational Behavior and Human
Decision Processes. He has served on several editorial boards and
has been an ad hoc reviewer for many others. He is active in the
Academy of Management and the Society for Industrial and
Organizational Psychology. Prior to returning to school, Michael
worked as a human resource manager for a Fortune 500 firm. He
has served as a consultant to the automotive supplier, health care,
oil and gas, and technology industries in areas dealing with
recruiting, selection, onboarding, compensation, and turnover.
Michael spends most of his time trying to keep up with his wife,
Liesl, and son, Dylan. He is a self-admitted food and wine snob,
supporter of the performing arts, and a college sports addict.
 page vi

Preface

Why did we decide to write this text? Well, for starters,

organizational behavior (OB) remains a fascinating topic that
everyone can relate to (because everyone either has worked or is
going to work in the future). What makes people effective at their
job? What makes them want to stay with their employer? What
makes work enjoyable? Those are all fundamental questions that
organizational behavior research can help answer. However, our
desire to write this text also grew out of our own experiences (and
frustrations) teaching OB courses using other texts. We found that
students would end the semester with a common set of questions
that we felt we could answer if given the chance to write our own
book. With that in mind, Organizational Behavior: Improving
Performance and Commitment in the Workplace was written to
answer the following questions.

DOES ANY OF THIS STUFF REALLY MATTER?

Organizational behavior might be the most relevant class any
student ever takes, but that doesn’t always shine through in OB
texts. The introductory section of our text contains two chapters not
included in other texts: Job Performance and Organizational
Commitment. Being good at one’s job and wanting to stay with one’s
employer are obviously critical concerns for employees and
managers alike. After describing these topics in detail, every
remaining chapter in the text links that chapter’s content to
performance and commitment. Students can then better appreciate
the practical relevance of organizational behavior concepts.

IF THAT THEORY DOESN’T WORK, THEN WHY

IS IT IN THE TEXT?
In putting together this text, we were guided by the question, “What
would OB texts look like if all of them were first written now, rather
than decades ago?” We found that many of the organizational
behavior texts on the market include outdated (and indeed,
scientifically disproven!) models or theories, presenting them
sometimes as fact or possibly for the sake of completeness or
historical context. Our students were always frustrated by the fact
that they had to read about, learn, and potentially be tested on
material that we knew to be wrong. Although historical context can
be important at times, we believe that focusing on evidence-based
management is paramount in today’s fast-paced classes. Thus, this
text includes new and emerging topics that others leave out and
excludes flawed and outdated topics that some other texts leave in.

HOW DOES ALL THIS STUFF FIT TOGETHER?

Organizational behavior is a diverse and multidisciplinary field, and
it’s not always easy to see how all of its topics fit together. Our text
deals with this issue in two ways. First, all of the chapters in our text
are organized around an integrative model that opens each chapter.
That model provides students with a roadmap of the course,
showing them where they’ve been and where they’re going. Second,
our chapters are tightly focused around specific topics and aren’t
“grab bag–ish” in nature. Our hope is that students (and instructors)
won’t ever come across a topic and think, “Why is this topic being
discussed in this chapter?”

page vii

DOES THIS STUFF HAVE TO BE SO DRY?

Research on motivation to learn shows that students learn more
when they have an intrinsic interest in the topic, but many OB texts
do little to stimulate that interest. Put simply, we wanted to create a
text that students enjoy reading. To do that, we used a more
informal, conversational style when writing the text. We also tried to
use company examples that students will be familiar with and find
compelling. Finally, we included insert boxes, self-assessments, and
exercises that students should find engaging (and sometimes even
entertaining!).

NEW AND IMPROVED COVERAGE

Chapter 1: What Is Organizational Behavior?—This chapter
opens with a new wraparound case on Google. The case
describes how the organization uses data to inform all of its
people-related decisions. In particular, the case describes how
one group at Google undertook a research study to see whether
managers matter—whether better managers are associated with
less employee turnover and better employee attitudes. The OB
at the Bookstore feature is now Think Again, which describes
how “rethinking” can be vital for adaptability, innovation, and
wisdom.
Chapter 2: Job Performance—This chapter features a new
wraparound case on Uber, which describes how and why the
company changed the way it evaluates the job performance of
its regular employees. In light of an EEOC lawsuit, and bad
press regarding the company’s toxic culture, Uber abandoned its
stack ranking system in favor of a system that emphasizes
concrete goals related to both job responsibilities and doing
good for others inside and outside the organization. Our OB at
the Bookstore feature has been changed to Feedback (and
Other Dirty Words). This book describes challenges of providing
feedback and provides examples of ways to improve feedback
between managers and employees. Ad Astra, which provides a
vivid illustration of how the different aspects of job performance
do not always go hand in hand, is the new OB on Screen
feature. The chapter includes updated information on the
decline of stack ranking systems, and the rise of social media–
based performance management systems (social performance
management). The chapter now also discusses “gig work” and
the implications to job performance.
Chapter 3: Organizational Commitment—Amazon serves as the
new wraparound case in this edition, spotlighting the tensions
that have simmered between the company and its employees,
even as it took an outsized role in people’s lives during the
pandemic. The case also describes the increased activism
evidenced by Amazon employees, and how such activism
impacts employee commitment. This edition’s OB on Screen
feature is Nomadland, which illustrates the transient life
sometimes lead by part-time and seasonal employees—including
the kinds who work for Amazon. The new OB at the Bookstore
feature is Lonely Century, which describes the epidemic of
loneliness that has gripped many in society—especially when
the pandemic triggered more isolation from one’s colleagues.
Chapter 4: Job Satisfaction—This chapter’s new wraparound
case highlights Hilton. Hilton does a number of things to keep
its employees satisfied, including improving uniforms, updating
break rooms, offering opportunities for education and
development, and supporting furloughed employees during the
pandemic. The OB on Screen selection is Working Man, which
depicts a man who continues to go to work in his plastics
factory even after its shuts down—just because it offers a sense
of purpose. The OB at the Bookstore selection is Joy page viii
at Work, which applies Marie Kondo’s system of
“tidying” to work. The book illustrates how a decluttering of
physical and digital objects allows for the experience of more
joy in the workplace.
Chapter 5: Stress—General Motors is featured in the new
wraparound case for this chapter. Employees at General Motors,
one of the largest and most successful vehicle manufacturers in
the world, face a number of stressful job demands. The case
describes programs the company uses to help employees cope
with these demands. Our OB on Screen feature has been
changed to The Lighthouse, which provides a chilling example
of an ineffective means of coping with stress. Overload is our
new OB at the Bookstore feature. The book’s authors describe
how strategies people typically use to deal with a high workload
are actually not effective in reducing stress and enhancing well-
being.
Chapter 6: Motivation—This chapter opens with a new
wraparound case on Netflix. The case describes the hard-driving
culture at Netflix, which can be described with the phrase “we
give adequate performers a generous severance package.” The
case describes how Netflix implements that culture day-to-day
on the job, and the implications of such experiences for
motivation. This edition’s OB on Screen feature focuses on the
interplay of motivation and ability using 1917, where a British
general needs to get a message to a distant battalion that’s
headed into a trap. He does so by identifying a soldier who’s
good with maps—and has a brother in that battalion. The OB at
the Bookstore focuses on Atomic Habits, which lays out the
importance of small habits as the building blocks of long-term
results. The discussion of habits applies many principles from
the scientific study of motivation.
Chapter 7: Trust, Justice, and Ethics—Ben & Jerry’s serves as
the new wraparound case for the revised chapter. The ice cream
maker has a long-established reputation for corporate activism
and engagement. In particular, the case illustrates how Ben &
Jerry’s responded to the protests surrounding racial justice, and
also how it grapples with ethical issues pertaining to its
business. 21 Bridges is the new OB on Screen selection for the
chapter. The film illustrates the trust dynamics that emerge
when a collection of law enforcement and government
personnel must make quick decisions when trying to apprehend
two suspects on the run.
Chapter 8: Learning and Decision Making—Chobani’s unique
learning culture and the use of refugees and immigrants to drive
its plants serves as the new wraparound case in this edition.
The case describes how Chobani faces challenges by focusing so
much on its community to fill out its workforce. A new OB at the
Bookstore feature highlights the best-selling Upstream by Dan
Heath and how often we fail to identify the correct problem
before coming up with solutions in decision making. Tenet is the
chapter’s OB on Screen selection and focuses on the
development of expertise. The chapter also includes a number
of research updates as well as several new company examples
such as Nextdoor.
Chapter 9: Personality and Cultural Values—This chapter’s new
wraparound case is focused on Bridgewater Associates—the
largest and most profitable hedge fund in the world. The case
describes how the company uses assessments to create
“baseball cards” that represent employees’ personality traits.
The data on employees’ baseball cards then get updated, using
an iPad app, as their behaviors are observed by others during
meetings. Soul is the chapter’s OB on Screen page ix
selection. The film shows what happens in The Great
Before, when new souls are given personality traits by the
counselors who work there—before those souls go on to inhabit
newborn babies. That conceit becomes an interesting metaphor
for the genetic basis of personality.
Chapter 10: Ability—This chapter’s new wraparound case
features PepsiCo. The case describes how PepsiCo relies on
artificial intelligence to augment the abilities of its employees.
Chatter is our OB at the Bookstore feature for this edition. The
author of this book outlines a set of tools people can use to
manage the cycle of dysfunctional thoughts and emotions that
can thwart our ability to cope effectively. The movie for our new
OB on Screen feature is Knives Out. This film illustrates how a
detective uses a range of cognitive abilities to solve a
complicated crime.
Chapter 11: Teams: Characteristics and Diversity—This chapter
includes expanded coverage of diversity, including material on
unconscious biases and inclusion. Our new wraparound case
describes how Nissan Motor Company actively encourages and
promotes diversity and inclusion. Our OB on Screen feature
discusses the movie Avengers: Endgame, which provides a vivid
example of the power of goal and outcome interdependence in
motivating a diverse team to work together effectively.
Belonging is discussed in our OB at the Bookstore feature. The
authors of this book suggest that progress in managing diversity
in organizations requires that every member of the organization
has to be involved in creating an environment that engenders a
sense of belongingness to its members.
Chapter 12: Teams: Processes and Communication—This
chapter includes a new wraparound case featuring Mayo Clinic.
The case describes how medical teamwork has provided
synergy that has fueled the organization’s success and growth
over the last 150 years. The OB on Screen feature now centers
on the movie Greyhound. This film illustrates how a crew’s
success in the most difficult of circumstances hinges on effective
communication. Our OB at the Bookstore feature has been
changed to Social Chemistry. This book’s author makes the
interesting point that, in terms of career success and life
satisfaction, the structure of one’s social network is more
important than the size of one’s social network.
Chapter 13: Leadership: Power and Negotiation—This chapter
features a new wraparound case on UPS’s new CEO Carol Tomé.
As UPS’s first female CEO, she was also its first “outsider.” This
raises some unique views about where power comes from and
how to build it. The case details Tomé’s willingness to drive a
hard bargain and make hard decisions based on new priorities.
The chapter has been updated with new research and some
new company examples. The OB on Screen feature for this
edition uses The Assistant and highlights how coercive power
and harassment go hand-in-hand.
Chapter 14: Leadership: Styles and Behaviors—The chapter
begins with a new wraparound case featuring a CEO in what
might have been the world’s most difficult follow-up role ever in
Tim Cook at Apple. The opener and case help highlight how his
style was so different than Steve Jobs’s, his willingness to
announce that he was gay, and why he’s been successful at
Apple. A new OB at the Bookstore feature highlights David
Marquet’s best-selling Leadership Is Language, a book that
highlights how the words a leader uses form their page x
“style” as opposed to their actual intentions. The new
OB on Screen is The Way Back, which describes how a highly
imperfect person can still be a transformational leader under the
right circumstances.
Chapter 15: Organizational Structure—Procter & Gamble is the
focus of this chapter’s new wraparound case that highlights the
company’s restructuring largely as a result of pressure from an
outside stakeholder. It primarily involves the dismantling of a
matrix structure that had gone awry. A new OB on Screen
features Ford v Ferrari, which illustrates how a heavily
bureaucratic organizational structure can affect even a race car
team. A new OB at the Bookstore feature highlights David
Epstein’s best-selling Range: Why Generalists Triumph in a
Specialized World, which has some strong thoughts and lessons
on the impacts that a company’s decisions on how to organize
jobs have for employees’ careers.
Chapter 16: Organizational Culture—This chapter has a new
wraparound case that focuses on McDonald’s and how its “party
culture” was created and then upended by a CEO’s reckless
behavior. McDonald’s new CEO, his desire to reorient the culture
by rebuilding trust, and the company’s decision to be very public
about the issues it had faced are the focus of the case. The OB
at the Bookstore feature now highlights Bob Iger’s The Ride of a
Lifetime. The book largely describes how Iger used his prior
experience with and use of mergers and acquisitions to drive
culture change at Disney. A number of new and updated
company examples are also included.
 page xi

Acknowledgments

An enormous number of persons played a role in helping us put

together this text. Truth be told, we had no idea that we would have
to rely on and put our success in the hands of so many different
people! Each of them had unique and useful contributions to make
toward the publication of this text, and they deserve and thus
receive our sincere gratitude.
We thank Michael Ablassmeir, our executive editor, for his
suggestions and guidance on the last five editions, and John
Weimeister for filling that same role with earlier editions. We are
thankful to both for allowing us to write the text that we wanted to
write. Thanks also go out to Kelly Pekelder, our lead product
developer, and Allison Marker, our product developer, for keeping us
on track and being such a pleasure to work with during this revision.
We also owe much gratitude to our executive marketing manager,
Debbie Clare. We also would like to thank Christine Vaughan, George
Theofanopoulos, and Lori Hancock at McGraw Hill, as they are the
masterminds of much of how the text actually looks; their work and
effort were spectacular. A special thanks also goes out to Megan
Endres (Eastern Michigan University) for her assistance with our
Connect content.
Our sincere thanks go to the reviewers who provided their
valuable feedback in the development of this edition:

Maureen Andrade, Utah Valley University

Audrey Blume, Wilmington University
Steven D. Charlier, Georgia Southern University
Claudia Ferrante, U.S. Air Force Academy
Carolina Gomez, Florida International University
Yan Liu, Indiana University East
David Long, College of William and Mary
Dan McDevitt, Saint Joseph’s University
Eric Patton, Saint Joseph’s University
Atul Teckchandani, Cal State Fullerton
Kate Zipay, University of Oregon
Yaron Zoller, University of Wisconsin–Milwaukee

We would also like to thank our students at the undergraduate,

master’s, and executive levels who were taught with this text for
their constructive feedback toward making it more effective in the
classroom. Thanks also to our PhD students for allowing us to take
time out from research projects to focus on this effort.
Finally, we thank our families, who gave up substantial amounts
of time with us and put up with the stress that necessarily comes at
times during an endeavor such as this.
Jason Colquitt

Jeff LePine

Michael Wesson
 page xii

Text Features: OB Insert

Boxes

OB On Screen

This feature uses memorable scenes from recent films to bring

OB concepts to life. Films like Tenet, Nomadland, Soul, Knives
Out, 1917, Ford v Ferrari, and 21 Bridges offer rich, vivid
examples that grab the attention of students.
Lifestyle Pictures/Alamy

“Very comprehensive. Well laid-out.

Interesting. Good mix of theoretical material
and practical insights.”

OB At the Bookstore

This feature links the content in each chapter to a mainstream,

popular business book. Books like Think Again, Ride of a
Lifetime, Lonely Century, Chatter, and Atomic Habits represent
the gateway to OB for many students. This feature helps them
put those books in a larger context.
Adam Grant/Viking

page xiii

OB Assessments

This feature helps students see where they stand on key OB

concepts in each chapter. Students gain insights into their
personality, their emotional intelligence, their style of leadership,
and their ability to cope with stress, which can help them
understand their reactions to the working world.

ShutteriChzigo/Shutterstock RF/Shutterstockstock/iChzigo
 “The material presented in this chapter is well
balanced. Again, the tables, charts, and
figures help to organize the material for
students.”

OB Internationally
Changes in technology, communications, and economic forces
have made business more global and international than ever.
This feature spotlights the impact of globalization on the
organizational behavior concepts described in this text. It
describes cross-cultural differences in OB theories, how to apply
them in international corporations, and how to use OB to
manage cultural diversity in the workplace.

NAMAS BHOJANI/Associated Press

 page xiv

Instructors: Student Success

Starts with You
Tools to enhance your unique voice
Want to build your own course? No problem. Prefer to use an OLC-
aligned, prebuilt course? Easy. Want to make changes throughout
the semester? Sure. And you’ll save time with Connect’s auto-
grading too.

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Less Time Grading

Study made personal

Incorporate adaptive study resources like SmartBook® 2.0 into your
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more about the powerful personalized learning experience available
in SmartBook 2.0 at
www.mheducation.com/highered/connect/smartbook
Laptop: McGraw Hill; Woman/dog: George Doyle/Getty Images

Affordable solutions, added value

Make technology work for you with LMS integration for single
sign-on access, mobile access to the digital textbook, and
reports to quickly show you how each of your students is doing.
And with our Inclusive Access program you can provide all these
tools at a discount to your students. Ask your McGraw Hill
representative for more information.

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Solutions for your challenges

A product isn’t a solution. Real solutions are affordable, reliable,

and come with training and ongoing support when you need it
and how you want it. Visit www.supportateverystep.com
for videos and resources both you and your students can use
throughout the semester.
 Checkmark: Jobalou/Getty Images

page xv

Students: Get Learning that Fits

You
Effective tools for efficient studying
Connect is designed to help you be more productive with simple,
flexible, intuitive tools that maximize your study time and meet your
individual learning needs. Get learning that works for you with
Connect.

Study anytime, anywhere

Download the free ReadAnywhere app and access your online
eBook, SmartBook 2.0, or Adaptive Learning Assignments when it’s
convenient, even if you’re offline. And since the app automatically
syncs with your Connect account, all of your work is available every
time you open it. Find out more at
www.mheducation.com/readanywhere
 “I really liked this app—it made it easy to
study when you don't have your textbook
in front of you.”
- Jordan Cunningham, Eastern Washington University

Everything you need in one place

Your Connect course has everything you need—whether reading on
your digital eBook or completing assignments for class, Connect
makes it easy to get your work done.

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Learning for everyone

McGraw Hill works directly with Accessibility Services Departments
and faculty to meet the learning needs of all students. Please
contact your Accessibility Services Office and ask them to email
accessibility@mheducation.com, or visit
www.mheducation.com/about/accessibility for more
information.
Top: Jenner Images/Getty Images, Left: Hero Images/Getty Images, Right: Hero Images/Getty Images
 page xvi

Additional Resources

PowerPoint® Presentation Slides

The PowerPoint presentation slides are designed to help instructors
deliver course content in a way that maintains students’ engagement
and attention. The slides include a Notes section that offers specific
tips for using the slides (and the text). The Notes also provide
bridges to many of the resources in the Instructor’s Manual,
including innovative teaching tips and suggestions for using OB on
Screen. Finally, the PowerPoints also include bonus OB Assessments
for instructors who want additional assessments for their teaching.

Instructor’s Manual
Prepared by Jason Colquitt, this manual was developed to help you
get the most out of the text in your own teaching. It contains an
outline of the chapters, innovative teaching tips to use with your
students, and notes and answers for the end-of-chapter materials. It
also provides a guide for the assessments in the text and
suggestions for using the OB on Screen feature. The manual also
contains additional cases from earlier editions of the text, giving you
extra content to use in your teaching.
 page xvii

Brief Contents

PART 1 Introduction to Organizational

Behavior 1

CHAPTER 1 2
What Is Organizational Behavior?

CHAPTER 2 26
Job Performance

CHAPTER 3 60
Organizational Commitment

PART 2 Individual Mechanisms 93

CHAPTER 4 94
Job Satisfaction

CHAPTER 5 128
Stress

CHAPTER 6 168
Motivation

CHAPTER 7 206
Trust, Justice, and Ethics

CHAPTER 8 246
Learning and Decision Making

PART 3 Individual Characteristics 279

CHAPTER 9 280
Personality and Cultural Values

CHAPTER 10 322
Ability

PART 4 Group Mechanisms 355

CHAPTER 11 356
Teams: Characteristics and Diversity
CHAPTER 12 396
Teams: Processes and Communication

CHAPTER 13 434
Leadership: Power and Negotiation

CHAPTER 14 466
Leadership: Styles and Behaviors

PART 5 Organizational Mechanisms 507

CHAPTER 15 508
Organizational Structure

CHAPTER 16 538
Organizational Culture
INTEGRATIVE CASES 573

GLOSSARY/SUBJECT INDEX 582

NAME INDEX 596

COMPANY INDEX 609

 page xviii

Table of
Contents

PART 1 Introduction to Organizational

Behavior 1
CHAPTER 1 2
What Is Organizational Behavior?
What Is Organizational Behavior? 4
Organizational Behavior Defined 4
An Integrative Model of OB 5
Does Organizational Behavior Matter? 7
Building a Conceptual Argument 8
Research Evidence 10
So What’s So Hard? 12
How Do We “Know” What We Know About Organizational Behavior? 13
Summary: Moving Forward in This Book 19
TAKEAWAYS 21
KEY TERMS 21
DISCUSSION QUESTIONS 21
CASE: GOOGLE 22
EXERCISE: IS OB COMMON SENSE? 23
ENDNOTES 24

CHAPTER 2 26
Job Performance
Job Performance 28
What Does It Mean to Be a “Good Performer”? 30
Task Performance 30
Citizenship Behavior 34
Counterproductive Behavior 37
Summary: What Does It Mean to Be a “Good Performer”? 42
Trends Affecting Performance 43
Knowledge Work 43
Service Work 43
Gig Work 44
Application: Performance Management 45
Management by Objectives 45
Behaviorally Anchored Rating Scales 45
360-Degree Feedback 45
Forced Ranking 47
Social Performance Management 48
TAKEAWAYS 48
KEY TERMS 49
DISCUSSION QUESTIONS 49
CASE: UBER 49
EXERCISE: PERFORMANCE OF A SERVER 50
ENDNOTES 51

CHAPTER 3 60
Organizational Commitment
Organizational Commitment 62
What Does It Mean to Be “Committed”? 63
Types of Commitment 63
Withdrawal Behavior 71
Summary: What Does It Mean to Be “Committed”? 75
Trends Affecting Commitment 77
Diversity of the Workforce 77
The Changing Employee–Employer Relationship 77
Application: Commitment initiatives 79
TAKEAWAYS 81
KEY TERMS 82
DISCUSSION QUESTIONS 82
CASE: AMAZON 82
EXERCISE: REACTING TO NEGATIVE EVENTS 83
ENDNOTES 84

PART 2 Individual Mechanisms 93

CHAPTER 4 94
Job Satisfaction
Job Satisfaction 96
Why Are Some Employees More Satisfied Than Others? 96
Value Fulfillment 96
Satisfaction with the Work Itself 100
Mood and Emotions 104
 Summary: Why Are Some Employees More Satisfied Than Others? 109
How Important Is Job Satisfaction? 110
Life Satisfaction 113
Application: Tracking Satisfaction 114

page xix

TAKEAWAYS 117
KEY TERMS 118
DISCUSSION QUESTIONS 118
CASE: HILTON 118
EXERCISE: JOB SATISFACTION ACROSS JOBS 119
ENDNOTES 120

CHAPTER 5 128
Stress
Stress 130
Why Are Some Employees More “Stressed” Than Others? 131
Types of Stressors 132
How Do People Cope with Stressors? 136
The Experience of Strain 139
Accounting for Individuals in the Stress Process 141
Summary: Why Are Some Employees More “Stressed” Than Others? 145
How Important Is Stress? 146
Application: Stress Management 148
Assessment 148
Reducing Stressors 149
Providing Resources 150
Reducing Strains 151
TAKEAWAYS 153
KEY TERMS 154
DISCUSSION QUESTIONS 154
CASE: GENERAL MOTORS 154
EXERCISE: MANAGING STRESS 155
ENDNOTES 157

CHAPTER 6 168
Motivation
Motivation 170
Why Are Some Employees More Motivated Than Others? 172
Expectancy Theory 172
Goal Setting Theory 178
Equity Theory 181
Psychological Empowerment 186
Summary: Why Are Some Employees More Motivated Than Others? 187
How Important Is Motivation? 188
Application: Compensation Systems 191
TAKEAWAYS 193
KEY TERMS 193
DISCUSSION QUESTIONS 194
CASE: NETFLIX 194
EXERCISE: EXPLAINING PAY DIFFERENCES 195
ENDNOTES 196

CHAPTER 7 206
Trust, Justice, and Ethics
Trust, Justice, and Ethics 208
Why Are Some Authorities More Trusted Than Others? 209
Trust 209
 Justice 214
Ethics 221
Summary: Why Are Some Authorities More Trusted Than Others? 228
How Important Is Trust? 230
Application: Social Responsibility 231
TAKEAWAYS 232
KEY TERMS 233
DISCUSSION QUESTIONS 233
CASE: BEN & JERRY’S 234
EXERCISE: UNETHICAL BEHAVIOR 234
ENDNOTES 236

CHAPTER 8 246
Learning and Decision Making
Learning and Decision Making 248
Why Do Some Employees Learn to Make Decisions Better Than Others? 248
Types of Knowledge 249
Methods of Learning 249
Methods of Decision Making 256
Decision-Making Problems 260
Summary: Why Do Some Employees Learn to Make Better Decisions Than
Others? 265
How Important Is Learning? 267
Application: Training 268
TAKEAWAYS 269
KEY TERMS 269
DISCUSSION QUESTIONS 270
CASE: CHOBANI 270
EXERCISE: DECISION-MAKING BIAS 271
ENDNOTES 272

PART 3 Individual Characteristics 279

CHAPTER 9 280
Personality and Cultural Values
Personality and Cultural Values 282
How Can We Describe What Employees Are Like? 282
The Big Five Taxonomy 282
Other Taxonomies of Personality 294
Cultural Values 295
Summary: How Can We Describe What Employees Are Like? 301

page xx

How Important Are Personality and Cultural Values? 302

Application: Personality Tests 303
TAKEAWAYS 307
KEY TERMS 308
DISCUSSION QUESTIONS 308
CASE: BRIDGEWATER ASSOCIATES 309
EXERCISE: GUESSING PERSONALITY PROFILES 310
ENDNOTES 310

CHAPTER 10 322
Ability
Ability 324
What Does It Mean for an Employee to Be “Able”? 325
Cognitive Ability 325
Emotional Ability 331
 Physical Ability 335
Summary: What Does It Mean for an Employee to Be “Able”? 339
How Important Is Ability? 340
Application: Hiring High Cognitive Ability Employees 341
TAKEAWAYS 344
KEY TERMS 345
DISCUSSION QUESTIONS 345
CASE: PEPSICO 345
EXERCISE: EMOTIONAL INTELLIGENCE 346
ENDNOTES 347

PART 4 Group Mechanisms 355

CHAPTER 11 356
Teams: Characteristics and Diversity
Team Characteristics and Diversity 358
What Characteristics Can Be Used to Describe Teams? 359
Team Types 359
Variations Within Team Types 362
Team Interdependence 364
Team Composition 369
Summary: What Characteristics Can Be Used to Describe Teams? 378
How Important Are Team Characteristics? 379
Application: Team Compensation 380
TAKEAWAYS 381
KEY TERMS 381
DISCUSSION QUESTIONS 382
CASE: NISSAN 382
EXERCISE: PAPER PLANE CORPORATION 383
ENDNOTES 385

CHAPTER 12 396
Teams: Processes and Communication
Team Processes and Communication 398
Why Are Some Teams More Than the Sum of Their Parts? 398
Taskwork Processes 399
Teamwork Processes 404
Communication 406
Team States 411
Summary: Why Are Some Teams More Than the Sum of Their Parts? 414
How Important Are Team Processes? 415
Application: Training Teams 416
Transportable Teamwork Competencies 416
Cross-Training 417
Team Process Training 418
Team Building 419
TAKEAWAYS 419
KEY TERMS 420
DISCUSSION QUESTIONS 420
CASE: MAYO CLINIC 420
EXERCISE: WILDERNESS SURVIVAL 421
ENDNOTES 424

CHAPTER 13 434
Leadership: Power and Negotiation
Leadership: Power and Negotiation 436
Why Are Some Leaders More Powerful Than Others? 436
Acquiring Power 436
Another random document with
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rack and umbrella-stand combined, as red as rhubarb, and as acrid
in suggestion to one’s feelings; more oilcloth in the parlour; more
mahogany, also, with a pert disposition in its doors and drawers to
resent being shut up; glass bead mats and charity bazaar
photograph frames on the whatnots, all so clean and pungent with
sharp furniture stain that the rudder—Gardener by name—felt, as
usual, the necessity of a humble apology for bringing his five feet
four of shabbiness into the midst of so much splendour and
selectness.
Mr. Plumley rumbled condescendingly in reply—
“You’d get used to it, Robert, you’d get used to it, if you’d lived
familiar with it all your life, as I have.”
“Ah!” said Gardener, “but I wasn’t born like you, sir, to shine.”
If he meant that the other was a light in his way—a little tallowy,
perhaps—his own dry, hungry cheeks certainly justified him in the
self-depreciation. They justified him, moreover—or he fancied they
did, which was all the same as to the moral—in continuing to act
jackal to this social lion, who had once been his employer in the
cheap furniture-removal line. He lived—hung, it would seem more
apposite to say—on his traditions of the great man’s business
capacities, capacities whose fruits were here to witness, for evidence
of the competence upon which his principal had retired. He got, in
fact, little else than his traditions out of his former master at this date;
yet it was strange how they served to delude him into a belief in his
continued profit at the hands of the old patronage. The moral benefit
he acquired from stealing into the local chapel to hear Mr. Plumley
take a Sunday-school class, was at least worth as much to him as
the occasional pipe of tobacco, or glass of whisky and water, which
his idol vouchsafed him. For Mr. Gardener, as a true ‘poor relation’ of
the gods, was humbly thankful for their cheapest condescensions.
“You stuck to your principles, sir,” he said, standing on one leg and
the toe of the other, in humble deprecation of his right to any but the
smallest possible allowance of oilcloth. Perhaps he would have
brought his foot down, even he, could he have guessed the true
significance of his own remark.
“I did, Robert,” said Mr. Plumley, placidly sleeking his hair. “I
always do. Have a pipe, Robert?”
 “Thank you kindly, sir,” said the man. “That was a mistake you
made, sir.”
“Mistakes,” said Mr. Plumley, “will occur. Have some whisky,
Robert?”
“You’re very good, sir.”
“You don’t like it too strong, I think, Robert? And how’s the world
treating you, my friend?”
“Much as usual, sir. From hand to mouth’s my motto.”
“Sad, sad to be sure. They’ll distrain upon me, I suppose.”
“I’m afraid so, sir.”
“The inhumanity of the world, Robert! You do pretty reg’lar porter’s
work for Bull and Hacker, the auctioneers, don’t you, Robert?”
“That’s so, Mr. Plumley,” said the man, wondering. “But the work’s
heavier than the wages.”
“They’ll be commissioned to seize the necessary goods. I wish
you’d manage to give ’em a hint, Robert—over the left, you know,
without any reference to me—that there’s a picture I prize (and that
I’ve reason to believe a dealer is after), what would more than pay
the two pun odd of the distraint if put up first. O’ course, I can’t
appear to favour the matter myself, being a con——”
“Passive resister, sir.”
“Thank you, Robert; being the one most concerned in disputin’ the
justice of the law. But a hint from you might settle the question at
once. We aren’t very good friends, Bull and me; and, if he thought I
prized the article, he’d be moral sure to seize it, slap away, to spite
me.”
“The picter?”
“The picture, Robert. There it is.”
It hung in an obscure corner, a dingy enough article, in an old
damaged frame.
“It don’t look the price,” said Gardener doubtfully.
“It cost me more in a bad debt,” said the ex-remover, busying
himself with the whisky in his heavy, observant way.
“Very like, sir,” answered the other, and coughed behind his hand.
“I know what you mean,” said his patron; “that I was took in. Well,
I’ve reason to think not, my man. I’ve reason to think that picture’s
worth a deal—say, fifty pun. Anyhow, I mean to try.”
 “A dealer’s after it, you say?”
“Yes, I do say.”
“Then why—with deference, sir—don’t you sell direct to him?”
“Why don’t I? Am I a man of business, Robert? Look about you.
Have I learned, do you think, to take a hexpert’s word as to the
precise vally of a article that I see his heye’s on, or to argy by
induction that a good private offer means a better public one? When
it comes to overreaching—hem!—a connoyser’s a man like myself;
so we’ll just, by your leave, put the picture up to auction.”
He carried the decanter back to its place in one of the shiny
cupboards.
“Besides, my friend,” said he, talking over his shoulder, “don’t you
see as how my conscience demands this seizure?”
“Not quite, sir, with humility, if so be as——”
“You’re dense, Robert. Look here, I’m a conscientious resister,
ain’t I? Law ain’t necessarily equity because the devil and Mr.
Chamberlain frames it. There’s some lawgivers that are Vicars of
Jehovah, and some of——but perhaps you’ve never heard of
Abaddon?”
“Haven’t I?” said Mr. Gardener ruefully. “I was near run in once for
tendering one as had been passed on me.”
“He was king of the bottomless pit,” said Mr. Plumley patiently. “He
framed this here law what’s made a passive objector of me. Well, if,
in resigning myself to his unjust processes, I force the picture-
dealer’s hand, thereby making a profit elsewise denied me, don’t you
see how I round on the law—triumph over it—kill two birds with one
stone, as it might be?”
“Yes, sir; I see that,” said Mr. Gardener, though still doubtfully.
“You do, do you?” responded the other. “Well, then, the only thing
is to make the law pay as heavy as possible by getting the picture
run up to the dealer’s figure.”
“But the law wouldn’t go for more’n its two pun odd,” protested the
jackal.
“O, you fool!” snarled the lion. “It’s the moral profit’s the game,
don’t you see? I gain by the very hact what starts of itself to ruin me.
It’s as plain as two pins.”
Mr. Gardener scratched his head, and broke into a short laugh.
 “Bless you sir,” said he, “it’s clear enough; if on’y you’ll tell me who
in all this here place is a-going to run up the dealer, since you can’t
yourself.”
Mr. Plumley, bending at the cupboard, did not answer for a
moment. When at last he did, rising and facing round, there was a
curious pallor on his lips, and he had to clear his throat before he
could articulate—
“You, Robert.”
“Me, sir! You’re joking.”
“Never less so, Robert.”
“I ain’t worth a sixpence in the world, sir.”
The ex-remover walked shakily across, and put a flabby,
insinuative hand on the other’s shoulder.
“I think I may say I’ve been a good friend to you, Robert?”
Gardener muttered an uneasy affirmative.
“To justify a great principle, Robert? It’s a mere matter of form; it's
——humph! A moment, if you please. Think of it while I’m gone.”
A rap at the front door had obtruded itself. Mr. Plumley tiptoed
elephantinely out, was heard murmuring a few minutes in the hall,
and returned shortly in a state of suavely perspiring mystery.
“It’s the dealer himself, Robert,” he whispered, his little eyes
twinkling. “He’s come to make another attempt. I’ll humour him—
humour him, never fear. Now, you must be quick. Will you do this
little thing to oblige me?”
“Supposing I were let in, sir?”
Mr. Plumley coughed.
“I guarantee you, of course. It’s just a confidence between us. Go
to fifty pound—not a penny less nor more—and let him take it at any
figure he likes, beyond. He won’t fail you. You’ll do it, Robert?”
“I don’t favour the job, sir.”
“But you’ll do it?”
“Well, yes, then.”
Mr. Plumley showed him out, returned to the parlour, finished his
whisky and water, and called in the dealer from some hidden corner
of the hall where he had lain concealed. He had braced his nerves in
the interval. His attitude all at once was scowling and truculent—
meet for the reception of the shabby loafer who now presented
himself.
“What are you grinning at, sir?” he roared. “This ain’t the face to
bring to business.”
“O! isn’t it?” said the man. “Then I’ll change it——” which he did,
so suddenly and terrifically that the other cowered. The stranger
snorted, and relaxed.
“What now, minion?” said he.
“Bah!” snarled Mr. Plumley: “it comes easy to a barnstormer.”
“Roscius, ye fat old Philistine,” cried the actor, striking his breast
with a ragged-gloved hand: “Roscius, thou ‘villainous, obscene,
greasy tallow-ketch!’ ”
“Well,” said Mr. Plumley, wiping his brow, “I meant no offence,
anyhow. Have a drink?”
The stranger breathed heavily, and assumed a Napoleonic pose.
“I will have a drink,” he said; and, in fact, before he would
condescend to utter another word, he had two.
“Ha!” he said then, ejaculating a little spirituous cloud, and his
lean, pantomimic face was all at once benign. “Richard’s himself
again, and eager for the fray! To the charge, my passive resister, my
heavy lead! Ye need Theophilus Bolton! Ye must pay!”
“As to that there,” began Mr. Plumley, stuttering and glowering; but
the other took him up coolly——
“As to that, dear boy, there’s no question. You’ve withheld me from
a profitable engagement——”
“O, blow profitable!” interposed Mr. Plumley. “And you didn’t jump
at the chanst neither!”
“To play a part for you,” went on the actor unruffled “Well, am I to
be Agnew, or Christie, or Sotheby, or who? My commission’s five per
cent.”
“Well, I don’t object to that,” said Plumley, relieved. “On the vally of
the picture to Gardener, that’s to say. Call it done, and call yourself
what you like.”
“One man in his time plays many parts,” murmured Mr. Bolton.
“Put it on paper, dear boy. I have a weakness for testaments.”
Mr. Plumley protested; the actor whistled. In the end, the latter
pocketed a document to the effect that Joshua Plumley agreed to
pay Theophilus Bolton a sum to be calculated at the rate of five per
cent on the ultimate selling price at auction (on a date hereafter to be
filled in) of a picture known as the “The Wood Shop.”
“You’ll be close?” said Mr. Plumley uneasily. “It might—it might
injure me, you know, if it got about. Short o’ fifty pound’s the figger—
you understand? Let Gardener secure it at that. I’ve my reasons.
You come to me quick and quiet after the sale, and you shall have
your two pound ten on the nail, and slip off with it as private as you
wish.”
Now, what was Plumley’s little game? And wasn’t he anyhow a
good man of business?

He was at least such a sure student of human nature as to have

made no miscalculation in the matter of Bull and Hacker’s
predilections. They seized, on the strength of Mr. Gardener’s artful
insinuations, the very picture on which the defaulter was supposed to
set a value, and put it up to sale one afternoon on the tail of a
general auction. Mr. Gardener bid for it (the practice was common
enough amongst the firm’s employés, acting for private clients, and
Bull rather admired the man’s astuteness in having suggested a
seizure so prospectively profitable to himself), and a strange dealer
opposed him. They ran one another up merrily, and the room gaped
and sniggered and whispered. It was an afternoon of surprises.
“Forty-six,” cried the auctioneer—“any advance on forty-six?”
A local lawyer, Bittern by name, was observed pushing his way
through the crowd.
“Good Lord!” he was muttering; “is the man daft!”
“Forty-seven,” said the dealer.
“Forty-eight,” bawled Gardener.
“Forty-nine,” said the dealer monotonously.
“Fifty!” cried Gardener stoutly; and hung on the bid which was to
quit and relieve him.
It did not come.
The auctioneer raised his stereotyped wail: It was giving the lot
away; a chance like that might never occur again; let him say fifty-
one. “Come, gentlemen! Shall I say fifty-one? No?” He would sell at
fifty, then—sell this unique work at the low figure of fifty pounds. “Any
advance on fifty pounds?” He raised his hammer.
“Not for me,” said the dealer, turning away. “Let him have it.”
Down came the hammer. “Gardener: fifty pounds,” murmured Mr.
Bull, with a very satisfied face. The purchaser stood stupefied.
Two flurried gentlemen at this moment entered the room. They
seemed more rivals than friends, and each shouldered the other
rather rudely.
“Too late, by gosh!” growled one.
“Not a bit,” said the second, pushing past. “We’ll get the vendee to
put it up again. I dare say he’ll do it.”
“Here!” cried the first, grasping at the other’s receding figure.
Jibbing together, they made their way towards Gardener, who was
standing in rueful and dumbfounded altercation with the lawyer. A
brief but very earnest discussion took place among the four. At the
end, the rostrum was invoked, the picture was replaced on the table,
the two new-comers took up position. Gardener, mute and dazed, fell
back, in custody of the lawyer, who stood with a hard, shrewd glitter
in his eyes, and the auctioneer, blandly elated, raised his voice,
justifying his own judgment.
The picture, he said—as he had already informed the company, in
fact—was a desirable one, a rare example of that peerless master
Adrian Ostade; and the recent purchaser—whose property it was
now become—had been persuaded generously to put it up to
auction again on his own account, in answer to the representations
of certain would-be bidders, whom an unforeseen delay on the
railway had prevented from attending earlier.
“We will start at fifty pounds, gentlemen, if you please,” said he.
Mr. Bolton, in the background, pulled his hat over his eyes, and
settled himself to listen.

That great financial strategist, Mr. Plumley, sat drinking whisky and
water by lamplight. His pipe lay at his side. He had tried to smoke it;
but tobacco flurried him.
“It should be about settled by now,” he muttered. “Where’s that
Bolton?”
 “Rap!” came the answer, upon such an acute nervous centre, that
he started as if he had been stung.
He rose, made an effort to compose himself, and went to the door.
A spare tall figure detached itself from the dark, and entered.
“What the devil’s been keeping you?” growled the ex-remover.
“Ah! you’re short-sighted, my friend,” said Mr. Bittern, and walked
coolly into the parlour.
Mr. Plumley stared, felt suddenly wet, shook himself, and followed.
When it came to creeping flesh, he felt the full aggravation of his
size. The slow march of apprehensions, taking time from a sluggish
but persistent brain, seemed minutes encompassing him.
“So,” said the lawyer, dry and wintry, the moment he was in, “you
coveted your neighbour's one ewe lamb?”
Mr. Plumley took up his pipe, blew through it, put it down again,
and said nothing.
“You’d heard of Gardener’s aunt’s little bequest to him of fifty
pounds, duty free, eh?” asked the lawyer.
“No,” said Mr. Plumley.
“O!” said the lawyer. “He bid fifty pounds for that picture of yours
this afternoon, and got it. On whose instructions?”
“Ask him, sir. He acts for many.”
“It wasn’t on yours, then?”
“Is that reasonable, Mr. Bittern, when to my knowledge the man
wasn’t worth a brass farden?”
“What do you say about holding him to his bargain?”
“I say, if he’s bought the picture, he must pay for it.”
“And who bid against him? You don’t know that either, I suppose?”
“Nat’rally. Was I there?”
“Well, I’ve settled for him with Bull and Hacker, and brought you
their cheque, less commission and distraint. Give me a receipt for it.”
The great creature, elated with his own strategy as he was, could
hardly draw it out, his hands shook so. But he managed the business
somehow. The lawyer examined the paper, and buttoning it into his
pocket, took up his hat.
“O, by the way!” he said, as if on an afterthought, “I was forgetting
to mention that Gardener, after securing the picture, put it up to
auction again, at the particular request of some late arrivals, and was
bid a thousand pounds for it. It turned out to be a very good work.”
Mr. Plumley took up his pipe again quite softly, looked at it a
moment, and suddenly dashed it to smithereens on the floor.
“It was a plant!” he cried in a fat, hoarse scream. “I’ll be even with
him—I’ll have the money—the picture was mine—I’ll—by God, I say,
it was a conspiracy!”
The lawyer at the door lashed round on him like whipcord.
“And that’s what I think,” he shouted. “The meanest, dirtiest trick
that was ever played by a canting scoundrel on a poor brother. But I
may get to the bottom of it yet, from the opening scheme to enlist
Gardener’s sympathies for a poor martyr to conscience, to the last
wicked design upon him in the saleroom. I may get to the bottom of
it, cunning as it was planned; and, when I do, let some look out!”
As he flung away, he let in a new-comer, Mr. Bolton, by the
opened door. Mr. Plumley, choking in the backwater of his own fury,
had sunk into a chair, gasping betwixt bitterness and panic. He could
not, for the moment, remember how far he had committed himself.
He looked up to meet the insolent, ironic smile of his confederate.
“Come along, dear boy,” said Mr. Bolton. “Curtain’s down. Cash up!”
He presented a claim for fifty pounds, and stood, his hat cocked
on his head, picking his teeth.
“What’s this curst gammon?” sneered Mr. Plumley, rousing
himself.
“Commission,” said the actor airily. “Five per cent. on the ultimate
selling price of a picture.”
“It went at fifty.”
“Pardon me, sir. Ultimate—ultimate, see agreement” (he smacked
his chest). “One thou’ was the figure, and dirt cheap. Fine example.
I’ll trouble you for a cheque.”
“Two pound ten. I’ll give it you in cash.”
Mr. Bolton whistled a stave, and turned round, his hands deep in
his breeches’ pockets.
“I can sell to the other party. Good day to you, and look out.”

[The End]
 TRANSCRIBER’S NOTES
Minor spelling inconsistencies (e.g. cash-box/cash box,
frockcoat/frock-coat, etc.) have been preserved.
Alterations to the text:
[A gallows-bird]
Change “convolutions of war, the merry, the dance-maccabre” to
danse-macabre.
[Our lady of refuge]
“fort of San Fernando. and the cursed French garrison,” change
period to comma.
[The five insides]
(“ ‘Eh, says the old man, ’usky-like, and starting) add right single
quotation mark after Eh.
“a bit forward—‘No, no, no no, no, no, no—’ ” add comma after
third no.
[The jade button]
“The property was recovered—but for the heir…” add period to
sentence.

[End of text]
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