ORGANIZATIONAL BEHAVIOUR AND WORKPLACE PSYCHOLOGY

Organizational behaviour explains how people interpret, experience, and influence work in conditions shaped by relationships, institutions, technologies, and unequal authority. This chapter develops a multilevel, critically grounded account of workplace psychology that connects individual motivation and cognition to teams, communication, power, conflict, culture, wellbeing, and algorithmic management. Its method is a transparent, purposive synthesis of foundational theory, peer-reviewed research, methodological literature, international guidance, and official Rwandan secondary data available by 24 October 2026. Competing explanations are tested against practical managerial decisions rather than presented as interchangeable prescriptions. An original multilevel behaviour-to-performance model, motivation comparison matrix, communication diagnostic, and negotiation simulation provide tools for professional inquiry. Rwanda's 2024 business-enterprise evidence and August 2026 labour-force statistics establish important contextual boundaries without being misrepresented as employee-attitude surveys. A fully hypothetical hybrid Kigali service enterprise illustrates work overload, information failure, psychological safety, measurement bias, and a phased intervention evaluated through transparent calculations. International comparison draws on a randomized hybrid-work experiment in China while examining differences in occupational composition, digital access, supervision, and economic vulnerability. The central thesis is that workplace behaviour is neither simply an individual trait nor an outcome fully controllable by management. It is a contingent result of psychological processes interacting with work arrangements, group norms, institutional power, and resource constraints. Ethical enterprise practice requires interventions that are empirically contestable, proportionate, intelligible to workers, and subject to independent correction.