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Chapter Seven
Interpersonal Behavior in the Workplace
Interpersonal Behavior A variety of behaviors involving the ways in which people work with and against one another
Psychological Contracts Peoples beliefs about what is expected of another in a relationship Transactional Contract: Contract A type of psychological contract that is characterized by an exclusively economic focus, a brief time span, an unchanging nature, and is narrow and well defined in scope Relational Contract: Contract A type of psychological contract in which the parties have a long-term and widely defined relationship with a vast focus
Psychological Contracts
Trust A persons degree of confidence in the words and actions of another Calculus-Based Trust: Trust A form of trust based on deterrence, whenever people believe that another will behave as promised out of fear of getting punished for doing otherwise Identification-Based Trust: Trust A form of trust based on accepting the wants and desires of another person
Developing Trust How trust develops: develops Some people tend to be more trusting than others People develop reputations for being trustworthy
How to promote trust:
trust Always meet deadlines Follow through as promised Spend time sharing personal values and goals
Prosocial Behavior Prosocial behavior can be defined as acts that benefit others in organizations Organizational Citizenship Behavior (OCB) can be defined as acts that exceed the formal requirements of ones job Whistle-blowing is the disclosure by employees of illegal, immoral, or illegitimate practices by employers to people or organizations able to effect action
Organizational Citizenship Behavior
Organizational Citizenship Behavior
The more people believe they are treated fairly by the
organization:
The more they trust its management
The more willing they are to go the extra mile to help out when needed
Although the effects of OCB may be indirect and difficult to
measure, they can be very profound To promote OCB:
Go out of your way to help others
Be an example of conscientiousness Make voluntary functions fun Demonstrate courtesy and good sportsmanship
Whistle Blowing
Cooperation and Competition
Cooperation can be defined as those situations in which
two or more individuals, teams or organizations work together toward some common goal Factors that contribute to cooperation:
Reciprocity principle: the tendency for people to treat others the
way they have been treated in the past Personal orientation: some people tend to be more cooperative, by nature, than others Organizational reward systems
Competition can be defined as a pattern of behavior in
which each person, group, or organization seeks to maximize its own gains, often at the expense of others
Levels of Cooperation/Assertiveness Collaboration:
cooperation and
assertiveness Accommodating: cooperation and unassertive Compromising: between cooperative and assertive Forcing: assertive and uncooperative (conflict/competition) Avoiding: unassertive and uncooperative
Personal Orientations Competitors Competitors
Individualists Individualists
People Peoplewhose whoseprimary primary motive motiveisisdoing doing better than others, better than others, besting bestingthem themininopen open competition competition
People Peoplewho whocare carealmost almost exclusively exclusivelyabout about maximizing their own maximizing their owngain, gain, and dont care whether others and dont care whether others do dobetter betteror orworse worsethan than themselves themselves
Cooperators Cooperators
Equalizers Equalizers
People Peoplewho whoare are concerned concernedwith with maximizing joint outcomes, maximizing joint outcomes, getting gettingas asmuch muchas as possible for their team possible for their team
People Peoplewho whoare are primarily primarilyinterested interestedinin minimizing minimizingthe the differences between differences between themselves themselvesand andothers others
Cooperation vs. Competition vs. Conflict
When cooperating with one another, people contribute to attaining the same goal that they share. However, when competing against one another, people attempt to attain the same goal, which only one can have. And, conflict occurs when there are competing goals.
Conflict Conflict may be defined as a process in which one party perceives that another party has taken or will take actions that are incompatible with ones own interests
Intraindividual Conflict
Frustration: in the needs-drive-goal model, a
barrier is placed between the drive and the goal resulting in: aggression, fixation, withdrawal, or compromise. Goal conflict: Lewin (1935) lists major types:
Organizational Conflict (embodies intraindividual, interpersonal, and intergroup) Structural
conflict:
Hierarchical conflict: top vs. lower
management Functional conflict: sales vs. production Line/Staff conflict: QC vs. production Formal/Informal conflict: Learn the ropes vs. employee handbook
Types of Conflict Substantive Conflict occurs when people have different viewpoints and opinions with respect to a decision they are making with others (leads to better decisions) Affective Conflict occurs when people experience clashes of personalities or interpersonal tension of some sort (leads to poorer decisions) Process Conflict occurs when controversies arise about how various duties and resources will be allocated and with whom various responsibilities will reside Routine tasks: conflict is detrimental Non-routine tasks: conflict is beneficial
Causes of Conflict Malevolent Malevolent Attributions Attributions
Grudges Grudges
Competition Competition over over Scarce Resources Scarce Resources
Conflict
Destructive Destructive Criticism Criticism
Distrust Distrust
Consequences of Conflict Negative Negative
Conflictyields yieldsstrong strongnegative negative Conflict emotions emotions Conflictmay maydivert divertpeoples peoples Conflict attentionfrom fromthe thetask taskatathand hand attention Communicationbetween between Communication individualsor orteams teamsmay maybe beso so individuals adverselyaffected affectedthat thatany any adversely coordinationof ofeffort effortbetween between coordination themisiscompromised compromised them Loweredcoordination coordinationtends tendstoto Lowered leadtotodecrements decrementsinin lead organizationalfunctioning functioning organizational
Positive Positive
Conflictmay mayimprove improvethe the Conflict qualityof oforganizational organizational quality decisions decisions Conflictmay maybring bringout outinto into Conflict theopen openproblems problemsthat thathave have the beenpreviously previouslyignored ignored been Conflictmay maymotivate motivatepeople people Conflict appreciateeach eachothers others totoappreciate positionsmore morefully fully positions Conflictmay mayencourage encourage Conflict peopletotoconsider considernew newideas, ideas, people therebyfacilitating facilitatingchange change thereby
Managing Conflict
Managing Conflict Bargaining: Bargaining The process by which two or more parties in dispute with one another work together to find a solution that is acceptable to all the parties involved (win/lose) Distributive bargaining: fixed pie Positional bargaining: sequencing, take/give
Win-Win Solutions: Solutions Occur when outcomes are found for all sides that allow them to believe that they have won the negotiation process Arbitration (lose/lose): Occurs when negotiations fail
Tips for Negotiating Win-Win Solutions
1. 2. 3.
4.
Avoid making unreasonable offers
Seek the common ground Broaden the scope of issues considered Uncover the real issues
Deviant Organizational Behavior
Actions on the part of employees that intentionally violate the norms of organizations and/or the formal rules of society, resulting in negative consequences Types of Deviant Behavior:
Incivility: Demonstrating a lack of regard for others and denying them the respect they are due Cyberloafing: I The practice of using a companys email and/or Internet facilities for personal use
Aggression and Bullying
Workplace Aggression: Aggression Acts of verbal and physical abuse toward others in organizations, ranging from mild to severe. Causes:
High trait anger
Positive attitude toward revenge Past experience with aggression
Workplace Bullying: Bullying The repeated mistreatment of an individual at work in a manner that endangers his or her physical or mental health
Risk for Violence
Workplace Bullying
Tips for Avoiding Aggression
Establish
clear disciplinary procedures Treat people with dignity and respect Train managers in ways to recognize and avoid aggression
Employee Theft
Definition: The taking of company property for personal use
Causes:
Seeing others do it Informal work group norms Desire to even the score
Tips for reducing theft:
Involve employees in the creation of a theft policy
Communicate the costs of stealing Treat people fairly Be a good role model
