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 relationshipTransactional 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 scopeRelational 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 anotherCalculus-Based 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 otherwiseIdentification-Based Trust: A form of trust based on accepting the wants and desires of another person

Developing Trust

How trust develops:Some people tend to be more trusting than othersPeople develop reputations for being trustworthyHow to promote trust:Always meet deadlinesFollow through as promisedSpend time sharing personal values and goals

Prosocial Behavior

Prosocial behavior can be defined as acts that benefit others in organizationsOrganizational Citizenship Behavior (OCB) can be defined as acts that exceed the formal requirements of ones jobWhistle-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 managementThe 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 othersBe an example of conscientiousnessMake voluntary functions funDemonstrate 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 pastPersonal orientation: some people tend to be more cooperative, by nature, than othersOrganizational 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

People whose primary

motive is doing

better than others,

besting them in open

competition

Individualists

People who care almost

exclusively about

maximizing their own gain,

and dont care whether others

do better or worse than

themselves

Cooperators

People who are

concerned with

maximizing joint outcomes,

getting as much as

possible for their team

Equalizers

People who are

primarily interested in

minimizing the

differences between

themselves and 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:

Approach/approachApproach/avoidanceAvoidance/avoidance

Role conflict/ambiguity

Organizational Conflict
(embodies intraindividual, interpersonal, and intergroup)

Structural conflict:

Hierarchical conflict: top vs. lower managementFunctional conflict: sales vs. productionLine/Staff conflict: QC vs. productionFormal/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 resideRoutine tasks: conflict is detrimentalNon-routine tasks: conflict is beneficial

Causes of Conflict

Conflict

Grudges

Malevolent

Attributions

Destructive

Criticism

Distrust

Competition

over

Scarce Resources

Consequences of Conflict

Negative

Conflict yields strong negative emotions

Conflict may divert peoples attention from the task at hand

Communication between individuals or teams may be so adversely affected that any coordination of effort between them is compromised

Lowered coordination tends to lead to decrements in organizational functioning

Positive

Conflict may improve the quality of organizational decisions

Conflict may bring out into the open problems that have been previously ignored

Conflict may motivate people to appreciate each others positions more fully

Conflict may encourage people to consider new ideas, thereby facilitating change

Managing Conflict

Managing Conflict

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 piePositional bargaining: sequencing, take/giveWin-Win Solutions: Occur when outcomes are found for all sides that allow them to believe that they have won the negotiation processArbitration (lose/lose): Occurs when negotiations fail

Tips for Negotiating Win-Win Solutions

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:

IncivilityCyberloafingWorkplace AggressionWorkplace BullyingEmployee Theft

Deviant Behavior

Incivility

Deviant Organizational 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: Acts of verbal and physical abuse toward others in organizations, ranging from mild to severe. Causes:

High trait angerPositive attitude toward revengePast experience with aggression

Workplace 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 policyCommunicate the costs of stealingTreat people fairlyBe a good role model

Employee Theft