Conflict, Cooperation, Trust, & Deviance Chapter 11 Part 1: March 5, 2009

Psychological Contract Employees’ beliefs about terms of an exchange relationship betw org and ee. Types of contracts – –Transactional –Relational Which type of contract violation is worse for employees’ mental health?

Changes over time – now emerging psych contract of ‘employability’ –What is it? How has this affected ees?

Org Citizenship Behavior (OCB) Behavior above & beyond job duties that are not always rewarded or recognized formally 5 categories – examples? –Altruism –Conscientious behavior –Civic virtue –Sportsmanship –Courtesy

What influences OCB? Views of procedural justice Trust in supervisor Organizational commitment Effects? At org level, related to org productivity Whistleblowing – view as OCB ? –Often face retaliation, termination

Conflict 2 dimensions – –Integration – concern w/ others’ outcomes –Distribution – concern w/ own outcomes Perceptual differences related to these – –Win-win orientation –Win-lose orientation –Independent dimensions, result in 5 styles of handling conflict

Avoidance Accommodation Competition Collaboration Low concern for others Low concern for self High concern for others High concern for self Compromising Ruble & Thomas model

Definition & effectiveness of each? Competition – Collaboration – Accommodation – Avoidance – Compromising –

Culture, Gender, & Conflict Conflict style influenced by culture and gender –Cultural effects? –Gender effects?

Conflict Management Bargaining/Negotiation – do this on your own Bargaining Zone Model: Each party has continuum with area for potential overlap: –Initial offer point – opening offer –Target point – realistic goal for agreement –Resistance point – won’t make further concessions Your initial pt Your target Your resistance pt Their resistance pt Their target Their initial pt Potential agreement

Stevens et al (93) – gender & salary negotiation Salary gap – one potential reason in gender diffs in starting salary due to negotiation Stevens et al study of MBA students given 1 of 3 training modules –1 – taught negotiation tactics –2 – goal setting training –3 – self-management training

Stevens et al results 1. Effect of tactical training? 2. Effect of goal setting training? 3. Effect of self-management training? Impact on ‘glass-ceiling effect’? For related info, see Linda Babcock’s book (2003): Women don’t ask.

3 rd Party intervention 3 rd parties when negotiation deadlocks –Alternative Dispute Resolution – includes mediation and arbitration –Mediation – 3 rd party facilitates negotiation but has no formal power. –Often ineffective. Why?

3 rd party intervention (cont) –Arbitration – 3 rd party has power to impose settlement. Binding or voluntary? Conventional or ‘final offer’? –Arb is effective, but has chilling effect on relationships and sides are less committed to settlement Why?