Interpersonal Behavior in the Workplace 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 © Copyright Prentice-Hall 2004

Psychological Contracts People’s beliefs about what is expected of another in a relationship Transactional 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: A type of psychological contract in which the parties have a long-term and widely defined relationship with a vast focus © Copyright Prentice-Hall 2004

Psychological Contracts © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Trust A person’s degree of confidence in the words and actions of another Calculus-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 otherwise Identification-Based Trust: A form of trust based on accepting the wants and desires of another person © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Developing Trust How trust develops: Some people tend to be more trusting than others People develop reputations for being trustworthy How to promote trust: Always meet deadlines Follow through as promised Spend time sharing personal values and goals © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 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 one’s job Whistle-blowing is the disclosure by employees of illegal, immoral, or illegitimate practices by employers to people or organizations able to effect action © Copyright Prentice-Hall 2004

Organizational Citizenship Behavior © Copyright Prentice-Hall 2004

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 © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Whistle Blowing © Copyright Prentice-Hall 2004

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 © Copyright Prentice-Hall 2004

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 © Copyright Prentice-Hall 2004

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 don’t 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 © Copyright Prentice-Hall 2004

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. © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 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 one’s own interests © Copyright Prentice-Hall 2004

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/approach Approach/avoidance Avoidance/avoidance Role conflict/ambiguity © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 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 © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 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 © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Causes of Conflict Malevolent Attributions Grudges Destructive Criticism Conflict Competition over Scarce Resources Distrust © Copyright Prentice-Hall 2004

Consequences of Conflict Negative Conflict yields strong negative emotions Conflict may divert people’s 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 other’s positions more fully Conflict may encourage people to consider new ideas, thereby facilitating change © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Managing Conflict © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 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 pie Positional bargaining: sequencing, take/give Win-Win 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 © Copyright Prentice-Hall 2004

Tips for Negotiating Win-Win Solutions Avoid making unreasonable offers Seek the common ground Broaden the scope of issues considered Uncover the “real” issues © Copyright Prentice-Hall 2004

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 Cyberloafing Workplace Aggression Workplace Bullying Employee Theft © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Deviant Behavior Incivility © Copyright Prentice-Hall 2004

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 company’s email and/or Internet facilities for personal use © Copyright Prentice-Hall 2004

Aggression and Bullying Workplace 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: The repeated mistreatment of an individual at work in a manner that endangers his or her physical or mental health © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Risk for Violence © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Workplace Bullying © Copyright Prentice-Hall 2004

Tips for Avoiding Aggression Establish clear disciplinary procedures Treat people with dignity and respect Train managers in ways to recognize and avoid aggression © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 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 © Copyright Prentice-Hall 2004

© Copyright Prentice-Hall 2004 Employee Theft © Copyright Prentice-Hall 2004