interpersonal behavior

Interpersonal Behavior in the Workplace

Chapter Seven

© Copyright Prentice-Hall 20042

Interpersonal BehaviorA variety of behaviors involving the ways in which people work

with and against one another


Psychological Contracts

People’s beliefs about what is expected of another in a relationshipTransactional ContractTransactional 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 ContractRelational 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 person’s degree of confidence in the words and actions of anotherCalculus-Based TrustCalculus-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 TrustIdentification-Based Trust: A form of trust based on accepting the wants and desires of another person


Developing Trust

How trust developsHow trust develops: Some people tend to be more trusting than others People develop reputations for being trustworthy

How to promote trustHow to promote trust: Always meet deadlines Follow through as promised Spend time sharing personal values and goals


Prosocial Behavior

Prosocial behaviorProsocial behavior can be defined as acts that benefit others in organizationsOrganizational Citizenship BehaviorOrganizational Citizenship Behavior (OCB) can be defined as acts that exceed the formal requirements of one’s jobWhistle-blowingWhistle-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

CompetitorsPeople whose primary

motive is doingbetter than others,

besting them in opencompetition

CompetitorsPeople whose primary

motive is doingbetter than others,

besting them in opencompetition

IndividualistsPeople who care almost

exclusively aboutmaximizing their own gain,

and don’t care whether othersdo better or worse than

themselves

IndividualistsPeople who care almost

exclusively aboutmaximizing their own gain,

and don’t care whether othersdo better or worse than

themselves

CooperatorsPeople who areconcerned with

maximizing joint outcomes,getting as much as

possible for their team

CooperatorsPeople who areconcerned with

maximizing joint outcomes,getting as much as

possible for their team

EqualizersPeople who are

primarily interested inminimizing the

differences betweenthemselves and others

EqualizersPeople who are

primarily interested inminimizing the

differences betweenthemselves and others


Cooperation vs. Competition vs. Conflict

When cooperatingcooperating with one another, people contribute to attaining the same goal that they share.

However, when competingcompeting 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 one’s 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/approach Approach/avoidance Avoidance/avoidance

Role conflict/ambiguity


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 ConflictSubstantive ConflictSubstantive Conflict occurs when people have different viewpoints and opinions with respect to a decision they are making with others (leads to better decisions)Affective ConflictAffective Conflict occurs when people experience clashes of personalities or interpersonal tension of some sort (leads to poorer decisions)Process ConflictProcess 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 detrimentalNon-routine tasks: conflict is beneficial


Causes of Conflict

ConflictConflictGrudgesGrudges

MalevolentAttributionsMalevolentAttributions

DestructiveCriticism

DestructiveCriticism

DistrustDistrustCompetition

overScarce Resources

Competitionover

Scarce Resources


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

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

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


Managing Conflict


Managing Conflict

BargainingBargaining: 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/give

Win-Win SolutionsWin-Win Solutions: Occur when outcomes are found for all sides that allow them to believe that they have “won” the negotiation processArbitration (lose/lose): Arbitration (lose/lose): Occurs when negotiations fail


Tips for Negotiating Win-Win Solutions

1. Avoid making unreasonable offers2. Seek the common ground3. Broaden the scope of issues

considered4. 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 consequencesTypes of Deviant Behavior: Incivility Cyberloafing Workplace Aggression Workplace Bullying Employee 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 company’s email and/or Internet facilities for personal use


Aggression and Bullying

Workplace AggressionWorkplace 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 BullyingWorkplace 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


Employee Theft

interpersonal behavior

Documents

person copyright

goals copyright

action copyright

vast focus copyright

good sportsmanship copyright

form of trust

trusthow trust

defined relationship