Interpersonal

Behavior:

Working with and Against Other

Chapter 11

Learning Objectives
1.

2.
3.
4.
5.
6.

Describe two types of psychological contracts in work

relationships and the types of trust associated with
each.
Describe organizational citizenship behavior and ways
in which it may be promoted.
Identify ways in which cooperation can be promoted in
the workplace.
Describe the causes and effects of conflict in
organizations.
Describe the techniques that can be used to manage
conflict in organizations.
Identify two forms of deviant organizational behavior
and how to minimize their occurrence.
Copyright 2003, Prentice Hall

Interpersonal Behavior
A variety of behaviors involving the ways in which
people work with and against one another.

Copyright 2003,

Psychological Contracts
Peoples beliefs about what is expected of
another in a relationship.
Transactional Contract:
Contract A type of
psychological contract in which the parties
have a brief and narrowly defined
relationship that is primarily economic in
focus.
Relational Contract:
Contract A type of
psychological contract in which the parties
have a long-term and widely defined
relationship with a vast focus.
Copyright 2003,

Psychological Contracts

Copyright 2003,

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.
Copyright 2003,

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
Copyright 2003,

Prosocial Behavior
Acts that benefit others.
Organizational Citizenship Behavior (OCB):
An informal form of behavior in which
people go beyond what is formally
expected of them to contribute to the wellbeing of their organization and those in it.
Whistle-blowing:
Whistle-blowing The disclosure by
employees of illegal, immoral, or
illegitimate practices by employers to
people or organizations able to take action.
Copyright 2003,

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 2003,

Organizational Citizenship
Behavior

Copyright 2003,

10

Whistle Blowing

Copyright 2003,

11

Cooperation and
Competition

Cooperation:
Cooperation A pattern of behavior in which
assistance is mutual and two or more
individual, groups, or organizations work
together toward shared goals for their mutual
benefit.
Competition:
Competition A pattern of behavior in which
each person, group, or organization seeks to
maximize its own gains, often at the expense
of others.
Mixed-Motive Situations:
Situations Contexts in which
people are interested in both competition and
cooperation to varying degrees.
Copyright 2003,

12

Cooperation vs.
Competition
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.

Copyright 2003,

13

Determinants of
Cooperation
The Reciprocity Principle
Reciprocity:
Reciprocity The tendency to treat others the way they
have treated us.

Personal Orientation

Competitors
Individualists
Cooperators
Equalizers

Organizational Reward Systems

Team-based Rewards:
Rewards Organizational reward systems in
which at least a portion of an individuals compensation
is based on the performance of his or her work team.

Copyright 2003,

14

Personal Orientations
Competitors:
Competitors People whose primary motive is
doing better than others, besting them in open
competition.
Individualists:
Individualists People who care almost exclusively
about maximizing their own gain and dont care
whether others do better or worse than themselves.
Cooperators:
Cooperators People who are concerned with
maximizing joint outcomes and getting as much as
possible for their team.
Equalizers:
Equalizers People who are primarily interested in
minimizing the differences between themselves
and others.

Copyright 2003,

15

Cooperation between
Organizations
Partnering

with

suppliers
Promoting
business growth
Responding to
external threats

Copyright 2003,

16

Conflict

A process in which one party perceives

that another party has taken or will take
actions that are incompatible with ones
own interests.
Causes:

Perceptual distortion
Grudges
Distrust
Competition over scarce resources
Destructive criticism

Copyright 2003,

17

Perceptual Distortion

Copyright 2003,

18

Types of Criticism

Copyright 2003,

19

Consequences of Conflict
Negative
Negative

Conflictyields
yieldsstrong
strong
Conflict
negativeemotions.
emotions.
negative
Conflictmay
maydivert
divertpeoples
peoples
Conflict
attentionfrom
fromthe
thetask
taskat
at
attention
hand.
hand.
Communicationbetween
between
Communication
individualsor
orteams
teamsmay
maybe
be
individuals
soadversely
adverselyaffected
affectedthat
thatany
any
so
coordinationof
ofeffort
effortbetween
between
coordination
themisiscompromised.
compromised.
them
Loweredcoordination
coordinationtends
tends
Lowered
tolead
leadto
todecrements
decrementsin
in
to
organizationalfunctioning.
functioning.
organizational

Copyright 2003,

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
motivate
Conflict
peopleto
toappreciate
appreciateeach
each
people
otherspositions
positionsmore
morefully.
fully.
others
Conflictmay
mayencourage
encourage
Conflict
peopleto
toconsider
considernew
new
people
ideas,thereby
therebyfacilitating
facilitating
ideas,
change.
change.

20

Managing Conflict

Copyright 2003,

21

Managing Conflict
Bargaining:
Bargaining The process by which
two or more parties in dispute with
one another exchange offers,
counteroffers, and concessions in an
attempt to find a mutually acceptable
agreement.
Approaches to bargaining:
Two-Party Negotiation
Alternative Dispute Resolution
Copyright 2003,

22

Negotiating Win-Win
Solutions

Win-Win Solutions:
Solutions Resolutions to conflicts in
which both parties get what they want.
Suggestions for finding win-win solutions:

Avoid making unreasonable offers

Seek the common ground
Uncover the real issues
Broaden the scope of issues considered

Integrative Agreement:
Agreement A type of solution to a
conflict situation in which the parties consider
joint benefits that go beyond a simple
compromise.
Copyright 2003,

23

Alternative Dispute
Resolution
A set of procedures, such as mediation and
arbitration, in which disputing parties work
together with a neutral party who helps them
settle their disagreements out of court.
Mediation:
Mediation The process in which a neutral party
(known as a mediator)
mediator works together with two or
more parties to reach a settlement to their conflict.
Arbitration:
Arbitration A process in which a third party
(known as an arbitrator)
arbitrator has the power to impose,
or at least to recommend, the terms of an
agreement between two or more conflicting
parties.

Copyright 2003,

24

Mediation vs. Arbitration

Copyright 2003,

25

Types of Arbitration
Binding Arbitration:
Arbitration The two sides agree in
advance to accept the terms set by the
arbitrator, whatever they may be.
Voluntary Arbitration:
Arbitration The two sides retain
the freedom to reject the recommended
agreement.
Conventional Arbitration:
Arbitration The arbitrator can
offer any package of terms he or she wishes.
Final-Offer Arbitration:
Arbitration The arbitrator
chooses between final offers made by the
disputing parties themselves.

Copyright 2003,

26

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 2003,

27

Deviant Behavior

Copyright 2003,

28

Incivility
Demonstrating a
lack of regard
for others and
denying them
the respect they
are due.

Copyright 2003,

29

Cyberloafing
The practice of
using a
companys email
and/or Internet
facilities for
personal use.

Copyright 2003,

30

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.
Copyright 2003,

31

Workplace Bullying

Copyright 2003,

32

Tips for Avoiding

Aggression
Establish

clear
disciplinary
procedures
Treat people with
dignity and respect
Train managers in
ways to recognize and
avoid aggression
Copyright 2003,

33

Employee Theft

The taking of company

property for personal
use.
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 2003,

34

Employee Theft

Copyright 2003,

35