Chapter 11 Interpersonal Behavior at Work Conflict, Cooperation, Trust, and Deviance PDF

Behavior in Organizations Course content ▪ Chapter 1 : Introduction to Organizations Behaviors ▪ Chapter 2 : Organizational Justice, Ethics, and CSR ▪ Chapter 3 : Perception and Learning ▪ Chapter 4 : Individual Differences: Personality, Skills, and Abilities ▪ Chapter 6 : Work-related Attitudes: P...

Behavior in Organizations Course content ▪ Chapter 1 : Introduction to Organizations Behaviors ▪ Chapter 2 : Organizational Justice, Ethics, and CSR ▪ Chapter 3 : Perception and Learning ▪ Chapter 4 : Individual Differences: Personality, Skills, and Abilities ▪ Chapter 6 : Work-related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment ▪ Chapter 8 : Group Dynamics and Work Teams ▪ Chapter 11: Interpersonal Behavior at Work: Conflict, Cooperation, Trust, and Deviance ▪Chapter 12: Power and its Uses and Abuses in Organizations  Interpersonal Behavior at Work Conflict, Cooperation, Trust, and Deviance CHAPTER 11 COPYRIGHT © 2011 PEARSON EDUCATION 1-1 Learning Objectives ▪Interpersonal Behavior ▪Workplace Interpersonal Behavior ▪Psychological Contracts Our Expectations of Others ▪The Three Basic Types of Psychological Contracts ▪Trust in Working Relationships ▪Types of Trust ▪Organizational Citizenship Behavior ▪Forms of Organizational Citizenship Behavior Learning Objectives ▪OCB can also be separated based on whom the behaviors are directed toward ▪Why Does OCB Occur? ▪Cooperation ▪Cooperation between Individuals Conflict the inevitable results of incompatible interests ▪Types of Conflict ▪Causes of Conflict Chapter Overview The chapter starts by considering the two processes that play a role in all interpersonal relationships: developing psychological constructs and building trust. These processes are important because they often affect the extent to which people choose either to work with or against one another. First, the chapter examines prosocial behavior—the tendency for people to help others on the job, sometimes even when there doesn’t appear to be anything in it for them. 1-6 Chapter Overview Following this, the situations in which people help one another and receive help from them—that is, the tendency to cooperate—will be discussed. In the world of business, people and entire companies don’t always work with each other; they also compete against each other—that is, as one tries to win, it forces the other to lose. Under such circumstances, it is not unusual for conflict to emerge, breeding ill will. And, when taken to the extreme, this may result in deviant behavior—extreme acts such as stealing from the company or even harming another person; the final topic for the chapter. 1-7 VARIETIES OF INTERPERSONAL BEHAVIOR Interpersonal Behavior: a variety of behaviors involving the ways in which people work with and against one another. 1-8 VARIETIES OF INTERPERSONAL BEHAVIOR 1-9 VARIETIES OF INTERPERSONAL BEHAVIOR Interpersonal Behavior: The Five Major Forms of Interpersonal Behavior. On the continuum between working with and working against others there are five general forms that will be discussed this chapter (moving from most to least willing to help others): 1. Prosocial Behavior. Acts that benefit others. 2. Cooperation. Situations in which people help one another and receive help from one another. 1- 10 VARIETIES OF INTERPERSONAL BEHAVIOR Interpersonal Behavior: 3. Competition (midpoint of the spectrum). As one tries to win, the other has to lose. 4. Conflict. The ill will bred from competition. 5. Deviant Organizational Behavior. Extreme acts such as stealing for the company or even harming another person. 1- 11 PSYCHOLOGICAL CONTRACTS AND TRUST: BUILDING BLOCKS OF WORKING RELATIONSHIPS Psychological Contracts: Our Expectations of Others A person’s beliefs about what is expected of another in a relationship. These informal, unwritten, and often unspoken contracts guide one’s expectations of others. By their very nature, these psychological contracts can be easily misinterpreted, leading to disagreements and interpersonal friction. 1- 12 PSYCHOLOGICAL CONTRACTS AND TRUST: BUILDING BLOCKS OF WORKING RELATIONSHIPS Two Dimensions of Psychological Contracts. These determine the three kinds of psychological contracts. a. Timeframe. These contracts vary based on how long they are expected to last. b. Performance Requirements. How close a relationship is between performance demands (what employees are expected to do) and the rewards they receive. This relationship is not defined purely by economic terms as employees expect emotional and social support from their companies as well as pay. 1- 13 PSYCHOLOGICAL CONTRACTS AND TRUST: BUILDING BLOCKS OF WORKING RELATIONSHIPS 1- 14 PSYCHOLOGICAL CONTRACTS AND TRUST: BUILDING BLOCKS OF WORKING RELATIONSHIPS 3. The Three Basic Types of Psychological Contracts. a. Transactional Contract. Psychological contracts in which the parties have a brief and narrowly defined relationship that is primarily economic in focus. b. Relational Contract. Psychological contracts in which the parties have a long- term and widely defined relationship with a vast focus. Personal relationships in this type of contract are close and personal; they are not tied to pay or other awards. There tends to be a greater sense of commitment toward the organization and the job. c. Balanced Contracts. Psychological contracts that combine the open-ended, long-term features of relational psychological contracts with the well-specified reward-performance contingencies of transactional contract. In this contract, each side receives some benefit from the other. 1- 15 PSYCHOLOGICAL CONTRACTS AND TRUST: BUILDING BLOCKS OF WORKING RELATIONSHIPS 1- 16 PSYCHOLOGICAL CONTRACTS AND TRUST: BUILDING BLOCKS OF WORKING RELATIONSHIPS Trust in Working Relationships. Trust. A person’s degree of confidence in the words and actions of another. Trust is more important in relational contracts than in transactional ones. a. Calculus-Based Trust. A form of trust based on deterrence; whenever people believe that another will behave as promised out of fear of being punished for doing otherwise. This type of trust is typically found in business relationships. b. Identification-Based Trust. A person behaves as promised because he or she has the best interests of the other person at heart. It is based on accepting and understanding another person’s wants and desires. 1- 17 PSYCHOLOGICAL CONTRACTS AND TRUST: BUILDING BLOCKS OF WORKING RELATIONSHIPS Trust in Working Relationships. 2. Swift Trust (Movie set) a. Outcomes are interdependent. b. Time constraints exist. c. Group members focus on task and professional roles. d. A trust broker is in place. 1- 18 ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCB): GOING ABOVE AND BEYOND THE FORMAL JOB REQUIREMENTS Organizational Citizenship Behavior (OCB). An informal form of behavior in which people go beyond what is formally expected of them to contribute to the well-being of their organization and those in it. 1- 19 ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCB): GOING ABOVE AND BEYOND THE FORMAL JOB REQUIREMENTS 1-20 ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCB): GOING ABOVE AND BEYOND THE FORMAL JOB REQUIREMENTS Forms of OCB. There are five different forms that OCB can take: altruism, conscientiousness, civic virtue, sportsmanship, and courtesy (see Table 11.2). OCB can also be separated based on whom the behaviors are directed toward: 1. OCB-O. Behaviors directed toward the organization. This includes behaviors such as speaking favorably about the organization to outsiders, being tolerant of temporary inconveniences without complaining, and expressing loyalty toward the organization. 2. OCB-I. Behaviors directed toward an individual. This includes doing favors for someone, assisting coworkers, and sending birthday cards to others in the office. 1- 21  ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCB): GOING ABOVE AND BEYOND THE FORMAL JOB REQUIREMENTS Why Does OCB Occur? The critical factor appears to be people’s belief that they are being treated fairly by their organization and especially by their immediate supervisor. If workers hold this belief, OCB is more likely to occur. There are however secondary factors that may cause OCB: 1. Employees holding positive attitudes toward their organization. 2. People in the organization having good relationships with their supervisors. 3. When the workers have the proper personality characteristics (highly conscientious and highly empathic). 1- 22 COOPERATION: PROVIDING MUTUAL ASSISTANCE Cooperation. A pattern of behavior in which assistance is mutual and two or more individuals, groups, or organizations work together toward shared goals for their mutual benefit. When two or more organizations cooperate, it is known as an interorganizational alliance. 1- 23 COOPERATION: PROVIDING MUTUAL ASSISTANCE 1- 24 COOPERATION: PROVIDING MUTUAL ASSISTANCE 1- 25 COOPERATION: PROVIDING MUTUAL ASSISTANCE Cooperation between Individuals. Cooperation between individuals can only occur when their goals are compatible: that is, they can be shared. 1. Competition. A pattern of behavior in which each person, group, or organization seeks to maximize its own gains, often at the expense of others. In this situation, goals are incompatible and cooperation is unlikely to occur. 2. Social Dilemmas. Situations in which each person can increase his or her individual gains by acting in a purely selfish manner, but if others also act selfishly, the outcomes experienced by all will be reduced. People in these dilemmas have mixed motives, there may be reasons to cooperate but there are also reasons to compete. 1- 26 COOPERATION: PROVIDING MUTUAL ASSISTANCE Cooperation between Individuals. 3. The Reciprocity Principle. The tendency to treat others as they have treated us; popularly referred to as “the golden rule.” This describes the way people behave when they cooperate with others. The difficulty with cooperation is merely getting it started. Once it is started, it tends to be self- sustaining because of the reciprocity principle. 1- 27 COOPERATION: PROVIDING MUTUAL ASSISTANCE Cooperation between Individuals. 4. Personal Orientation. Some people are more cooperative by nature, others are more competitive. There are four different categories of people in terms of their natural predispositions toward working with or against others. These differences are stable and difficult to change. 1- 28 COOPERATION: PROVIDING MUTUAL ASSISTANCE Cooperation between Individuals. 4. Personal Orientation. a. Competitors. People whose primary motive is doing better than others; beating them in open competition. b. Individualists. People who care almost exclusively about maximizing their own gain, and do not care whether others do better or worse than they do. c. Cooperators. People who are concerned with maximizing joint outcomes, getting as much as possible for their team. d. Equalizers. People who are primarily interested in minimizing the differences between themselves and others. 1- 29 COOPERATION: PROVIDING MUTUAL ASSISTANCE Cooperation between Individuals. 5. Organizational Reward Systems. Organizational reward systems may be inadvertently built in such a way as to inspire competition rather than cooperation. Reward structures can also affect the speed and accuracy of task performance. Higher speeds are achieved with competitive reward structures and greater accuracy is achieved with cooperative reward structures. 1- 30 CONFLICT: THE INEVITABLE RESULTS OF INCOMPATIBLE INTERESTS Conflict. A process in which one party perceives that another party has taken or will take actions that are incompatible with one’s own interests. 1- 31 CONFLICT: THE INEVITABLE RESULTS OF INCOMPATIBLE INTERESTS Types of Conflict: 1. Substantive Conflict. Conflict that occurs when people have different viewpoints and opinions with respect to a decision they are making with others. This type of conflict can be beneficial in helping groups make decisions that are more effective because it forces the various sides to clearly articulate their ideas. 2. Affective Conflict. Conflict that results when people experience clashes of personality or interpersonal tension, resulting in frustration and anger. 3. Process Conflict. Conflict that results from differences of opinion regarding how workgroups are going to operate, such as how various duties and resources will be allocated and with whom various responsibilities will reside. Generally, the higher level of process conflict, the lower the level of group performance. 1- 32 CONFLICT: THE INEVITABLE RESULTS OF INCOMPATIBLE INTERESTS Causes of Conflict 1. Grudges. People who have “lost face” in their dealings with someone will attempt to “get even” by planning some form of revenge. 2. Malevolent Attributions. To the extent that someone believes that the harm suffered by him or her is due to an individual’s malevolent motives means conflict is inevitable. Harm caused by outside forces is less likely to cause conflict. 3. Destructive Criticism. Feedback that angers recipients instead of helping him or her do a better job. Constructive criticism may deflect this conflict. 1- 33 CONFLICT: THE INEVITABLE RESULTS OF INCOMPATIBLE INTERESTS Causes of Conflict 4. Distrust. The more a person is distrusted, the more conflict there will be in his or her relationships. 5. Competition over Scarce Resources. Whenever resources are insufficient for everyone’s needs, there will be competition and therefore conflict over the distribution of those resources (often due to the self-serving tendency in people’s perceptions over their own worth). 1- 34 CONFLICT: THE INEVITABLE RESULTS OF INCOMPATIBLE INTERESTS 1- 35 Thank you