1. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 16 Individual and Interpersonal Processes

2. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Describe the relationship between individuals and the organization. Identify and discuss basic individual differences. Identify and discuss performance-based differences at work. Describe the role of stress in organizations. Discuss basic interpersonal processes at work.

3. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Individuals and Organizations Psychological Contracts – Set of expectations held by individual about what he or she will contribute to organization and what organization will provide in return. – Individual: effort, skill, ability, time, loyalty. – Organization: provides inducements to individual.

4. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Individuals and Organizations

5. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Individuals and Organizations The Person-Job Fit – Extent to which contributions made by individual match inducements offered by organization. – Precise level of person-job fit seldom achieved. – Both people and organizations change.

6. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Nature of Individual Differences Personality and Work – Individual differences: personal attributes that vary from one person to another. – Personality: stable set of psychological and behavioral attributes that distinguishes one person from another. Personality formation Personality attributes in organizations See Table 16.1: Key Personality Attributes.

7. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Attitudes and Work – Attitudes: beliefs and feelings individuals have about specific ideas, situations, other people. Affective component: feelings and emotions an individual has toward something. Cognitive component: derived from knowledge individual has about something. Intentional component: how individual expects to behave toward or in the situation. Cognitive dissonance. The Nature of Individual Differences

8. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Attitudes and Work – Attitudes not as stable as personality attributes and may change as a result of: New information Changes in object of attitude Object of attitude less important or less relevant Reducing cognitive dissonance Job satisfaction or dissatisfaction Organizational commitment The Nature of Individual Differences

9. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Perception and Work – Perception: processes by which individual recognizes and interprets information about environment. – Selective perception: screening out information we are uncomfortable with or which contradicts our beliefs. – Stereotyping: categorizing people on basis of single attribute. The Nature of Individual Differences

10. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Performance-Based Differences and Work Performance Behaviors – Behaviors firm expects people to display. Withdrawal Behaviors – Withdrawal from being committed and contributing member of organization. – Absenteeism: individual does not come to work. – Turnover: occurs when people quit their jobs.

11. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Performance-Based Differences and Work Organizational Citizenship – Behavior of individuals that makes positive overall contribution to organization. – Determinant of organizational citizenship behaviors: complex mosaic of individual, social, organizational variables.

12. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stress at Work Stress: individual’s response to strong stimulus (stressor). General Adaptation Syndrome (GAS): stress follows cycle: – First stage: alarm – Second stage: resistance – Third stage: exhaustion Not all stress is bad; optimal level can result in motivation and excitement.

13. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stress at Work

14. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stress at Work Type A individuals: – Extremely competitive – Devoted to work/work-oriented – Strong sense of time – Aggressive – Impatient Type B individuals: – Less competitive – Less devoted to work – Weaker sense of time urgency

15. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stress at Work Causes of Stress – Organizational stressors: task, physical, role, interpersonal demands. – Life change. See Table 16.2: Common Causes of Stress. See Table 16.3: Life Change and Stress.

16. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stress at Work Consequences of Stress – Negative consequences: behavioral, psychological, medical. – Individual stress: direct consequences for businesses. – Burnout: exhaustion that may develop when someone experiences too much stress for extended period of time.

17. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stress at Work Managing Stress – Exercise – Relaxation – Time management – Support groups – Organizational stress programs

18. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interpersonal Processes at Work The Nature of Working Relationships – Personality, attitudes, other factors affect working relationships in many different ways. – Relationships can be personal and positive. – Relationships can have negative cast. – Most working relationships fall between these extremes. – Professional relationships more-or-less formal, structured, highly task directed.

19. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interpersonal Processes at Work Collaboration and Cooperation – Effective working relationships promote collaboration and cooperation; people working together toward best interests of organization. – Positive working relationships can serve as solid basis for social support in a firm.

20. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interpersonal Processes at Work Competition and Conflict – Like stress, competition and conflict may be either good or bad. – Causes of conflict Interdependency that exists between people or groups within organization. Competition among people or groups.

21. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interpersonal Processes at Work Competition and Conflict – Consequences of conflict Hostility or withdrawal May increase motivation May affect performance – Controlling conflict Increase resources Rules and standard operating procedures Setting goals Manageable interpersonal relations

22. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interpersonal Processes at Work Competition and Conflict – Resolving conflict Avoidance Smoothing Compromise Confrontation

23. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Relationship between individual and organization defined by psychological contract—expectation of individual about what he/she will contribute to organization and what organization will provide in return. Key personality attributes: – Locus of control, authoritarianism, dogmatism, self- esteem, risk propensity.

24. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Job-related attitudes: job satisfaction or dissatisfaction, organizational commitment. Perceptual processes: selective perception and stereotyping. Actual performance is important performance behavior; so are withdrawal behaviors like absenteeism and turnover. Organizational citizenship important.

25. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Organizational stressors: task, physical, role, interpersonal demands, life changes. Consequences of stress: – Behavioral, psychological, medical outcomes; lower performance; burnout. Individual stress follows GAS. Working relationships vary significantly. – Collaboration and cooperation – Competition and conflict