1. Interpersonal Behavior in the Workplace
Chapter Seven
Interpersonal Behavior in the Workplace

2. Interpersonal Behavior
A variety of behaviors involving the ways in which people work with and against one another
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3. 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
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4. Psychological Contracts
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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
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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
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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
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8. Organizational Citizenship Behavior
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9. 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
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Whistle Blowing
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11. 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
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12. 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
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13. 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
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14. 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.
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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
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16. 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
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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
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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
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Causes of Conflict
Malevolent
Attributions
Grudges
Destructive
Criticism
Conflict
Competition
over
Scarce Resources
Distrust
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20. 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
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Managing Conflict
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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
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23. Tips for Negotiating Win-Win Solutions
Avoid making unreasonable offers
Seek the common ground
Broaden the scope of issues considered
Uncover the “real” issues
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24. 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
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Deviant Behavior
Incivility
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26. 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 and/or Internet facilities for personal use
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27. 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
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Risk for Violence
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Workplace Bullying
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30. Tips for Avoiding Aggression
Establish clear disciplinary procedures
Treat people with dignity and respect
Train managers in ways to recognize and avoid aggression
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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
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Employee Theft
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