Workplace Interpersonal Behavior Dynamics

1. Chapter 11Conflict, Cooperation,Trust, & Deviance Sem 322, Spring 2012 Instructor: DrNailahAyub

2. Workplace Interpersonal Behavior Interpersonal Behavior: ways in which people work with or against one another Factors influencing Interpersonal Behavior: Psychological Contract Trust Building

3. Psychological Contracts Psychological Contract: perceptions and expectations about mutual obligations in an employment relationship Kinds of Psychological Contracts Vary in terms of 1- Time Frame 2- Performance requirements

4. Trust Degree of trust in the words and action of another - One will do what she says she will do

5. Developing and Promoting Trust • Developing Trust • Some Tend to Be More Trusting (Agreeableness) • Some Develop Trustworthy Reputations • Promoting Trust • Always Meet Deadlines • Follow Through as Promised • Spend Time Sharing Personal Values and Goals

6. Organizational Citizenship Behaviors

7. Promoting OCB • Be a model of helpful behavior • Make voluntary functions worth attending • Demonstrate courtesy • Don’t complain • Demonstrate conscientiousness • Treat employees fairly

8. Cooperation vs. Competition

9. Individual Cooperation Determinants • Reciprocity Principle: The tendency to treat others as they have treated us • Personal Orientation: Natural predispositions • Competitors: do better than others • Individualists: maximizing ones own gain • Cooperators: maximizing joint outcomes • Equalizers: minimizing differences between self and others • Organizational Reward Systems • Accuracy greater under cooperative reward structure • Speed higher under a competitive reward structure

10. Cooperation Between Organizations • Partnering with Suppliers • Research & Development Partnerships • Inter-organizational Alliances and Social Dilemmas

11. Conflict Types • Substantive • Affective • Process

12. Conflict Causes • Grudges • Malevolent Attributions • Destructive Criticism • Distrust • Scarce Resource Competition

13. How to Manage Conflict Effectively

14. Consequences of Conflict • Strong negative emotions (stressful) • Divert attention • Distract communication • Reduced coordination • Negatively affect the organizational performance

15. Managing Conflict Through Negotiation Bargaining (Negotiation): two or more parties in dispute exchange offers, counteroffers, and concessions in an attempt to find a mutually acceptable agreement Win–Win Solutions • Avoid Making Unreasonable Offers • Seek the Common Ground • Broaden the Scope of Issues Considered • Uncover the “Real” Issues

16. Managing Conflict Through Negotiation Alternative Dispute Resolution (disputing parties work together with a neutral party who helps settle the disagreement out of court) • Mediation: mediators meet with each side together and separately • Do not consider who is right or wrong • Have no formal power and cannot impose agreements • Arbitration: arbitrator has the power to impose or at least recommend the terms of agreement • Binding • Voluntary • Conventional • Final Offer

17. Mediation vs. Arbitration

18. Organizational Deviance

19. Whistle Blowing Reasons: range from ‘getting even’ to a genuine desire to stop illegal and harmful actions

20. Cyberloafing Using Company’s Email and/or Internet Facilities for Personal Use To use online monitoring and filtering or not? - Invasion of privacy

21. Workplace Aggression Types • Aggression: Mild to severe acts of verbal and physical abuse towards others in organizations • Efforts to harm others with whom they work or have worked, or their organization • Expressions of Hostility: largely covert (disguised) • Incivility: lack of regard and denying respect, often verbal or symbolic • Obstructionism: impede performance (fail to return call, share information, interfere with activities) • Overt Aggression: workplace violence (e.g., physical assault, destroying property, threats of physical violence, direct verbal abuse)

22. Workplace Aggression Causes • Perceived Unfairness • Violence in the surrounding communities • Changes in the workplace: e.g., downsizing, layoffs, part-timers Who engages in Workplaces Aggression • High Trait Anger • Positive Attitude Toward Revenge • Past Experience with Aggression • Express Anger Overtly

23. Vulnerable Job Characteristics Table 11.15 • Exercise physical control over others • Handle weapons (other than guns) • Handle guns • Contact with individuals taking medication • Exercise security function • Physical care of others • Decision that influence others’ lives

24. Workplace Bullying Abusive supervision: Sustained displays of hostile verbal and physical behavior (repeated mistreatments)

25. Managing Workplace Aggression • Establish Clear Norms Against Abusive Treatment of Employees and Enforcement of Procedures • Train Managers in Interpersonal Skills • Conduct Periodic Employee Satisfaction and Commitment Assessments

26. Employee Theft • Causes • See Coworkers Doing It • Not Stealing Goes Against Group Norms • Reducing • Involve Employees in Theft Policy Creation • Communicate Stealing Costs • Treat Employees Fairly • Be a Good Role Model

27. Employee Theft: Facts and Figures • In restaurant business: $15 billion per year lost • Wireless phone services: significant rise • Fraud: $400billion per year • Convenience store: $20,000 per year • Asian retail business: 3% steal every day, 8% steal every week • Computer security breaches: breaking into computers