Interpersonal Behavior:
Working with and Against Others
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.
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Interpersonal Behavior
A variety of behaviors involving the ways in which
people work with and against one another.
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Psychological Contracts
People’s beliefs about what is expected of
another in a relationship.
Transactional 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: 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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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
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: The disclosure by
employees of illegal, immoral, or
illegitimate practices by employers to
people or organizations able to take action.
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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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Organizational Citizenship Behavior
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Whistle Blowing
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Cooperation and Competition



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: 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: Contexts in which
people are interested in both competition and
cooperation to varying degrees.
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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.
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Determinants of Cooperation
The Reciprocity Principle
– Reciprocity: The tendency to treat others the way they
have treated us.
Personal Orientation
–
–
–
–
Competitors
Individualists
Cooperators
Equalizers
Organizational Reward Systems
– Team-based Rewards: Organizational reward systems
in which at least a portion of an individual’s
compensation is based on the performance of his or her
work team.
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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 and 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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Cooperation between Organizations
 Partnering
with
suppliers
 Promoting
business growth
 Responding to
external threats
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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.
 Causes:
–
–
–
–
–
Perceptual distortion
Grudges
Distrust
Competition over scarce resources
Destructive criticism
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Perceptual Distortion
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Types of Criticism
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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.
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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 exchange offers,
counteroffers, and concessions in an
attempt to find a mutually acceptable
agreement.
Approaches to bargaining:
– Two-Party Negotiation
– Alternative Dispute Resolution
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Negotiating Win-Win Solutions


Win-Win 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: A type of solution to a
conflict situation in which the parties consider
joint benefits that go beyond a simple
compromise.
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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: The process in which a neutral party
(known as a mediator) works together with two or
more parties to reach a settlement to their
conflict.
Arbitration: A process in which a third party
(known as an arbitrator) has the power to impose,
or at least to recommend, the terms of an
agreement between two or more conflicting
parties.
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Mediation vs. Arbitration
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Types of Arbitration



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Binding Arbitration: The two sides agree in
advance to accept the terms set by the
arbitrator, whatever they may be.
Voluntary Arbitration: The two sides retain
the freedom to reject the recommended
agreement.
Conventional Arbitration: The arbitrator can
offer any package of terms he or she wishes.
Final-Offer Arbitration: The arbitrator
chooses between final offers made by the
disputing parties themselves.
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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
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Incivility
Demonstrating a
lack of regard
for others and
denying them
the respect they
are due.
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Cyberloafing
The practice of
using a
company’s email
and/or Internet
facilities for
personal use.
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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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Workplace Bullying
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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

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
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Employee Theft
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