This document outlines learning objectives and content about interpersonal behavior in workplace relationships. It discusses psychological contracts and the types of trust associated with each. It also describes organizational citizenship behavior, ways to promote cooperation and manage conflict, and types of deviant workplace behaviors. The key topics covered are psychological contracts, trust, cooperation versus competition, causes and effects of conflict, and techniques for managing or resolving conflict.

1. IInntteerrppeerrssoonnaall BBeehhaavviioorr::
Working with and Against Others

2. LLeeaarrnniinngg OObbjjeeccttiivveess
1. Describe two types of psychological contracts in work
relationships and the types of trust associated with
each.
2. Describe organizational citizenship behavior and ways
in which it may be promoted.
3. Identify ways in which cooperation can be promoted in
the workplace.
4. Describe the causes and effects of conflict in
organizations.
5. Describe the techniques that can be used to manage
conflict in organizations.
6. Identify two forms of deviant organizational behavior
and how to minimize their occurrence.
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3. IInntteerrppeerrssoonnaall BBeehhaavviioorr
A variety of behaviors involving the ways in which
people work with and against one another.
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4. PPssyycchhoollooggiiccaall CCoonnttrraaccttss
People’s beliefs about what is expected of
another in a relationship.
TTrraannssaaccttiioonnaall CCoonnttrraacctt: A type of
psychological contract in which the
parties have a brief and narrowly defined
relationship that is primarily economic in
focus.
RReellaattiioonnaall CCoonnttrraacctt: 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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5. PPssyycchhoollooggiiccaall CCoonnttrraaccttss
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6. TTrruusstt
A person’s degree of confidence in the
words and actions of another.
CCaallccuulluuss--BBaasseedd TTrruusstt: 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.
IIddeennttiiffiiccaattiioonn--BBaasseedd TTrruusstt: A form of
trust based on accepting the wants and
desires of another person.
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7. DDeevveellooppiinngg TTrruusstt
HHooww ttrruusstt ddeevveellooppss:
– Some people tend to be more trusting than
others
– People develop reputations for being
trustworthy
HHooww ttoo pprroommoottee ttrruusstt:
– Always meet deadlines
– Follow through as promised
– Spend time sharing personal values and
goals
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8. PPrroossoocciiaall BBeehhaavviioorr
Acts that benefit others.
OOrrggaanniizzaattiioonnaall CCiittiizzeennsshhiipp BBeehhaavviioorr
(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.
WWhhiissttllee--bblloowwiinngg: The disclosure by
employees of illegal, immoral, or
illegitimate practices by employers to
people or organizations able to take
action.
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9. Organizational CCiittiizzeennsshhiipp BBeehhaavviioorr
 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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10. CCooooppeerraattiioonn vvss.. CCoommppeettiittiioonn
When ccooooppeerraattiinngg
with one another,
people contribute to
attaining the same
goal that they share.
However, when
ccoommppeettiinngg against
one another, people
attempt to attain the
same goal, which only
one can have.
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11. DDeetteerrmmiinnaannttss ooff CCooooppeerraattiioonn
TThhee RReecciipprroocciittyy PPrriinncciippllee
– RReecciipprroocciittyy: The tendency to treat others the way they
have treated us.
PPeerrssoonnaall OOrriieennttaattiioonn
– Competitors
– Individualists
– Cooperators
– Equalizers
OOrrggaanniizzaattiioonnaall RReewwaarrdd SSyysstteemmss
– TTeeaamm--bbaasseedd RReewwaarrddss: 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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12. PPeerrssoonnaall OOrriieennttaattiioonnss
CCoommppeettiittoorrss: People whose primary motive is
doing better than others, besting them in open
competition.
IInnddiivviidduuaalliissttss: People who care almost
exclusively about maximizing their own gain and
don’t care whether others do better or worse than
themselves.
CCooooppeerraattoorrss: People who are concerned with
maximizing joint outcomes and getting as much
as possible for their team.
EEqquuaalliizzeerrss: People who are primarily interested
in minimizing the differences between
themselves and others.
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13. Cooperation between OOrrggaanniizzaattiioonnss
 Partnering with
suppliers
 Promoting
business growth
 Responding to
external threats
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14. CCoonnfflliicctt
 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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15. CCoonnsseeqquueenncceess ooff CCoonnfflliicctt
Negative
Negative
 Conflict yields strong
 Conflict yields strong
negative emotions.
negative emotions.
 Conflict may divert people’s
 Conflict may divert people’s
attention from the task at
hand.
attention from the task at
hand.
 Communication between
 Communication between
individuals or teams may be
so adversely affected that any
coordination of effort
between them is
compromised.
individuals or teams may be
so adversely affected that any
coordination of effort
between them is
compromised.
 Lowered coordination tends
 Lowered coordination tends
to lead to decrements in
organizational functioning.
to lead to decrements in
organizational functioning.
Positive
Positive
 Conflict may improve the
 Conflict may improve the
quality of organizational
decisions.
quality of organizational
decisions.
 Conflict may bring out into
 Conflict may bring out into
the open problems that have
been previously ignored.
the open problems that have
been previously ignored.
 Conflict may motivate
 Conflict may motivate
people to appreciate each
other’s positions more fully.
people to appreciate each
other’s positions more fully.
 Conflict may encourage
 Conflict may encourage
people to consider new
ideas, thereby facilitating
change.
people to consider new
ideas, thereby facilitating
change.
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16. MMaannaaggiinngg CCoonnfflliicctt
BBaarrggaaiinniinngg: 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:
– TTwwoo--PPaarrttyy NNeeggoottiiaattiioonn
– AAlltteerrnnaattiivvee DDiissppuuttee RReessoolluuttiioonn
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17. NNeeggoottiiaattiinngg WWiinn--WWiinn SSoolluuttiioonnss
 WWiinn--WWiinn SSoolluuttiioonnss: 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
 IInntteeggrraattiivvee AAggrreeeemmeenntt: 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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18. AAlltteerrnnaattiivvee DDiissppuuttee RReessoolluuttiioonn
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.
MMeeddiiaattiioonn: The process in which a neutral party
(known as a mmeeddiiaattoorr) works together with two or
more parties to reach a settlement to their
conflict.
AArrbbiittrraattiioonn: A process in which a third party
(known as an aarrbbiittrraattoorr) 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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19. MMeeddiiaattiioonn vvss.. AArrbbiittrraattiioonn
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20. TTyyppeess ooff AArrbbiittrraattiioonn
 BBiinnddiinngg AArrbbiittrraattiioonn: The two sides agree in
advance to accept the terms set by the
arbitrator, whatever they may be.
 VVoolluunnttaarryy AArrbbiittrraattiioonn: The two sides retain
the freedom to reject the recommended
agreement.
 CCoonnvveennttiioonnaall AArrbbiittrraattiioonn: The arbitrator can
offer any package of terms he or she wishes.
 FFiinnaall--OOffffeerr AArrbbiittrraattiioonn: The arbitrator
chooses between final offers made by the
disputing parties themselves.
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21. Deviant Organizational BBeehhaavviioorr
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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22. IInncciivviilliittyy
Demonstrating a
lack of regard
for others and
denying them
the respect they
are due.
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23. CCyybbeerrllooaaffiinngg
The practice of
using a
company’s email
and/or Internet
facilities for
personal use.
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24. AAggggrreessssiioonn aanndd BBuullllyyiinngg
WWoorrkkppllaaccee AAggggrreessssiioonn: 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
WWoorrkkppllaaccee BBuullllyyiinngg: The repeated
mistreatment of an individual at work in a
manner that endangers his or her physical
or mental health.
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25. TTiippss ffoorr AAvvooiiddiinngg AAggggrreessssiioonn
 Establish clear
disciplinary
procedures
 Treat people with
dignity and respect
 Train managers in
ways to recognize and
avoid aggression
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26. EEmmppllooyyeeee TThheefftt
 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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