Com235#3

Use collaborative terms

(we,us,our) not individual terms (I, me, mine, you, your, yours)

Sias & Cahill's transitions in co-worker relationships (3)

-Acquaintance to friend -Friend to close friend -Close friend to almost best friend

Negative consequences of workplace relationships (4)

-Commodity -Information retrieval -Codependency -Giving support may work against the person providing it

Guidelines for managing differential treatment

-Employees talk to one another to make sense of the differential treatment -Talk centers on determining the "fairness" of the differential treatment -Must be managed with: TEAM MEETINGS

Elements of the formal evaluation

-Encourage employee participation- the employee should do much of the talking -Establish job-related goals with employee -Contain specific and limited criticism -Be private

Primary types of peer relationships (3)

-Informational peer -Collegial peer -Special peer

Types of workplace conflict

-Interpersonal: between you and another person -Intergroup: within the group -Intagroup: outside of the group

Interpersonal needs

-Must feel included -Give and receive affection -Some control over relationship

Workplace friendship functions

-Power and influence -Social support -Information processing

Guidelines for providing effective negative feedback (5)

-Private location -Begin with positive statement -Let employee explain -Provide specific guidance and instruction for improving performance -Don't raise your voice, interrupt, ignore employee, or make fun of them

How to avoid rating errors

-Provide informal feedback throughout the year -Document all informal feedback conversations over evaluation period

Principles of interpersonal relationships (3)

-Proxemics -Symmetrical -Interpersonal needs

Influences of how individuals handle conflict at work

-Relationship with other party, Issue salience (importance/accuracy/clarity_, personality

Performance feedback (5 dimensions)

-Valence -Timeliness -Specificity -Frequency -Sensitivity

Unique characteristics of workplace friendships

-Voluntary: you cant choose your co-workers, but you can choose which ones to be friends with -Personalistic focus: treat friend as "whole person" not work role occupant

Impact on differential treatment on peer relationships/communication (MATRIX)

-could be good because it could be learning opportunity for organization -workplace bullying -creates uncertainty

John Challenger's relationship guidelines

1. Clear definitions of what types of relationships are allowed and between who 2. Definitions of what behaviors are considered appropriate in the work environment. Hand holds? Share emails? 3. Managers should meet with romantically involved couples to be assured that the relationship is consensual and not violating any organizational sexual harassment policies

Formal evaluation/feedback

A written record of employee's overall job performance; becomes part of the employees personal profile

Administrative function of evaluations

Administrative decisions; documentation for potential grievance proceedings (sales, promotions, discipline)

Timeliness

Amount of time between performance and feedback about performance (sooner is better)

Goal theories

Assume that people are motivated to achieve specific goals

Need-based theories

Assume that to motivate someone you must fulfill their needs

The loose rater (rating error)

Avoids confrontation by giving average ratings

Recency error (rating error)

Based on recent events

Causes of friendship deterioration

Betrayal, conflicting expectations, distracting life events, personality conflict, work promotion

Romantic relationships in the workplace- BENEFICIAL:

Can increase teamwork, communication flow, and job satisfaction

Acquaintance to friend

Caused by: environmental factors like being in the same physical space and sharing tasks/socializing outside of work

Friend to close friend

Caused by: problems or events in both personal life and work life. Communication is more intimate and open.

Close friend to almost best friend

Caused by: socializing outside of work, shared life events, and work related problems. TRUST is increased and discussions about work and personal life become much more detailed

Codependency

Co=worker becomes dependent on the relationship to the extent that he is no longer able to act independently. (Does not want to take on a new project if they have to move work areas away from other person)

Extrinsic incentive

Comes from outside of the individual. Rewards are money and grades and threat of punishment (EXTERNAL MOTIVATION)

Accommodation (conflict management style)

Concern for relationship, emphasis on relationship over problem. Win-lose approach

Informal evaluation/feedback

Continuous feedback from supervisor throughout the year, usually regarding specific portions of the employees performance

Motivation definition

Degree to which an individual is personally committed to expending effort in the accomplishment of a specified activity or goal

Competition (conflict management style)

Dominating and forcing; concern for self, emphasis on winning, win-lose approach

Outcomes and consequences of workplace friendships

Employee adjustment: Job satisfaction, organizational commitment, stress (workplace romances)

Length of service bias (rating error)

Employee assumed to be doing their job effectively based on prior experience

Framing conflict

Example: the office (win-win) (lose-lose) conflict whether the poster is put up or is kept down because it creeps oscar out -the poster can be put somewhere he could not see it

Intrinsic incentive

Exists within the individual vs. external pressure, pleasure of activity vs, reward, driven by enjoyment of task itself (INTERNAL MOTIVATION)

Sensitivity

Extent to which negative feedback is provided in a way that "saves face" for the employee

Giving support may work against the person providing it:

Give information about an opportunity you want but do not want the other person to want as well, but feel obligated to tell them about it

Commodity

Given by one person to be "owed" support at some future time. The "social cost" of the relationship in terms of time and energy (might expect you to cover their shift for a favor)

Romantic relationships in the workplace- DETRIMENTAL:

Hard to separate personal and professional lives when two workers are intertwined and can affect work performance. Deterioration of relationship can strain work environment. OR could lead to harassment

Developmental function

Help to improve job performance: reinforce effective performance/behavior; change ineffective performance/behavior

Frequency

How often feedback is provided

Disengagement tactics/relationship deterioration

How people leave job: depersonalization and withdrawal

Social construction

Humans construct the world through social practices and social processes (boys shouldn't cry, women eat salads and men prefer bbq)

Organizational relationships

INVOLUNTARY. When an organizational structure has forced two people to spend time together on a mutual task, they are participating in a dyadic relationships. Many remain mostly task oriented or could become a personal relationship.

Impact on differential treatment on peer relationships/communication (MATRIX) EXAMPLE 1:

In a machinery area, a coworker from other coworker to get a drill and bosses him around. This leaves the bossed around co-worker feeling unmotivated and used

Positive consequences of workplace relationships

Individuals are able to share workplace experiences and help one another make sense of them, can talk to their co-workers about organizational phenomena that friends outside the organization might not understand, can provide: emotional, social and task support and can benefit the organization by reducing employee turnover. Can provide a support system that supplies information and feedback might not otherwise receive, this can lead to organization loyalty.

Conflict definition

Interaction of interdependent people who perceive opposition of goals, aims and values and who see the other party as potentially interfering with the realization of those goals

Information retrieval

Make the other person feel she should give the should give the support some information not exactly available to the supporter. If the other person does not have anything to share as well, the one who told could feel used

Feedback exercise

Manger at coffee shop in college town. Most customers are college students. New employee: Chris has been having trouble at work (customer service). Rude and snappy toward the customers especially during busy periods and complains to other workers. -As manager: not let him work on the busy schedule until he picks up the job and is more comfortable -Make sure he is trained without it being too costly, going to change the culture if you fire him right away, make sure it is in private rather than in front of any other employees

Negative consequences of organization conflict

More stressful and more tension

The halo effect (rating error)

Most common error. Supervisor gives favorable ratings to all job duties based on impressive performance in just ONE job function

Expectancy-valence theory

Motivation governs how individuals choose among different voluntary activities/goals

Intrinsic incentive example

Motivation within Kramer: did the job for himself and his own feelings not for the money, he didn't even have the job, giving feedback and evaluation was key to him

Cooperative and problem solving attitude

Must want to solve problem, focus discussion on problem not the person, be open-minded to other viewpoints

Competitive rater (rating error)

No one under the supervision should be given higher performance rating than supervisor receives

Feedback example: The office (it's all up there)

Not accepting feedback or evaluations meant to make you a better worker/employee. What he did wrong was he kept his state of mind about how he was doing . He thought he was doing it well not matter what someone else said

Interpersonal relationships (2)

Organizational relationships and Personal relationships

Factors that promote friendship development

Personality, demographic and perceived similarity, proximity, shared tasks and projects, shared tasks and projects, socializing, work related problems (can lead to gossip) and life events

Valence

Positive or negative

Informational peer

Primary function is INFORMATION SHARING. Low levels of trust and self disclosure, talk about work and job related feedback, most co-worker relationships are information peer relationships, low levels of cohesion and lower quality information sharing

Special peer

Primary function is confirmation, emotional support, close friendship, "best friend" at work; high levels of trust; rarest type of co-worker relationship, low levels of supervisor consideration

Collegial peer

Primary function: career-strategizing, job related feedback and friendship, moderate levels of trust and self disclosure, information sharing, emotional support, feedback (personal and job related) and confirmation, discussion of personal as well as work related concerns, high levels of cohesion, higher quality of information sharing

Impact on differential treatment on peer relationships/communication (MATRIX) EXAMPLE 2:

Quest diversity. michael the boss: favors a certain coworker and does not give a bigger workload to other coworkers which results in a discouraged and insecure coworker

Central tendency (rating error)

Rater rates everyone down the middle

Herzberg's theory (need-based)

Satisfaction and dissatisfaction are not the same dimension. Assumes people have two types of needs: -Hygiene needs: met by extrinsic rewards (pay, benefits) -Motivational needs: intrinsic rewards (achievements, etc)

Tight rater (rating error)

Seldom rates employee as excellent

Feedback sandwich

Start out with a positive and then a negative and then end with a positive

Positive consequences of organization conflict

Teaches you how to deal with different personalities

The pitchfork effect (rating error)

The opposite of halo. Gives all negative ratings based on poor performance of one thing

Personal relationship

VOLUNTARY. When two people choose to spend time with each other due to mutual emotional needs.

Specificity

Vague versus detailed feedback

Symmetrical

When the two partners are equal in the relationship. They participate equally to make decisions and share control over what they do together.

Conflict management exercise

You and co-worker, megan requested vacation time, but boss says cant be out of office at the same time because someone needs to be there to cover responsibilities. Asked you and megan to deal with the problem -trust and respect (one could take off the first week and then one could take off the second week)

Identify common goals

between supervisor and worker

Proxemics

friendships develop based on which individuals happen to share the same space. More likely to develop friendship when in constant contact.

Establishing and maintaining effective workplace relationships

resolves conflict