CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

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7. WORKPLACE AGGRESSION AND CONFLICT 213 taBle 7.1 Definitions of “Dark side of the Workplace” Constructs Construct label Definition Workplace aggression Any form of behavior directed by one or more persons in a workplace toward the goal of harming one or more others in that workplace (or the entire organization) in ways the intended targets are motivated to avoid. (neuman & Baron, 2005, p. 18; see also Greenberg & Barling, 1999; neuman & Baron, 1996, 1998) Counterproductive Work Volitional acts that harm or intend to harm organizations and their stakeholders (e.g., clients, coworkers, customers, and supervisors). Behavior (spector & fox, 2005, pp. 151–152; see also fox, spector, & Miles, 2001; sackett, 2002; spector & fox, 2002) employee Deviance Voluntary behavior [of organizational members] that violates significant organizational norms and in doing so threatens the well-being of an organization, its members, or both (robinson & Bennett, 1995, p. 556; see also Bennett & robinson, 2000; robinson & Bennett, 1997) revenge An action in response to some perceived harm or wrongdoing by another party that is intended to inflict damage, injury, discomfort, or punishment on the party judged responsible (aquino, tripp, & Bies, 2001, p. 53; see also Bies & tripp, 2005; Bies, tripp, & Kramer, 1997; Bradfield & aquino, 1999) organizational retaliatory A subset of . . . negative [workplace] behaviors . . . used to punish the organization and its representatives in response to perceived Behavior unfairness (skarlicki & folger, 1997, p. 435; see also folger & skarlicki, 2005; skarlicki, folger & tesluk, 1999) Workplace violence Workplace violence refers only to instances [of aggression] involving direct physical assaults (neuman & Baron, 1998, p. 393; see also Baron & neuman, 1996; leBlanc & Barling, 2005; leBlanc & Kelloway, 2002). Workplace Bullying A person is bullied . . . when he or she feels repeatedly subjected to negative acts in the workplace, acts that the victim may find it difficult to defend themselves against (einarsen, raknes, & Matthiesen, 1994, p. 383; see also hoel, rayner, & Cooper, 1999; leymann, 1996; rayner & Keashly, 2005) emotional abuse Repeated hostile verbal and nonverbal behaviors (excluding physical contact) directed at one or more individuals over a period of time such that the target’s sense of self as a competent worker and person is negatively affected (Keashly & harvey, 2005, p. 205; see also Keashly, 1998; Keashly & Jagatic, 2003; Keashly, trott, & Maclean, 1994) Workplace incivility Low-intensity deviant behavior with ambiguous intent to harm the target, in violation of workplace norms for mutual respect. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others (andersson & Pearson, 1999, p. 457; see also Cortina, Magley, Williams, & langhout, 2001; Pearson, andersson, & Porath, 2005) abusive supervision Subordinates’ perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact (tepper, 2000, p. 178; see also tepper, Duffy, & shaw, 2001; zellars, tepper, & Duffy, 2002) Conflict The process that begins when one party perceives that the other has negatively affected, or is about to negatively affect, something that he or she cares about (thomas, 1992, p. 653) Three features shared by definitions of conflict: (a) Interdependence among parties, (b) perception by at least one of the parties that there is some degree of opposition or incompatibility among the goals of the parties, and (c) some form of interaction between the parties (Putnam & Poole, 1987)
taBle 7.2 summary of “Dark side of the Workplace” Constructs and their Distinctions 214 RAVER AND BARLING outcome(s) of behavior violation of norms Duration of behavior actor–target power differential Motive nature of actor nature of target org. insider at individual, org. (as a none required intent to harm target episodic not required negative outcomes any level social collective), for targets or stakeholders org. insider at individual, org., or none required intent to harm target or episodic not required negative outcomes any level stakeholders purposeful action that for targets and resulted in harm org. org. insider at individual, org., or none required intent to harm target or episodic required negative outcomes any level stakeholders purposeful action that for targets, but resulted in harm may have positive consequences org. insider at individual, org., or none required intent to harm target episodic not required negative outcomes any level stakeholders for targets, but may have positive consequences org. insider at individual, org., or none required intent to harm target episodic not required negative outcomes any level stakeholders for targets, but may have positive consequences anyone anyone none required harm to target must be episodic not required negative outcomes inflicted, not merely for targets intended org. insider at individual only required—may be no intent to harm required Persistent/ long not required negative outcomes any level formal or informal (target’s perspective) term for targets power org. insider at individual only required—may be no intent to harm required Persistent/ long not required, but negative outcomes any level formal or informal (target’s perspective) term a standard of for targets power conduct violated org. insider at individual only none required ambiguous intent to harm episodic required negative outcomes any level (target’s perspective) for targets Construct label nature of behavior Workplace aggression full range of behaviors & severity full range of behaviors & severity Counterproductive Work Behavior employee Deviance full range of behaviors & severity revenge full range of behaviors & severity full range of behaviors & severity organizational retaliatory Behavior Workplace violence Physical and severe behaviors only Workplace Bullying full range of behaviors & severity (but rarely physical) emotional abuse full range of behaviors & severity except physical contact sustained not required negative outcomes for targets no intent to harm required (target’s perspective) individual only required—formal position power org. insider and must be target’s Workplace incivility Mild severity only; physical contact excluded abusive supervision full range of behaviors & severity except physical contact not required May have positive or negative outcomes for each party superior anyone anyone none required no intent to harm required May be episodic or sustained Conflict full range of behaviors & severity Note: these construct characteristics are summarized based upon the publications referenced in table 7.1.
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The Psychology of Conflict and Conf
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The Organizational Frontiers Series
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Work Careers: A Developmental Persp
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Lawrence Erlbaum Associates Taylor
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x CONTENTS 8 Conflict Escalation in
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xii SERIES FOREWORD to help support
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xiv CONTRIBUTORS cesses, Group Deci
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xvi CONTRIBUTORS Management. Dr. Cr
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xviii CONTRIBUTORS Karen A. Jehn is
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xx CONTRIBUTORS organization commun
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xxii CONTRIBUTORS Elizabeth E. Umph
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1 Conflict in the Workplace: Source
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1. CONFLICT IN THE WORKPLACE 5 Conf
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1. CONFLICT IN THE WORKPLACE 7 inte
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1. CONFLICT IN THE WORKPLACE 9 Van
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1. CONFLICT IN THE WORKPLACE 11 dep
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1. CONFLICT IN THE WORKPLACE 13 are
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1. CONFLICT IN THE WORKPLACE 15 ide
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1. CONFLICT IN THE WORKPLACE 17 on
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1. CONFLICT IN THE WORKPLACE 25 Con
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1. CONFLICT IN THE WORKPLACE 43 Bau
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1. CONFLICT IN THE WORKPLACE 51 Pru
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2 Conflict at Work Throughout the H
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2. CONFLICT AT WORK THROUGHOUT THE
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3 Communication Processes and Confl
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3. COMMUNICATION PROCESSES AND CONF
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4 Conflict and Group Decision Makin
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4. CONFLICT AND GROUP DECISION MAKI
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150 SCHULZ-HARDT, MOJZISCH, AND VOG
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8. CONFLICT ESCALATION IN ORGANIZAT
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8. CONFLICT ESCALATION IN ORGANIZAT
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9 Conflict, Health, and Well-Being
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9. CONFLICT, HEALTH, AND WELL-BEING
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III Organizational Level of Analysi
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292 GOLDMAN, CROPANZANO, STEIN, AND
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11 Organizational Dispute Resolutio
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11. ORGANIZATIONAL DISPUTE RESOLUTI
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12 Union-Management Conflict: Histo
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12. UNION-MANAGEMENT CONFLICT: HIST
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386 TERRY AND AMIOT Different psych
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388 TERRY AND AMIOT Laboratory stud
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390 TERRY AND AMIOT implies a direc
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392 TERRY AND AMIOT high-status emp
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394 TERRY AND AMIOT ously independe
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396 TERRY AND AMIOT that the eviden
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398 TERRY AND AMIOT it is important
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400 TERRY AND AMIOT Perceptions of
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402 TERRY AND AMIOT Threat 4 3.8 3.
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404 TERRY AND AMIOT lower job satis
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406 TERRY AND AMIOT ConClusions Tak
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408 TERRY AND AMIOT Cobb, A. T., Wo
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410 TERRY AND AMIOT Mottola, G. R.,
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IV Commentaries
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416 SMITH-CROWE, BRIEF, AND UMPHRES
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15 Making Sense of an Elusive Pheno
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15. MAKING SENSE OF AN ELUSIVE PHEN
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436 CARNEVALE processes. However, w
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438 CARNEVALE such as those of Walt
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440 CARNEVALE discussion of escalat
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442 CARNEVALE ments; gain and loss
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444 CARNEVALE Luce, R. D., & Raiffa
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446 TJOSVOLD see them as dishonest
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448 TJOSVOLD me at work.” But thi
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450 TJOSVOLD represented in the Mar
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452 TJOSVOLD This note has identifi
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author index Page references follow
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Author Index 457 Bonoma, T. V., 83,
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Author Index 459 Cronbach, L. J., 4
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Author Index 461 Fang, S. S., 257,
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Author Index 463 Hambrick, D. C., 1
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Author Index 465 Jost, J. T., 417,
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Author Index 467 Li, A., 139, 143 L
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Author Index 469 Mortensen, M., 195
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Author Index 471 Pinkley, R. L., 10
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Author Index 473 Schultz, M., 37, 4
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Author Index 475 Thompson, E. P., 5
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Author Index 477 Williams, K. Y., 4
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480 Subject Index dispersion theori
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482 Subject Index N informational h
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484 Subject Index Theory and resear
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