Take home quiz in Human Behavior in Organization

Pacot, Bryan G. BSAT III

1. Differentiate intergroup conflict and Organization conflict

Intergroup conflict is the hostility towards the other group within an organization (e.g., sports
teams, ethnic groups, nations, religions, gangs). When perspectives of group leaders collides the
other, it creates a rivalry instead of doing it together to achieve their goals. Organizational
conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition
of needs, values and interests between people working together.
2. Discuss the stages of conflict
FIVE STAGES OF CONFLICT:

Latent Stage: Participants not yet aware of conflict

Perceived Stage: Participants aware a conflict exists

Felt Stage: Stress and anxiety

Manifest: Conflict is open and can be observed

Aftermath: Outcome of conflict, resolution or dissolution

3. Discuss the different resolution

Dual concern model
The dual concern model of conflict resolution is a conceptual perspective that assumes
individuals preferred method of dealing with conflict is based on two underlying themes or
dimensions: concern for self (assertiveness) and concern for others (empathy).[1]
According to the model, group members balance their concern for satisfying personal needs and
interests with their concern for satisfying the needs and interests of others in different ways. The
intersection of these two dimensions ultimately leads individuals towards exhibiting different
styles of conflict resolution. The dual model identifies five conflict resolution styles/strategies
that individuals may use depending on their dispositions toward pro-self or pro-social goals.
Avoidance conflict style
Characterized by joking, changing or avoiding the topic, or even denying that a problem
exists, the conflict avoidance style is used when an individual has no interest in dealing
with the other party, when one is uncomfortable with conflict, or due to cultural contexts.
During conflict, these avoiders adopt a wait and see attitude, often allowing conflict to

phase out on its own without any personal involvement. By neglecting to address highconflict situations, avoiders risk allowing problems to fester out of control.
Yielding conflict style
In contrast, yielding or accommodating conflict styles are characterized by a high level
of concern for others and a low level of concern for oneself. This passive pro-social
approach emerges when individuals derive personal satisfaction from meeting the needs
of others and have a general concern for maintaining stable, positive social relationships.
When faced with conflict, individuals with a yielding conflict style tend to give into
others demands out of respect for the social relationship.
Competitive conflict style
The competitive or fighting conflict style maximizes individual assertiveness (i.e.,
concern for self) and minimizes empathy (i.e., concern for others). Groups consisting of
competitive members generally enjoy seeking domination over others, and typically see
conflict as a win or lose predicament. Fighters tend to force others to accept their
personal views by employing competitive power tactics (arguments, insults, accusations,
violence, etc.) that foster feelings of intimidation (Morrill, 1995).
Cooperation conflict style
Characterized by an active concern for both pro-social and pro-self behavior, the
cooperation conflict style is typically used when an individual has elevated interests in
their own outcomes as well as in the outcomes of others. During conflict, cooperators
collaborate with others in an effort to find an amicable solution that satisfies all parties
involved in the conflict. Individuals using this type of conflict style tend to be both highly
assertive and highly empathetic. By seeing conflict as a creative opportunity,
collaborators willingly invest time and resources into finding a win-win solution.
According to the literature on conflict resolution, a cooperative conflict resolution style is
recommended above all others. This resolution may be achieved by lowering the
aggressors guard whilst raising the ego.
Conciliation conflict style
The conciliation or compromising conflict style is typical of individuals who possess
an intermediate level of concern for both personal and others outcomes. Compromisers
value fairness and, in doing so, anticipate mutual give-and-take interactions. By accepting
some demands put forth by others, compromisers believe this agreeableness will
encourage others to meet them halfway, thus promoting conflict resolution. This conflict
style can be considered an extension of both yielding and cooperative strategies
4. How is internal recruitment different from external recruitment?
Internal recruitment is when the business looks to fill the vacancy from within its existing
workforce. External recruitment is when the business looks to fill the vacancy from any
suitable applicant outside the business.
5. Discuss the errors in performing appraisal
1. Halo Effect

Halo Effect is when a raters overall positive or negative impression of an individual employee
leads to rating him or her the same across all rating dimensions.
This is when a manager really likes or dislikes an employee and allows their personal feelings
about this employee to influence their performance ratings of them.
2. Leniency Error
Leniency error is when a raters tendency is to rate all employees at the positive end of the scale
(positive leniency) or at the low end of the scale (negative leniency).
This can happen when a manager over-emphasizes either positive or negative behaviors.
3. Central Tendency Error
Central tendency error is the raters tendency to avoid making extreme judgments of employee
performance resulting in rating all employees in the middle part of a scale.
This can happen either when a manager is not comfortable with conflict and avoids low marks to
avoid dealing with behavioral issues or when a manager intentionally forces all employees to the
middle of the scale.
4. Recency Error
Recency error is the raters tendency to allow more recent incidents (either effective or
ineffective) of employee behavior to carry too much weight in evaluation of performance over an
entire rating period.
This can be extreme on both ends of the spectrum. Either an employee just finishing a major
project successfully or an employee may have had a negative incident right before the
performance appraisal process and it is on the forefront of the managers thoughts about that
employee.
It is for this reason that keeping accurate records of performance throughout the year to refer
back to during performance appraisal time is so important.
5. First Impression Error
First impression error is the raters tendency to let their first impression of an employees
performance carry too much weight in evaluation of performance over an entire rating period.
An example of this would be a new employee joining the organization and performing at high
levels during their honeymoon period and then possibly losing some of that initial momentum.
6. Similar-to-me Error

Similar-to-me error is when the raters tendency is biased in performance evaluation toward
those employees seen as similar to the raters themselves. We can all relate to people who are
like us but cannot let our ability to relate to someone influence our rating of their employee
performance.
Since human biases can easily influence the rating process, it is important to create objective
measures for rating performance. Observing behaviors and using available technology to help
track performance can take some of the biases out of the rating process.