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ROBBINS • JUDGE • MILLETT • BOYLE
ORGANISATIONAL
BEHAVIOUR 8TH EDITION
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CONTENTS
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CONTENTS
What are the consequences of trust? 304 The ethics of behaving politically 341
Leading for the future: mentoring 305 Personal Inventory Assessments
Myth or Science? ‘Top leaders feel the Gaining Power and Influence 341
most stress’ 306
Summary 342
Challenges to the leadership construct 306 Implications for managers 342
Leadership as an attribution 307 Point/Counterpoint Everyone wants power 343
Substitutes for and neutralisers of leadership 307 Questions for review 344
Online leadership 308 Experiential exercise Understanding power
Finding and creating effective leaders 309 dynamics 344
Selecting leaders 309 Case study Barry’s peer becomes his boss 344
Training leaders 309 Endnotes 345
OB in Practice What influence do you exert as a
leader? 309
Chapter 13 Conflict and negotiation 350
Summary 311 A definition of conflict 352
Implications for managers 311 Traditional view of conflict 352
Point/Counterpoint Heroes are made, not born 312 Interactionist view of conflict 352
Questions for review 313 Types and loci of conflict 353
Experiential exercise What is a leader? 313 Types of conflict 353
Case study Leadership factories 313 Loci of conflict 353
Endnotes 314 The conflict process 354
Stage I: potential opposition or
incompatibility 355
Chapter 12 Power and politics 322
OB in Practice Tips for managing family
A definition of power 324
conflicts in business 355
Bases of power 324
Formal power 325 Stage II: cognition and personalisation 356
Personal power 325 Stage III: intentions 357
Which bases of power are most effective? 326 Stage IV: behaviour 358
Dependency: the key to power 326 Stage V: outcomes 359
The general dependency postulate 326 Negotiation 361
What creates dependency? 326 Bargaining strategies 362
Power tactics 327 Myth or Science? ‘Teams negotiate better
than individuals in collectivistic cultures’ 364
Globalisation Power, gender and sexual
harassment in France 329 The negotiation process 365
Sexual harassment: unequal power in the Individual differences in negotiation
workplace 329 effectiveness 366
OB in Practice How power affects people 330 Globalisation Trust is an issue 369
Third-party negotiations 369
Ethical Choice Should all sexual behaviour be
prohibited at work? 332 Ethical Choice Using empathy to negotiate
more ethically 370
Politics: power in action 332
Definition of organisational politics 332 Personal Inventory Assessments
The reality of politics 333 Strategies for Handling Conflict 370
Causes and consequences of political behaviour 334 Summary 371
Factors contributing to political behaviour 334 Implications for managers 371
Myth or Science? ‘Powerful leaders keep their Point/Counterpoint Conflict benefits organisations 373
(fr)enemies close’ 336 Questions for review 374
How do people respond to organisational Experiential exercise A negotiation role-play 374
politics? 336 Case study Choosing your battles 375
Impression management 338 Endnotes 375
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Preface
Welcome to the eighth edition of Organisational Behaviour! Long considered the standard for all
organisational behaviour textbooks, the text’s latest edition continues its tradition of making
current, relevant research come alive for students. While maintaining the book’s hallmark
features—clear writing style, cutting-edge content and engaging pedagogy—the eighth edition
has been thoroughly updated to reflect the most recent research within the field of organisational
behaviour. While we have preserved the core material, we’re confident that this edition reflects
the most important research and topical issues facing organisations, managers and employees.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2017—9781488609329—Robbins/Organisational Behaviour 8e
PREFACE
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2017—9781488609329—Robbins/Organisational Behaviour 8e
PREFACE
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2017—9781488609329—Robbins/Organisational Behaviour 8e
PREFACE
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PREFACE
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PREFACE
MYMANAGEMENTLAB WWW.PEARSON.COM.AU/ROBBINS8
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PREFACE
Educator resources
A suite of resources is provided to assist with delivery of the text, as well as to support teaching
and learning.
SOLUTIONS MANUAL
The Solutions Manual provides educators with detailed, accuracy-verified solutions to the end-of-
chapter problems in the book.
TEST BANK
The Test Bank provides a wealth of accuracy-verified testing material. Updated for this new edition,
each chapter offers a wide variety of question types arranged by learning objective and tagged
by AACSB standards. Each Test Bank question can also be assigned to students and auto-graded
through MyManagementLab.
POWERPOINT LECTURE SLIDES
A comprehensive set of PowerPoint slides can be used by educators for class presentations or by
students for lecture preview or review. They include key figures and tables, as well as a summary of
key concepts and examples from the text.
DIGITAL IMAGE POWERPOINT SLIDES
All the diagrams and tables from the text are available for lecturer use in chapter-based PowerPoint
slides.
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Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2017—9781488609329—Robbins/Organisational Behaviour 8e
Guided tour
ChaPter Teamwork and hard aussie rock
8
The Easybeats were a popular rock band in the 1960s, and the
first Australian band to score an international hit with ‘Friday
Foundations of
on My Mind’. Formed in 1964, the band lasted only five years
before financial disputes and internal rifts caused it to disband.
Another Australian rock band, AC/DC, has become one of
the most successful bands of all time, with a career spanning
group behaviour
more than 40 years. Clearly, many bands don’t last that long in
the limelight, so what has held this group together for so long?
Has teamwork got anything to do with succeeding in the music
business?
While there have been changes to the membership of
AC/DC, the group that has been central to its longevity is the
A tribe is a group of people connected to one another, Young family. A close-knit family of eight children, the Youngs
emigrated to Australia from Scotland in 1963. Two of the
connected to a leader, and connected to an idea. For Youngs, Malcolm and Angus, became guitarists in the band. A third, George, has played a
source © sergione
infuso/Demotix/Corbis.
millions of years, human beings have been part of one tribe significant role in the band’s development and management. George first rose to stardom
or another. A group needs only two things to be a tribe: a as the rhythm guitarist of the Easybeats. According to Jesse Fink, author of The Youngs: The
Brothers Who Built AC/DC, George’s early disappointing experience with the business side
shared interest and a way to communicate. of the music industry is one of the reasons AC/DC has remained so private and self-reliant.
Seth Godin The family business at the heart of AC/DC has helped it become the most consistent brand
in rock and roll. A recent study found that businesses based on strong family influences, such
as AC/DC, are, as a general rule, less likely to innovate. Family influence leads businesses to
make choices based on non-economic considerations, and family dynamics often override
business considerations. Family influence also reinforces emotional ties to the status quo.
Learning ObjeCtives AC/DC has never strayed far from its familiar brand of hard rock, and their success
appears to contradict the innovate-or-die approach to business. Says Fink: ‘The key business
After studying this chapter, you should be able to: lesson from AC/DC is that if you do something well, stick with it. . . . AC/DC don’t force
1. Define group and differentiate between different types of groups. experimental new songs on their audience. They give them what they want. And they do it
exceptionally well.’ Fink believes few musicians could continue to please their fans with a
2. Identify the five stages of group development.
steady supply of new songs while staying within such narrow musical parameters. Angus
3. Show how role requirements change in different situations. Young, AC/DC’s lead guitarist, puts it this way: ‘We’ve got the basic thing kids want. They
4. Demonstrate how norms and status exert influence on an individual’s want to rock and that’s it. When you hit a guitar chord, a lot of the kids in the audience are
hitting it with you. . . . They’re so much into the band they’re going through all the motions
behaviour.
with you.’
5. Show how status and size differences affect group performance. The Young brothers’ appearance on the Business Review Weekly’s ‘Rich Families’ list shouldn’t
6. Describe how issues of cohesiveness and diversity can be integrated come as a surprise: AC/DC are easily one of the world’s biggest-selling bands, with over 200
for group effectiveness. million albums sold, including more than 22 million copies of 1980’s Back in Black—the
second-highest selling album of all time (behind Michael Jackson’s Thriller). In the cut-throat
7. Contrast the strengths and weaknesses of group decision making. music industry, the three Young brothers are a powerful and enduring team.
SOURCES: R. Blatt, ‘Why being a family business made AC/DC the most consistent brand in rock n roll’, Forbes, 30 April
2014; J. Michaud, ‘The brothers who built AC/DC’, 2 December 2014, The New Yorker; and A. Newstead, ‘The richest
rock music group in Australia proves money talks’, Tonedeaf, 31 July 2013.
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OBJECTIVES make learning chapter with a case example attitudes and leads those who feel harassed to withdraw from the organisation. In many cases,
reporting sexual harassment doesn’t improve the situation, because the organisation responds in a
negative or unhelpful way. When organisational leaders make honest efforts to stop the harassment,
more efficient. Each chapter about an individual or an sexual harassment
the outcomes are much more positive.32
Sexual harassment is defined as any unwanted activity of a sexual nature that affects an
Any unwanted activity of a
SOURCES: Y. Cho and N. J. Fast, ‘Power, defensive denigration, and the assuaging effect of gratitude expression’, Journal of Experimental
Social Psychology 48, 2012, pp. 778–82; M. Pitesa and S. Thau, ‘Masters of the universe: how power and accountability influence self-serving
decisions under moral hazard’, Journal of Applied Psychology 98, 2013, pp. 550–8; N. J. Fast, N. Sivanathan, D. D. Mayer and A. D. Galinsky,
‘Power and overconfident decision-making’, Organizational Behavior and Human Decision Processes 117, 2012, pp. 249–60; A. Grant, ‘Yes, power
corrupts, but power also reveals’, Government Executive, 23 May 2013; J. K. Maner, M. T. Gaillot, A. J. Menzel and J. W. Kunstman, ‘Dispositional
OB IN PRACTICE boxes look at current issues in OB and put anxiety blocks the psychological effects of power’, Personality and Social Psychology Bulletin 38, 2012, pp. 1383–95; and N. J. Fast, N. Halevy
and A. D. Galinsky, ‘The destructive nature of power without status’, Journal of Experimental Social Psychology 48, 2012, pp. 391–4.
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GUIDED TOUR
4 Assess contingency
theories of leadership
contingency theories
by their level of Some tough-minded leaders seem to gain a lot of admirers when they take over struggling companies
support.
and help lead them out of the doldrums.
Predicting leadership success is more complex than isolating a few traits or behaviours. What
worked in very bad times and in very good times for some leaders doesn’t seem to translate into
long-term success. The failure by researchers in the mid-20th century to obtain consistent results
led to a focus on situational influences. The relationship between leadership style and effectiveness
suggested that, under condition a, style x would be appropriate, whereas style y was more suitable
Foundations of organisational structure ChaPter 14
for condition b, and style z for condition c. But what were conditions a, b, c? It was one thing to say
Fiedler contingency
Companies can reduce negative impacts by preparing for the post-downsizing environment that leadership effectiveness depends on them and another to be able to identify them.
model The theory that
in advance, thus alleviating some employee stress and strengthening support for the new strategic effective groups depend on
direction.33 Here are some effective strategies for downsizing, and suggestions for implementing the fiedler model
a proper match between a
them. Most are closely linked to the principles of organisational justice discussed in Chapter 7. leader’s style of interacting The first comprehensive contingency model for leadership was developed by Fred Fiedler.16 The
with subordinates and the Fiedler contingency model proposes that effective group performance depends on the proper
• Investment. Companies that downsize to focus on core competencies are more effective when match between the leader’s style and the degree to which the situation gives the leader control.
degree to which the situation
they invest in high-involvement work practices afterwards. gives control and influence to
• Communication. When employers make efforts to discuss downsizing with employees early on in the leader. Identifying leadership style
the process, employees are less worried about the outcomes and feel that the company is taking Fiedler believes that a key factor in leadership success is the individual’s basic leadership style. He
least preferred
their perspective into account. created the least preferred co-worker (LPC) questionnaire to identify that style by measuring
co-worker (lPc)
questionnaire
whether a person is task-oriented or relationship-oriented. The LPC questionnaire asks respondents
• Participation. Employees worry less if they can participate in the process in some way. In some to think of all the colleagues they have ever had and describe the one person they least enjoyed working
An instrument that purports
companies, voluntary early retirement programs or severance packages can help achieve leanness with by rating that person on a scale of 1 to 8 for each of 16 sets of contrasting adjectives (such
to measure whether a person
without lay-offs. is task- or relationship- as pleasant–unpleasant, efficient–inefficient, open–guarded, supportive–hostile). If you describe the
• Assistance. Providing severance, extended healthcare benefits and job search assistance oriented. person you are least able to work with in favourable terms (a high LPC score), Fiedler would label you
demonstrates that a company does care about its employees and honours their contribution.
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Companies that make themselves lean can be more agile, efficient and productive, but only if
they make cuts carefully and help employees through the process.
4 Demonstrate how
organisational
Why do structures differ? structures differ, and
contrast mechanistic
and organic structural
Structure is a means to achieve objectives, and objectives derive from the organisation’s overall
strategy, so it’s only logical that strategy and structure should be closely linked. In fact, structure
cross-functional teams, has
low formalisation, possesses
a comprehensive information
better manager.
should follow strategy. If management significantly changes the organisation’s strategy, the network and relies on
structure must change to accommodate it.36 Most current strategy frameworks focus on three participative decision making.
strategy dimensions—innovation, cost-minimisation and imitation—and the structural design that
works best with each.37 innovation strategy
To what degree does an organisation introduce major new products or services? An innovation A strategy that emphasises
strategy strives to achieve meaningful and unique innovations. Obviously, not all organisations the introduction of major new
pursue innovation. 3M and Apple do, but conservative retailer Myer does not. Innovative products and services.
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GUIDED TOUR
EI is biologically based
In one study, people with damage to the brain area that governs emotional processing (part of the
prefrontal cortex) scored no lower on standard measures of intelligence than people without similar
damage. Nevertheless, they scored significantly lower on EI tests and were impaired in normal
ETHICAL CHOICE boxes are based on real business scenarios decision making. This study suggests that EI is neurologically based in a way that’s unrelated to
standard measures of intelligence.75 There is also evidence that EI is genetically influenced, further
supporting the idea that it measures a real underlying biological factor.76
and situations that have posed an ethical dilemma. The case againsT ei
For all its supporters, EI has just as many critics who say it is vague and impossible to measure, and
they question its validity.
GLOBALISATION boxes enlighten students on international scores for Indian and North American executives using the Emotional Competence Inventory (ECI-2)
test found the results similar but not the same, suggesting the need for modification.
• Applicants may react negatively to taking an EI test in general, or to parts of it. The face recognition
OB practice. test, for example, may seem culturally biased to some if the subject photos are not diverse. Also,
participants who score high on EI tests tend to consider them fair; applicants who score lower may
not perceive the tests to be fair and can thus consider the hiring organisations unfavourably—even
if they score well on other assessments.
• EI tests may not be predictive of performance for all types of jobs. In a study of 600 Romanian
participants, results indicated that EI was valid for salespeople, public servants and CEOs of public
hospitals, but these were all roles requiring significant social interaction. EI tests may need to be
tailored for each position category or not be used when the position description doesn’t warrant its use.
• It remains somewhat unclear what EI tests are actually measuring. They may reflect personality or
intelligence, in which case other measures might be better.
• There isn’t enough research on how emotional intelligence affects, for instance, counterproductive
work behaviours. It may not be prudent to test and select applicants who are rated high on EI when
we aren’t yet certain that everything about EI leads to desired workplace outcomes.
These concerns suggest EI tests should be avoided in hiring decisions. However, because research
Part 2 The individual has indicated that emotional intelligence does predict job performance to some degree, managers should
not be too hasty to dismiss the tests. Rather, those wishing to use EI in hiring decisions should be aware
of these issues in order to make informed and ethical decisions about not only whom to hire, but how.
is the personality profile of an entrepreneur the same across
gloBAlisAtion
different countries? SOURCES: D. Iliescu, A. Ilie, D. Ispas and A. Ion, ‘Emotional intelligence in personnel selection: applicant reactions, criterion, and incremental
validity’, International Journal of Selection and Assessment, September 2012, pp. 347–58; R. Sharma, ‘Measuring social and emotional
intelligence competencies in the Indian context’, Cross Cultural Management 19, 2012, pp. 30–47; and S. Sharma, M. Gangopadhyay, E. Austin
What is an entrepreneurial personality? Recent research has provided some answers, and some and M. K. Mandal, ‘Development and validation of a situational judgment test of emotional intelligence’, International Journal of Selection and
Assessment, March 2013, pp. 57–73.
interesting insights into how well this profile translates across regions and countries. The personality
profile of an entrepreneur is well represented in one study by a constellation of the Big Five traits, with 118 /
high scores on extraversion, conscientiousness and openness, and low scores on agreeableness and
neuroticism.
Another recent study suggests there are more differences within than between countries on the
entrepreneurial personality. This study constructed a personality profile of the entrepreneurial personality M05_ROBB8786_08_LT_C05.indd 118 3/17/16 6:19 PM
from the Big Five traits and then analysed large samples of individuals from the United States, the
United Kingdom and Germany.
In Germany, individuals in Berlin and Hamburg scored the highest on the entrepreneurial personality
profile. In the United Kingdom, East England and London scored highest. In the United States, there were
differences across both cities and states. Of the 15 largest US cities, Miami–Fort Lauderdale, Seattle–
Tacoma and Atlanta scored highest on the entrepreneurial personality profile. Among the states, Colorado,
Utah and the District of Columbia scored highest.
Within each country, the study found that the entrepreneurial personality profile correlated with
the region’s or city’s level of entrepreneurial activity, as measured by the percentage of the population
trying to start new businesses, the proportion of businesses less than 3.5 years old and the number of
individuals who were self-employed. These results suggest there is an entrepreneurial personality profile;
it correlates with actual entrepreneurial activity across countries; and within each country, regional and
metropolitan differences exist in both the personality profile and entrepreneurial activity.
Of course, one limitation of these three studies is their Western locations. It would be interesting to
see whether the same pattern holds in India and China.
SOURCE: Based on M. Obschonka, E. Schmitt-Rodermund, R. K. Silbereisen, S. D. Gosling and J. Potter, ‘The regional distribution and correlates
of an entrepreneurship-prone personality profile in the United States, Germany, and the United Kingdom: a socioecological perspective’, Journal
of Personality and Social Psychology 105, no. 1, 2013, pp. 104–22.
5 Define values,
demonstrate the values
importance of values,
and contrast terminal
Is capital punishment right or wrong? If a person enjoys being powerful, is that good or bad?
and instrumental The answers to these questions are value-laden. Some might argue that capital punishment is right
values. because it is the right punishment for crimes such as murder and treason. Others might argue, just
as strongly, that no government has the right to take anyone’s life.
Values represent basic convictions that ‘a specific mode of conduct or end-state of existence
is personally or socially preferable to an opposite or a converse mode of conduct or end-state of Emotions and moods chapter 5
values Basic convictions
existence’.61 They contain a judgmental element in that they carry an individual’s ideas as to what
that a specific mode of
conduct or end-state of
is right, good or desirable. Values have both content and intensity attributes. The content attribute
existence is personally or
socially preferable to an
says that a mode of conduct or end-state of existence is important. The intensity attribute specifies
how important it is. When we rank an individual’s values in terms of their intensity, we obtain that Summary
opposite or a converse mode person’s value system. All of us have a hierarchy of values that forms our value system. We find Emotions and moods are similar in that both are affective in nature. But they are also different—moods
of conduct or end-state of it in the relative importance we assign to values such as freedom, pleasure, self-respect, honesty, are more general and less contextual than emotions. And events do matter. The time of day and day
existence. obedience and equality. of the week, stressful events, social activities and sleep patterns are some of the factors that influence
value system Are values fluid and flexible? Generally speaking, no. They tend to be relatively stable and emotions and moods. Emotions and moods have proven relevant for virtually every OB topic we study,
A hierarchy based on a enduring.62 A significant portion of the values we hold is established in our early years—by parents, and they have implications for managerial practice.
ranking of an individual’s teachers, friends and others. As children, we are told that certain behaviours or outcomes are always
values in terms of their desirable or always undesirable, with few grey areas. You were never taught to be just a little bit
intensity. honest or a little bit responsible, for example. It is this absolute, or ‘black-or-white’, learning of
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implications for managers
• To foster effective decision making, creativity and motivation in employees, model positive
emotions and moods as much as is authentically possible.
M04_ROBB9329_08_LT_C04.indd 88 3/18/16 1:07 PM • Provide positive feedback to increase the positivity of employees.
• In the service sector, encourage positive displays of emotion, which make customers feel more
positive and thus improve customer service interactions and negotiations.
• Regulate your intense emotional responses to an event by recognising the legitimacy of the
emotion and being careful to vent only to a supportive listener who isn’t involved in the event.
• Be careful not to ignore co-workers’ and employees’ emotions; don’t assess others’ behaviour as
if it were completely rational. As one consultant aptly put it, ‘You can’t divorce emotions from the
workplace because you can’t divorce emotions from people.’133 Managers who understand the
role of emotions and moods will significantly improve their ability to explain and predict their
co-workers’ and employees’ behaviour.
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GUIDED TOUR
point/counterpoint
someTimes blowing your Top is a good Thing
POINT/COUNTERPOINT dialogues are focused arguments
Point Counterpoint that allow you to see two sides of an OB controversy. These
Anger is discussed throughout this chapter for a reason: Yes, anger is a common emotion. But it’s also a toxic
it’s an important emotion. However, what about our
responses to feeling anger? Work cultures teach us to
one. The experience of anger and its close correlate,
hostility, is linked to many counterproductive behaviours
dialogues help stimulate class discussion and encourage you to
think critically about OB issues in the workplace.
avoid showing any anger at all, lest we be seen as poor in organisations. That is why many organisations have
service providers or, worse, unprofessional or even developed anger management programs—to blunt the
deviant or violent. While, of course, there are times when harmful effects of anger in the workplace.
the expression of anger is harmful or unprofessional, The US Bureau of Labor Statistics estimates that
we’ve taken this view so far that we now teach people to 16% of fatal workplace injuries resulted from workplace
suppress perfectly normal emotions. It is inappropriate violence. Do we think the individuals who committed
to ask people to behave in abnormal ways, and there these acts were feeling joyful and contented?
is even more evidence about the organisational and To reduce anger in the workplace, many companies
personal costs of emotion suppression. develop policies that govern conduct such as yelling,
Emerging research shows that suppressing anger shouting profanities and making hostile gestures. Others
takes a terrible toll on individuals. One Stanford institute anger management programs. For example, one
University study showed, for example, that when organisation conducted mandatory in-house workshops
individuals were asked to wear a poker face during that showed individuals how to deal with conflicts in
the showing of the atomic bombings of Japan during the workplace before they boil over. The director who
the Second World War, they were much more stressful instituted the training said it ‘gave people specific tools
conversation partners once the video was over. Other for opening a dialogue to work things out’. MTS Systems,
research shows that college students who suppress an engineering firm, engages an outside consulting
emotions such as anger have more trouble making firm to conduct anger management programs for its
friends and are more likely to be depressed, and that organisation. Typically, MTS holds an eight-hour seminar
employees who suppress anger feel more stressed
by work.
that discusses sources of anger, conflict resolution
techniques and organisational policies. This is followed The CASE STUDY at the end of each chapter gives you the
There is a better way. One recent study showed by one-on-one sessions with individual employees that
that even when employees displayed anger deemed
inappropriate by co-workers, if co-workers responded
focus on cognitive behavioural techniques to manage
their anger. The outside trainer charges US$7000–
opportunity to apply the knowledge gained in the chapter
supportively to the anger (for example, by listening to US$10 000 for the seminar and one-on-one sessions.
the angry employee), favourable responses such as
constructive work changes were the result.
‘You want people to get better at communicating with
each other,’ says MTS manager Karen Borre.
to hypothetical situations that could be encountered in
Yes, managers must work to maintain a positive,
respectful and non-violent culture. However, asking
employees to suppress their anger not only is an
In the end, everyone wins when organisations seek
to diminish both the experience and the expression of
anger at work. The work environment is less threatening
organisations.
ineffective and costly strategy, it ultimately may backfire and stressful to employees and customers. Employees
if appropriate ways to express and release anger are likely to feel safer. And the angry employee is often
are blocked. helped as well.
SOURCES: B. Carey, ‘The benefits of blowing your top’, The New York Times, 6 July 2010, p. D1; R. Y. Cheung and I. J. Park, ‘Anger suppression, interdependent
self-construal, and depression among Asian American and European American college students’, Cultural Diversity and Ethnic Minority Psychology, 16, no. 4, 2010,
pp. 517–25; D. Geddes and L. T. Stickney, ‘The trouble with sanctions: organizational responses to deviant anger displays at work’, Human Relations 64, no. 2, 2011,
pp. 201–30; and J. Fairley, ‘Taking control of anger management’, Workforce Management, October 2010, p. 10.
endnOtes
1. See, for example, G. P. Latham and C. C. Pinder, ‘Work 5. D. McGregor, The Human Side of Enterprise, McGraw-Hill,
motivation theory and research at the dawn of the twenty- New York, 1960. For an updated analysis of Theory X and
first century’, Annual Review of Psychology 56, 2005, pp. Theory Y constructs, see R. E. Kopelman, D. J. Prottas and D.
485–516; and C. C. Pinder, Work Motivation in Organizational W. Falk, ‘Construct validation of a Theory X/Y behavior scale’,
Behavior, 2nd ed., Psychology Press, London, 2008. Leadership and Organization Development Journal 31, no. 2,
2. Pinder, Work Motivation in Organizational Behavior. 2010, pp. 120–35.
3. A. Maslow, Motivation and Personality, Harper & Row, 6. F. Herzberg, B. Mausner and B. Snyderman, The Motivation
New York, 1954. to Work, Wiley, New York, 1959.
4. See, for example, E. E. Lawler III and J. L. Suttle, 7. R. J. House and L. A. Wigdor, ‘Herzberg’s dual-factor
‘A causal correlation test of the need hierarchy concept’, theory of job satisfaction and motivations: a review of the
Organizational Behavior and Human Performance, April 1972, evidence and criticism’, Personnel Psychology, Winter 1967,
pp. 265–87; D. T. Hall and K. E. Nougaim, ‘An examination pp. 369–89; D. P. Schwab and L. L. Cummings, ‘Theories
of Maslow’s need hierarchy in an organizational setting’, of performance and satisfaction: a review’, Industrial
Organizational Behavior and Human Performance, February Relations, October 1970, pp. 403–30; and J. Phillipchuk
1968, pp. 12–35; A. K. Korman, J. H. Greenhaus and and J. Whittaker, ‘An inquiry into the continuing relevance
I. J. Badin, ‘Personnel attitudes and motivation’, in of Herzberg’s motivation theory’, Engineering Management
M. R. Rosenzweig and L. W. Porter (eds), Annual Review of Journal 8, 1996, pp. 15–20.
Psychology Annual Reviews, Palo Alto, CA, 1977, 8. E. Deci and R. Ryan (eds), Handbook of Self-Determination
pp. 178–79; and J. Rauschenberger, N. Schmitt and Research, University of Rochester Press, Rochester, NY,
J. E. Hunter, ‘A test of the need hierarchy concept by a 2002; R. Ryan and E. Deci, ‘Self-determination theory and
Markov model of change in need strength’, Administrative the facilitation of intrinsic motivation, social development,
Science Quarterly, December 1980, pp. 654–70. and well-being’, American Psychologist 55, no. 1, 2000,
194 /
xxiv /
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