【文章內(nèi)容簡介】 which we evaluate the appropriateness of behaviour. ? Most normative influence is unconscious。 we are only aware of it in special circumstances. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 42 Norm Development ? Why do norms develop? ? Norms provide regularity and predictability to behaviour. ? What do norms develop about? ? Norms develop about behaviours that are at least marginally important to their supporters. ? How do norms develop? ? Shared attitudes among members of a group form the basis for norms. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 43 Norm Development (continued) ? Why do individuals ply with norms? – The norm corresponds to privately held attitudes. – They often save time and prevent social confusion. – Groups have a range of rewards and punishments available to induce conformity to norms. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 44 Some Typical Norms ? Some types of norms that exist in most anizations and affect the behaviour of members include: – Dress norms – Reward allocation norms (equity, equality, reciprocity, social responsibility) – Performance norms Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 45 Roles ? Positions in a group that have a set of expected behaviours attached to them. ? Roles represent “packages” of norms that apply to particular group members. ? There are two basic kinds of roles in anizations: – Assigned roles – Emergent roles Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 46 Role Ambiguity ? Role ambiguity exists when the goals of one’s job or the methods of performing it are unclear. ? There are a variety of elements that can lead to role ambiguity: – Organizational factors – The role sender – The focal person Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 47 A Model of the Role Assumption Process Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 48 Role Ambiguity (continued) ? What are the practical consequences of role ambiguity? ? The most frequent outes are job stress, dissatisfaction, reduced anizational mitment, lower performance, and intentions to quit. ? Managers can reduce role ambiguity by providing clear performance expectations and performance feedback. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 49 Role Conflict ? Role conflict exists when an individual is faced with inpatible role expectations. ? There are four types of role conflict: – Intrasender role conflict – Intersender role conflict – Interrole conflict – Personrole conflict Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 50 Intrasender Role Conflict ? A single role sender provides inpatible role expectations to a role occupant. ? This type of role conflict is especially likely to also provoke ambiguity. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 51 Intersender Role Conflict ? Two or more role senders provide a role occupant with inpatible expectations. ? Employees who straddle the boundary between the anization and its clients or customers are especially likely to encounter this form of conflict. ? It can also stem from within the anization. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 52 Interrole Conflict ? Several roles held by a role occupant involve inpatible expectations. ? Competing demands for one’s time are a frequent symptom of interrole conflict. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 53 PersonRole Conflict ? Role demands call for behaviour that is inpatible with the personality or skills of a role occupant. ? Many examples of “whistleblowing” are signals of personrole conflict. ? The anization has demanded some role behaviour that the occupant considers uhical. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 54 Role Conflict: Consequences ? The most consistent consequences of role conflict are job dissatisfaction, stress reactions, lowered anizational mitment, and turnover intentions. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 55 Role Conflict (continued) ? Managers can help prevent employee role conflict by: – Avoiding selfcontradictory messages – Conferring with other role senders – Being sensitive to multiple role demands – Fitting the right person to the right role Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 56 Status ? Status in the rank, social position, or prestige accorded to group members. ? It represents the group’s evaluation of a member. ? What is evaluated depends on the status system in question. ? All anizations have both formal and informal status systems. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 57 Formal Status Systems ? Represents management’s attempt to publicly identify those people who have higher status than others. ? Status symbols are tangible indicators of status (., titles, pay packages, work schedules). ? Formal anization status is based on seniority in one’s group and one’s assigned role in the anization – one’s job. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 58 Formal Status Systems (continued) ? Why do anizations go to all the trouble to differentiate status? – They serve as powerful mags to induce members to aspire to higher anizational positions. – Reinforces the authority hierarchy in work groups and in the anization as a whole. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 59 Informal Status Systems ? Such systems are not well advertised, and they might lack the conspicuous symbols and systematic support that people usually accord the formal system. ? They can operate just as effectively as formal status systems. ? Informal status is linked to job performance