Week 07
Oct 22, 2024
Research Article Paper Due Nov 5th.
Have you submitted your article for the group project?
 Allows readers to
cross-reference your
sources easily
 Provides consistent
format within a
discipline
 Gives you credibility
as a writer
 Protects yourself
from plagiarism
Your research paper should:
•be typed,
•double-spaced,
•have 1” margins,
•page number in upper, right hand corner,
•be printed on standard-sized paper (8.5”x 11”)
A variety of fonts are permitted in APA Style papers. Font
options include the following:
• sans serif fonts such as 11-point Calibri, 11-point Arial, or
10-point Lucida Sans Unicode
• serif fonts such as 12-point Times New Roman, 11-point
Georgia, or normal (10-point) Computer Modern (the
default font for LaTeX)
Your essay should
include three major
sections:
References
Summary
Title page
Happiness at Work
Title:
(in the upper half of the
page, centered)
name (no title or
degree) + affiliation
(university, etc.)
Dr. Jelena Brcic
University of the Fraser Valley
BUS 203 AB1
Two Main Concerns:
 In-Text Citations
 When you talk about the article while you are
summarizing it.
 Reference Page
 Last page (s) of your paper.
 When quoting any words that are not your own
 Quoting means to repeat another source word for word, using quotation marks
 When summarizing facts and ideas from a source
 Summarizing means to take ideas from a large passage of another
source and condense them, using your own words
 When paraphrasing a source
 Paraphrasing means to use the ideas from another source but
change the phrasing into your own words
 You need the authors and year of publication
 Example: Swider, Barrick, and Harris – 2016
 3 authors, paper published in 2016
Swider, Barrick, and Harris (2016) examined rapport building
during the interview process.
OR
Rapport building during the interview process was examined
(Swider, Barrick, & Harris, 2016).
Does the number of authors effect how you do in-text citations? YES!
1-2 Authors
 Always write both names.
3 – 5 Authors
 First time write all names: Swider, Barrick, and Harris (2016)
 Second time and all times after: Swider et al. (2016) or (Swider et al.,
2016).
6 authors or more:
 identify the first author’s name followed by “et al.”
 Brcic et al. (2015)
o Center the title (References) at
the top of the page.
o Double-space reference entries
o Flush left the first line of the
entry and indent subsequent
lines
o Order entries alphabetically by
the surname of the first author of
each work
Ellis, A. P., West, B. J., Ryan, A. M., & DeShon, R. P. (2002). The
use of impression management tactics in structured
interviews: A function of question type? Journal of Applied
Psychology, 87 (6), 1200-1208. https://doi.org/10.1037/00219010.87.6.1200
Authors
Year of publication
Title of article
Title of Journal (italic!)
Volume of Journal (italic!)
Page numbers
YOU’LL PROBABLY
ONLY HAVE ONE
REFERENCE!
 Write out/ type out an in-text reference for your article.
 When citing for the first time.
Go into your team
breakout rooms and
 When citing for the second time.
I’ll pop in to peek at
 Ask a neighbour to check your work.
your references and
approve your
articles.
 Write out the full, end of summary reference.
 Ask a neighbour to check your work.

Journal papers are
current

 Textbooks are often
 You can see whether you
years out of date

You can get enough
details to replicate
what you read about
 Adapt cutting edge
ideas and techniques to
your own research
Training of critical
faculties
agree with conclusions

Because one day soon
you could be writing
papers too!
 TITLE
 ABSTRACT
 INTRODUCTION
 METHODS
 RESULTS
 CONCLUSIONS

This is not a novel  No need for a linear approach
 active not passive reading
 use highlighter, underline text, scribble comments or
questions on it, make notes
 if at first you don’t understand, read and re-read, spiraling
in on central points

Look at
 Title
 Abstract
 Introduction
 Conclusion
 Then methods / results
 Descriptive research
 often in early stages of our understanding can't
formulate hypotheses until we know what is
there.
 e.g. Most of my Space/Polar research
 Comparative research
 Ask how general or specific a phenomenon is.
 e.g. Priming of behaviour
 Analytical or hypothesis-driven research
 test hypotheses
 e.g. Does putting a happy face on a sales receipt
increase customer satisfaction?
 Methodological research
 Find out new and better ways of doing things
 Describe new resources
 e.g. Using sound/smell as opposed to images to
prime behavior.
 Many papers combine all of the above
1. Find a partner.
2. Tell them what your paper is about.
1. General topic / introduction
2. Hypothesis
3. Method
4. Results
5. Strength/weaknesses
6. Relevance to OB
3. Partner, ask questions to clarify.
4. If don’t know the answer look through paper together in
order to find it.
Week 07
Oct 22, 2024
Power
• The capacity to influence others
• Requires follower dependency
• Used as a means for achieving goals (individual and
organizational)
What makes someone powerful?
Make a list of 5 people you think of as powerful
Then provide reasons why each person is
powerful
 Legitimate power
 Power derived from a person’s position in an organization
 Expert power
 Power derived from having special information or expertise
valued in an organization
 Reward power
 Power derived from the ability to provide positive outcomes and
prevent negative outcomes
 Referent power
 Power derived from being well liked by others
 Coercive power
 Power derived from the use of punishment and threat
 Legitimate power
 Power derived from a person’s position in
an organization
 Expert power
 Power derived from having special
information or expertise valued in an
organization
 Reward power
 Power derived from the ability to provide
positive outcomes and prevent negative
outcomes
 Referent power
 Power derived from being well liked by
others
 Coercive power
 Power derived from the use of punishment
and threat
• Legitimate power
• Power derived from a person’s position in
an organization
• Expert power
• Power derived from having special
information or expertise valued in an
organization
• Reward power
• Power derived from the ability to provide
positive outcomes and prevent negative
outcomes
• Referent power
• Power derived from being well liked by
others
• Coercive power
• Power derived from the use of
punishment and threat
 Legitimate power
 Power derived from a person’s position in
an organization
 Expert power
 Power derived from having special
information or expertise valued in an
organization
 Reward power
 Power derived from the ability to provide
positive outcomes and prevent negative
outcomes
 Referent power
 Power derived from being well liked by
others
 Coercive power
 Power derived from the use of punishment
and threat
 Legitimate power
 Power derived from a person’s position in
an organization
 Expert power
 Power derived from having special
information or expertise valued in an
organization
 Reward power
 Power derived from the ability to provide
positive outcomes and prevent negative
outcomes
 Referent power
 Power derived from being well liked by
others
 Coercive power
 Power derived from the use of punishment
and threat
 Leads you to… (what do you think?)
 Pay more attention to rewards
 Feel more positive emotions
 Feel more freedom and less constrained
 Process information automatically
(unconsciously)
 Focus on ways to maintain and increase
power
 Leads you to … (what do you think?)
 Pay attention to threats and
punishments
 Feel more negative emotions
 Feel constrained and dependent
 Focus more on others’ interests and
others’ goals
 Process information in a controlled
(conscious) manner.
 Group A – FIRST name beginning from A to J
 Think of a situation when you felt like you had a lot of power. Think
deeply about how you felt during that situation.
 Group B – FIRST name beginning from K to Y
 Think of a situation when you felt like you had no power. Think
deeply about how you felt during that situation.
 Everyone:
 Use 3 fingers to make an “E” on your forehead for a partner to see
it.
 Ask your partner if it was backwards for them or correct:
E
E
vs.
This is a measure of “other-focused perspective-taking”
 E-to-self: If the letter is written so it only makes sense to you it shows that you are self-
orientated and gravitate toward your own perspective in complex social situations. (A)
 E-to-others: If the letter is written so it makes sense to others but not yourself it shows you
take the perspective of other’s into consideration when making decisions. (B)
 “E” study
A
B
 Those in Group A were more like to draw E-to-
self compared to Group B!
The Power Paradox
 Many rise to power by perspective taking and reading
others well (empathy  power)
 but as they gain power, they lose this ability! (power
leads to less empathy).
Status and power are not always aligned
You can be high in one and low in the other.
Positions of high power but low status often result
in the worst experience for the customer/patron.
What’s an example of a high power but low status
job (hint: think of worst customer experiences)?
Position of high power but low status often result in
the worst experience for the customer.
Airport Security
Parking
Enforcement
Bartender
WHAT DO YOU THINK?
 High power leads you to…
 Pay more attention to rewards
 Feel more freedom and less constrained
 Focus on ways to maintain and increase
power
 Not be good at perspective taking
 So power must corrupt, right?
 NOT EVERYONE!
 Why?
 If you have selfish or immoral tendencies, then power will
magnify these tendencies.
 If you have generous and moral tendencies, then power will
magnify these tendencies.
 Power makes you feel free to be the real you.
 Example Study (Chen, Lee-Chai, Bargh, 2001):
 Participants complete questionnaires measuring how other-
focused versus self-focused they were
 Then
 Half of the participants get seated in high power chair
 Half of the participants get seated in low power chair
 Then all participants asked to divide up 10 tasks each of
varying length.
 Could divide generously or selfishly
 Example Study (Chen, Lee-Chai, Bargh, 2001):
Selfish to Generous Division
Other Focus
Self Focus
Lower Power
High Power
 Example Study (Chen, Lee-Chai, Bargh, 2001):
Selfish to Generous Division
Other Focus
Self Focus
Lower Power
High Power
 Discuss:
 If your boss told you to do something immoral or illegal for
the sake of the company, would you do it?
 If you were in a study that involved electrically shocking
another participant with a very strong voltage, would you
do it?
 If you were a prison guard, would you be abusive to the
prisoners?
Why do people do unethical things?
Something about them?
Something about the situation?
 If you were in a study that involved electrically shocking
another participant with a very strong voltage, would you
do it?
http://www.youtube.com/watch?v=y6GxIuljT3w
 Results:
 62.5 % of participants delivered the 450 volt shock
labelled “XXX”
47
Alter Presence of
Authority
Alter Authority
 Tried to resist but failed
 Social order altered
 Experimenter took responsibility for all consequences
 Justification for actions
 Step-by-step Involvement
 Increased in 15 volt increments
 Assume responsibility for own actions
 Exposure to a disobedient model
 Question expertise and motives of authority
figure
 Knowledge of social psychology
ZIMBARDO STUDY
 If you were a prison guard, would you be abusive to
the prisoners?
 Undergraduate students, just like you, were willing to treat other
students cruelly.
 Why?
 They were fulfilling roles, behaving how they thought they were
supposed to, based on what was thought to be “normal” behavior.
 A “culture” formed that perpetuated the immorality (cruel behavior).
 If normal people like the students in that study are willing to do
this, what might we be willing to do to others if it’s part of our
organization’s culture?
 Immorality is not just about bad people!
 Situations can be very powerful and affect our
ethical decision-making
 Compliance with authority
 Social roles/cultural norms
 Organizational Culture can “create” unethical
behavior