SURVIVOR SYNDROME

Discuss the Survivor Syndrome and the ways in which organizations can help to combat the syndrome



Discuss the Survivor Syndrome and the ways in which organizations can help to combat the syndrome

Question 1) Frustration Model

Success in the postmodern, post-industrial organization is in part a function of employees' behavioral role choices. The employee may choose a role that goes beyond the performance requirements defined by the job role itself, or conversely may choose a role that covertly or overtly harms the organization. Thus one broad stream of organizational and management research looks at the need of the competitive organization for employees whose performance exceeds the demands and expectations of their positions. Such role choices are variously studied as pro-role (McLean Parks and Kidder, 1994), prosocial (Brief and Motowidlo, 1986), and organizational citizenship (Organ, 1990) behavior. A second area of research looks at the vulnerability of organizations to employees' role choices that may harm the organization, ranging from mere compliance to hostility, organizational aggression, or sabotage. This set of role choices is being studied as anti-role (McLean Parks and Kidder, 1994), antisocial (Hogan and Hogan, 1989), counterproductive (Storms and Spector, 1987), deviant (Robinson and Bennett, 1995) or maladaptive (Perlow and Latham, 1993) work behavior.

Cognitive versus affective components of attitude formation

What many of the studies in this behavioral role choice area of research have in common is a fundamental focus on the cognitive basis of work-related attitude formation, such as perceptions of organizational fairness, equity theory, and the Fishbein and Ajzen (1975) Theory of Reasoned Action. In the aforementioned studies, the affective component of attitude formation or behavioral response is frequently mentioned, but set aside in the obligatory suggestions for further research. This near-exclusive focus on the cognitive component misses a large part of the explanation of attitudinal and behavioral variance.

Frustration-aggression and counterproductive organizational behavior

Recently, however, there has been some resurgence of interest in the affective component of attitude formation and behavioral response. One model of the affective basis of organizational aggression has been developed by Spector and colleagues (Chen and Spector, 1992; Spector, 1975, 1978, 1997; Storms and Spector, 1987). This model has its roots in the classic Dollard-Miller frustration-aggression theory (Dollard, Doob, Miller, Mowrer and Sears, 1939). It focuses on the interplay of affective and behavioral responses to certain types of work situations.

The Dollard-Miller model views aggression as a consequence of frustration. A frustration occurs when an instigated goal-response (or predicted behavioral sequence) is interrupted or interdicted. It is possible that the individual may find a substitute response for the prevented goalresponse; however, if that does not occur, the individual may respond with some level (overt or covert, externally or internally directed) of aggression (Dollard et al., 1939). The form this aggressive response takes will be strongly influenced by the individual's perception of the likelihood of being punished. According to Dollard et al. (1939) 'the inhibition of any act of aggression varies directly with the strength of the punishment anticipated for the expression of that act' ...