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RhetoricalMove1

Step

TextfromSampleRA(Campbelletal.,2007)

Move1

Establishinga territory

Move1

Establishinga territory

Move2

Establishinga niche

Move2

Establishinga niche

Move3

Occupyingthe niche

Becauseoftheirorganizationalrole,managersmustsometimesactinwaysthat negativelyaffecttheirsubordinates(e.g.,denyingasubordinatesrequestfor promotion,discussingnegativefeedbackaboutthesubordinatesperformance, Claimingcentrality reprimandingasubordinateabouttardiness).MolinskyandMargolis(2005) Step1 ofmanageractions calledtheseactsnecessaryevilsanddefinedthemmorespecificallyasthose intheworld workrelatedtasksinwhichanindividualmust,aspartofhisorherjob,perform anactthatcausesemotionalorphysicalharmtoanotherhumanbeinginthe serviceofachievingsomeperceivedgreatergoodorpurpose(p.247). Thesetasks,althoughunpleasant,arenecessarybecausetheyareimportant componentsofbeingamanager.Forinstance,amanagerwhoignores unsatisfactoryperformancebycommunicatingsatisfactoryperformanceratings Presenting willnotonlyreinforcethewrongbehaviorbutwillconfusetheemployeeif background disciplinaryactioniseventuallytaken.Ontheotherhand,amanagermust Step3 informationon approachsuchinterpersonalcommunicationtaskscautiouslysoastoinflict minimalemotionalharmtothesubordinateandtomaintainaproductive managers workingrelationshipwiththesubordinate.Notsurprisingly,priorworkinthe dilemma areaoforganizationaljusticeclearlydocumentstheimportanceofamanagers interpersonalsensitivityinperformingsuchnecessaryevils. Unfortunately,managerslackofsuccessinmanagingthatsubjectiveexperience Indicatingagapin iswelldocumented.Incivilityisstillacommonperceptionintheworkplace Step1B theworldof (Andersson&Pearson,1999).Inmanycases,subordinatessubjectiveresponse management totheirmanagersinterpersonalactionsisangerandasenseofinjustice. AccordingtoFolgerandCropanzanos(2001)fairnesstheory,individualsusea referentstandardtogaugejustice.Thatis,individualemployeescomparetheir owntreatmentwiththetreatmentofotheremployeesintheorganizationand thenformperceptionsaboutthefairnessofthetreatment(i.e.,theequal Continuinga applicationofstandards;Liu&Buzzanell,2004).Becausetheselectionofa Step1D traditionofjustice referentstandardisdeterminedbytheemployeeandtheresultingjustice research perceptionsarecontrolledbytheemployee,organizationaljusticetheoryhas primarilystudiedtheeffectsofvariouslevelsofperceivedinjusticetodetermine howtheseperceptionsimpactemployeeattitudesandbehaviors. Weseektocontributetoanunderstandingoftheinterpretativeschema underlyingsuchstandards,particularlytheeffectsofviolationofimplicit Outliningpurposes interpersonalrulesinvolvingmanagersinteractionswithsubordinates.Ourgoal Step1A ofthepresent inthisarticleistodetermineifrapportmanagementtheorymayprovideauseful research toolforunderstandingandmanagingemployeeperceptionsofjustice. Tothisend,weprovideanoverviewof(in)justiceintheworkplace,emphasizing therolethatmanagersplay.Wethenexploretheusefulnessofthe sociolinguistictheoryofrapportmanagement(SpencerOatey,2000)for explainingperceptionsofjusticeandemotionalresponsesofangertothe interpersonalcommunicationbehavioroforganizationalleaders,buildingfrom K.S.Campbell,White,andJohnsons(2003)model. Wegroundourdiscussionoftheoryintheanalysisofnarrativeswrittenby subordinatestorecountincidentsinwhichtheyfeltangrywiththeirmanager. Inthisway,werespondtoMolinskyandMargoliss(2005)generalsuggestion thatresearchshouldexplorevariousrelationshipmaintenancebehaviorsthat canhelpmanagersperformnecessaryevilswithminimalharmtotheir relationshipswithsubordinates.Furthermore,werespondtoRahim,Magner, andShapiros(2000)morespecificsuggestionthatsociolinguistictheorymay explainwhyperceptionsregardingthesocialsensitivityofinterpersonal treatmentrelatetojusticejudgments.

Move3

Occupyingthe niche

Step3

IndicatingRA structure

Move3

Occupyingthe niche Occupyingthe niche

Step1B

Move3

Step1A

Announcingdata inpresent research Outliningpurposes ofthepresent research Continuinga tradition

Move2

Establishinga niche

Step1D

ThistableappearsinadiscussionofIntroductionsectionsinresearcharticlesonProsWrite.com.