Workplace Relationships
Table of Contents
Table of Contents 2
Introduction: 3
Peer Co-workers/ Supervisors’ Relationships 3
Workplace Relationship Quality: 4
Peer Relationships 4
Study Description and Results 5
Interpersonal Conflict 6 Identifying Conflicts and Causes 6 Dealing with Interpersonal Conflict 7 Culture and Interpersonal Conflict 7
Intimate Workplace Relationships 8
Managing Workplace Relationships 9 Managing Conflict 9 Management by Deception: Deceptive Impression Management 10
References: 12
Introduction:
When considering workplace relationships, consider the interpersonal interaction between individuals within the organization. The influential sharing, the decision making, experience sharing and support systems. In Chapter 4 of our text, Jone L. Pearce talks about employee moods and feelings and how the relate to the success or failure of an organization. Employee feelings and moods can have a direct impact on the types of relationships they build with co-workers or supervisors. Workplace relationships were also referenced in Chapter 7 of our text, which talks about how feelings and attitudes within the organization are contagious. Job Performance and even competition is something that is affected heavily by relation to others as well. It might be safe to say that the stronger the relationship between individuals within the organization the more likely they will share the same views and attitudes towards the company as well as their supervisor. To take a deeper look into workplace relationships several studies were examined to show the overall aspect and importance of how employees relate.
Peer Co-workers/ Supervisors’ Relationships
The first study to mention was completed by Patricia M. Sias. She focused on how the relationship between peer co-workers and their supervisors depends heavily on the quality of communication between the individuals. The good or bad relationship ultimately affects employee satisfaction and
Table of Contents 2
Introduction: 3
Peer Co-workers/ Supervisors’ Relationships 3
Workplace Relationship Quality: 4
Peer Relationships 4
Study Description and Results 5
Interpersonal Conflict 6 Identifying Conflicts and Causes 6 Dealing with Interpersonal Conflict 7 Culture and Interpersonal Conflict 7
Intimate Workplace Relationships 8
Managing Workplace Relationships 9 Managing Conflict 9 Management by Deception: Deceptive Impression Management 10
References: 12
Introduction:
When considering workplace relationships, consider the interpersonal interaction between individuals within the organization. The influential sharing, the decision making, experience sharing and support systems. In Chapter 4 of our text, Jone L. Pearce talks about employee moods and feelings and how the relate to the success or failure of an organization. Employee feelings and moods can have a direct impact on the types of relationships they build with co-workers or supervisors. Workplace relationships were also referenced in Chapter 7 of our text, which talks about how feelings and attitudes within the organization are contagious. Job Performance and even competition is something that is affected heavily by relation to others as well. It might be safe to say that the stronger the relationship between individuals within the organization the more likely they will share the same views and attitudes towards the company as well as their supervisor. To take a deeper look into workplace relationships several studies were examined to show the overall aspect and importance of how employees relate.
Peer Co-workers/ Supervisors’ Relationships
The first study to mention was completed by Patricia M. Sias. She focused on how the relationship between peer co-workers and their supervisors depends heavily on the quality of communication between the individuals. The good or bad relationship ultimately affects employee satisfaction and
References: Jone L. Pearce, Real Research for Real Managers: “Making Sense of Feelings at Work”, Copyright © 2009, 2010, 2011, Melvin & Leigh Publishers; pp 68-75 Patricia M Alicia S.M. Leung, (November 2007) “Interpersonal conflict and resolution strategies, An examination of Hong Kong employees”, Hong Kong Baptist University, Kowloon Tong, Hong Kong Tina Kim-Jo, Verónica Benet-Martínez, and Daniel J Gillentine, Amy, “Employers, beware workplace relationships” The Colorado Springs Business Journal (Feb 9, 2011). McCarty, Martha, “Workplace Relationships” OfficePro[pic]65. 4[pic] (May 2005): 8-9. Smith, Sandy, “Are You Managing Workplace Conflicts Properly?” EHS Today (Apr 22, 2011) Margaret A Schaefer, Cindy M, and Tudor, Thomas R “Managing workplace romances”. S.A.M. Advanced Management Journal[pic]66. 3[pic] (Summer 2001): 4-10. Carlson, John R; Carlson, Dawn S; Ferguson, Merideth, “Deceptive Impression Management: Does Deception Pay in Established Workplace Relationships?”, Journal of Business Ethics[pic]100. 3[pic] (May 2011): 497-514.