| User info | |
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| User name: | workrelation |
| Name: | Workplace relationships |
| Website: | http://paramounttraining.com.au/training/connecting-in-the-workplace-training/ |
| Bio: | Workplace relationships undoubtedly play a key role in organizational performance and growth. Workplace relationships are more complex interpersonal relationships with implications for both the individuals involved in the relationships and the associations where the relationships occur and grow. Yet very little research has explored the underlying causes of interpersonal relationships and how they may impact organizational performance and development. Theories abound, but few are grounded in hard empirical evidence.
Much of the literature on workplace relationships concentrates on communication: the ability to communicate effectively, the quality of interactions, how employees communicate and their attitudes toward coworkers and employers. Yet very little research has explored the effects of messages on the expression and effect of behaviors. Messages about scheduling time, or being available or unavailable, for example, have been studied in organizations for decades, yet the outcomes are uncertain. How much is scheduling time linked to actual availability, how much to the stress of not having the ability to schedule time, or how much to the stress of being"out of sync" with the rest of the organization? How closely do organizational decisions about schedule time relate to the people who have to use them? Research on workplace relationships finds that many (if not all) adjustments to organizational policies and procedures, rules and procedures are based on an analysis of individual reactions to messages transmitted through social interaction. Employees' attitudes toward their co-workers and managers also play an integral role in these adjustments. People have a deep need for recognition, approval and compensation, especially in the professional work arena, so workers are sensitive to messages about their worthiness for promotions, raises and job duties. A manager's message that his employees deserve a promotion or a pay increase based on their performance might cause strong resistance from some employees who believe they are not deserving of such praise or rewards. In these situations, it isn't just the message that is inappropriate; it is the way by which it is communicated that's problematic. Effective managers are able to handle workplace relationships by maintaining a balanced attitude and working on a relationship-centric approach. When this is completed, there's absolutely no need to resort to"dog and pony show" tactics. Organizational policies, rules and procedures can be altered or altered without creating major battle or interrupting relationships. When major changes are made, either through voluntary or mandatory procedure, these changes must be communicated clearly and has to be adapted to the workers' needs and interests. It is important to consider the possible effect on relationships prior to making these changes, especially if those changes are to influence co-workers or other employees outside of the particular affected area. Most supervisors practice relationship-centric workplace communication. They know how to listen effectively to the communication of others within the business, including their own workers. Employees know what they want and how to receive it, which allows managers to make connections with employees in other areas. Managers facilitate this process by giving feedback when necessary, providing a safe environment for feedback, responding quickly and effectively to employee concerns, setting reasonable expectations, and acknowledging employee efforts. Effective managers understand that workplace relationships affect employee motivation. If an employee feels connected with the company and connected with their function and with the business in particular, they're more likely to be highly encouraged. This is true not only because they recognize the relationship as beneficial to them but because when the worker feels connected to their position, that person feels more attached to the organization and its success as well. |
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