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Relevant bibliographies by topics / Interpersonal Relationships in the Workplace

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Academic literature on the topic 'Interpersonal Relationships in the Workplace'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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Journal articles on the topic "Interpersonal Relationships in the Workplace"

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Guan, Bichen, and Denise Mary Jepsen. "Emotion Regulation Dynamics in Interpersonal Workplace Relationships." Academy of Management Proceedings 2018, no. 1 (August 2018): 10517. http://dx.doi.org/10.5465/ambpp.2018.10517abstract.

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Hawthorne, Pat. "Book Review: The Dysfunctional Library: Challenges and Solutions to Workplace Relationships." Reference & User Services Quarterly 58, no. 1 (October 10, 2018): 57. http://dx.doi.org/10.5860/rusq.58.1.6844.

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It is not easy to tackle the issues and address the impact of abnormal or unhealthy interpersonal behaviors and interactions in the workplace. Drawing from literature on dysfunctional organizational cultures and workplaces from the library, management, and organizational development disciplines, Jo Henry, Jo Eshleman, and Richard Moniz approach the subject of the dysfunctional library in a slim volume titled The Dysfunctional Library: Challenges and Solutions to Workplace Relationships.

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Gerlach, Gisela I. "Linking justice perceptions, workplace relationship quality and job performance: The differential roles of vertical and horizontal workplace relationships." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 4 (January 25, 2019): 337–62. http://dx.doi.org/10.1177/2397002218824320.

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Due to decentralization, flat organizational structures and prevalence of team work, employees interact more frequently and intensively within horizontal relationships with coworkers than within vertical relationships with supervisors. The present study contributes to a more complete understanding of antecedents and outcomes of local, interpersonal workplace relationships by simultaneously investigating employee–supervisor and employee–coworker relationships. Drawing on organizational justice theory and social exchange theory as well as data collected from 571 employees at two points in time, this study explores how justice perceptions affect social exchange relationships with supervisors and coworkers, and identifies mechanisms through which these, in turn, enhance employee job performance. Results suggest that informational and interpersonal justice differentially affect the quality of employee–supervisor and employee–coworker relationships, underlining the relevance of considering both supervisors and coworkers as sources of justice. Moreover, the findings indicate that employee–supervisor and employee–coworker relationships contribute to job performance, but through distinct paths. Job satisfaction mediates the link between both social exchange relationships and job performance, while quality of employee–coworker relationships further enhances job performance through employees’ motivation to engage in learning and knowledge sharing.

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Ivantchev, Nikolay, and Stanislava Stoyanova. "RELATIONSHIPS IN THE WORKPLACE AND OCCUPATIONAL ATTRACTIVENESS AMONG STUDENTS, TEACHERS AND RANGERS-SPORTSMEN." Problems of Psychology in the 21st Century 10, no. 1 (June 25, 2016): 22–30. http://dx.doi.org/10.33225/ppc/16.10.22.

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Perceived occupational attractiveness could be due to many factors and relationships in the workplace are among them. The questionnaire “Attractiveness of the profession” created by Ivanov (1999) was used to study how relationships in the workplace were related to perceptions of occupational attractiveness among students, teachers and rangers-sportsmen participating in special missions abroad. In 2012 and 2013, 46 secondary school teachers, 40 students in pedagogical specialties, and 27 sportsmen-rangers participating in special missions abroad were studied in Bulgaria. The results indicated that the students and the rangers were more satisfied with their work than the teachers were. The interpersonal relationships influenced mainly the students’ and rangers’ perceptions of occupational attractiveness. The rangers were more influenced by the relationships with the colleagues. The psycho-climate in the workplace was considered as more important by the rangers. The students were more influenced by the interpersonal communication at the workplace and their heads’ expertise. Some moderators of interpersonal relationships in the workplace were found – such as the tasks in the work, the prestige of occupation, the interaction between occupation and rewards, and the psycho-climate in the workplace. Key words: relationships in the workplace; occupational attractiveness; students; teachers; rangers-sportsmen.

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Merair, Ohood, and Tabassum Rashid. "Dark Triad Personalities, Interpersonal Relationships and Workplace Behavior: A Brief Review of the Extant Literature." International Journal of Psychosocial Rehabilitation 24, Special Issue 1 (February 28, 2020): 284–93. http://dx.doi.org/10.37200/ijpr/v24sp1/pr201159.

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Labianca, Giuseppe. "Experiences and Outcomes of Ambivalence in Interpersonal Workplace Relationships." Academy of Management Proceedings 2014, no. 1 (January 2014): 14155. http://dx.doi.org/10.5465/ambpp.2014.14155symposium.

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Erkutlu, Hakan, and Jamel Chafra. "Leader’s integrity and interpersonal deviance." International Journal of Emerging Markets 15, no. 3 (September 16, 2019): 611–27. http://dx.doi.org/10.1108/ijoem-07-2018-0406.

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Purpose The purpose of this paper is to posit that leader’s integrity decreases employee’s interpersonal deviance by increasing moral efficacy in the workplace. Specifically, the authors propose that perceptions of moral efficacy serve as a mechanism through which leader’s integrity affects workplace deviance. The authors further argue that the modeled relationships are moderated by moral identity. Design/methodology/approach Data were collected from ten universities in Turkey. The sample included 693 randomly chosen faculty members along with their department chairs. Findings The results of this study supported the negative effect of leader integrity on employee’s interpersonal deviance as well as the mediating effect of moral efficacy. Moreover, when the level of moral identity is high, the relationship between leader integrity and interpersonal deviance is strong, whereas the relationship is weak when the level of moral identity is low. Practical implications This study’s findings indicate that higher education administrators should be cautious in treating their subordinates, as this will lead to a favorable interpersonal relationship, which in turn will reduce the interpersonal deviance of the subordinate. In addition, the buffering role of the moral identity should be paid more attention, particularly to people with low moral efficacy and high interpersonal deviance. Originality/value This study contributes to workplace deviance literature by revealing the relation between leader integrity and interpersonal deviance. Furthermore, it offers practical assistance to higher education employees and their leaders concerned with building trust, increasing the relationship between leaders and employees and reducing the interpersonal deviation.

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da Silva João, Ana Lúcia, and António Fernando Saldanha Portelada. "Mobbing and Its Impact on Interpersonal Relationships at the Workplace." Journal of Interpersonal Violence 34, no. 13 (August 12, 2016): 2797–812. http://dx.doi.org/10.1177/0886260516662850.

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Shamsudin, Faridahwati Mohd, Chandrakantan Subramaniam, and Subramaniam Sri Ramalu. "The influence of HR practices and job satisfaction on interpersonal deviance in the workplace." Journal of Management & Organization 20, no. 5 (September 2014): 691–709. http://dx.doi.org/10.1017/jmo.2014.50.

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AbstractWe examined the influence of human resource practices on interpersonal deviance at work through job satisfaction. A survey was carried out among 372 manufacturing employees of various occupational levels in manufacturing companies in the northern region of Malaysia. We collected data by distributing questionnaires to participants, with the assistance of human resource department. We asked them to indicate how often they know whether any of their workmates engaged in different types of interpersonal deviance. Regression analysis showed that human resource practices of job description, employment security, and internal career opportunities have significant relationships with interpersonal deviance. Hierarchical regression indicated that the dimensions of job satisfaction have a direct relationship with interpersonal deviance. The dimensions also mediated the relationship between human resource practices and interpersonal deviance. Implications to managers and practitioners are discussed.

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Kim, Seonjo, and Jun Ishikawa. "Contrasting Effects of “External” Worker’s Proactive Behavior on Their Turnover Intention: A Moderated Mediation Model." Behavioral Sciences 11, no. 5 (May 6, 2021): 70. http://dx.doi.org/10.3390/bs11050070.

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Interpersonal conflicts between portfolio career workers (hereafter, PCWs) who entered from the external labor market and existing permanent workers are a controversial workplace issue in South Korea. This study examines whether the existing permanent workers' responses to the newcomers speaking up depend on the type of proactive behavior, that is, whether PCWs speak within extra-role or in-role boundaries. We found that PCWs perceive more workplace ostracism when they are proactive outside their job boundaries and less workplace ostracism when they are proactive inside their job boundaries. Further, their perceptions of ostracism lead to intentions of turnover. These relationships are conditional on the type of employee–organization relationship and the PCWs’ status in a new organization. Data were collected from 261 PCWs in Korea. Bootstrap-based conditional process analyses were utilized to test the hypothesized model. The results show that workplace ostracism mediates the relationship between the two types of proactive behavior and turnover intention, but in contrasting directions. The effect of the two types of proactive behavior on workplace ostracism is stronger for higher levels of reciprocal relationship between organization and employees, while the effect of workplace ostracism on turnover intention is stronger for higher levels of PCWs’ status in a new organization. Thus, the workplace conflicts PCWs face not only represent interpersonal problems within the workplace but also constitute a multilayered phenomenon related to the long-term institutionalized relationships between organizations and employees.

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Dissertations / Theses on the topic "Interpersonal Relationships in the Workplace"

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Ammeter, Anthony Paul Fernand. "Determinants of interpersonal trust in workgroup relationships /." Full text (PDF) from UMI/Dissertation Abstracts International, 2000. http://wwwlib.umi.com/cr/utexas/fullcit?p3004207.

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Shah, Neha Parikh. "The individual performance effects of multiplex relationships in workplace social networks." Diss., Restricted to subscribing institutions, 2010. http://proquest.umi.com/pqdweb?did=2024769981&sid=1&Fmt=2&clientId=1564&RQT=309&VName=PQD.

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Armstrong, Andrew Richard. "Why EI matters the effects of emotional intelligence on psychological resilience, communication and adjustment in romantic relationships, and workplace functioning /." Australasian Digital Thesis Program, 2007. http://adt.lib.swin.edu.au/public/adt-VSWT20070926.131639/index.html.

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Thesis (PhD) - Faculty of Life and Social Sciences, Swinburne University of Technology, 2007.
Submitted as a requirement for the degree of Doctor of Philosophy, Faculty of Life and Social Sciences, Swinburne University of Technology - 2007. Typescript. Includes bibliographical references (p. 323-373).

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Zenteno-Hidalgo, Angela Carola. "A Model of Workplace Anger Response Cycles." Diss., Temple University Libraries, 2012. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/185029.

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Business Administration/Human Resource Management
Ph.D.
Anger is considered a basic emotion, evoked typically by something that interferes with the person's execution of plans or attainment of goals, as well as the perception of harm and unfair circumstances or behavior (Shaver, Schwartz, Kirson, & O'Connor, 1987). Research examining anger is largely focused on negative individual and organizational outcomes, such as raised blood pressure and heart disease, decreased productivity, reduced job satisfaction and increased job stress, and aggressive responses (Geddes & Callister, 2007; Gibson, Schweitzer, Callister, & Gray, 2009). However, the paradoxical nature of anger--having the capacity of both negative and positive consequences--is increasingly acknowledged by influential scholars (Geddes & Callister, 2007; Gibson & Callister, 2010; Miron-Spektor & Rafaeli, 2009). For instance, both theory and data point out that anger expression can have important adaptive functions such as signaling that goals are blocked, communicating to others that their actions are viewed as threatening, and mobilizing protective actions when dealing with a perceived threat (Averill, 1983; Izard, 1993; Tafrate, Kassinove, & Dundin, 2002). In addition, most research on consequences of anger expression in the workplace focuses on individuals' characteristics and the intensity of the expression of anger. This focus, however, doesn't capture the significant social components of emotions including how their expression shapes the emotions, thoughts and behaviors of others (Hareli & Rafaeli, 2008; Parkinson, Fischer, & Manstead, 2005). The goal of this dissertation is to advance understanding of the complexity of workplace anger expression, focusing specifically on outcomes and social components of emotions. To do this, the dissertation proposes a Model of Workplace Anger Response Cycles (WARC). The model shows that the outcomes of anger expression are influenced by the interaction of the expresser and a social partner and the context where this interaction occurs--e.g. organizational culture, emotional climate, and anger expression tolerance. In addition, the model proposes that these interactions form emotional cycles and identifies factors that affect the association of anger expression and its positive or negative outcomes, namely, intensity of the message, characteristics of the individuals involved and their relationship. Given the complexity and number of variables included in the WARC model, only some were studied empirically for this dissertation. The empirical study reported here involved collection of data from full and part time employees (n=177) through on-line surveys, which were analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM). The results show the salience of relationship quality, observer response, power, and gender in the explanation of outcomes of anger expression in the workplace. In particular, results support existing evidence that female expressions of anger are negatively judged compared to those by male (e.g., Brescoll & Uhlmann, 2008; Gibson, Schweitzer, Callister, & Gray, 2009; Lewis, 2000). Furthermore, findings indicate that even in organizations where anger expressions are more accepted, in general, expressions of anger by females are less welcome than those from males. Additionally, this study provides further evidence that when anger is expressed to a lower power individual, results are more positive--i.e., anger feelings are reduced and problematic situations improve--than when anger is expressed to a higher power individual (Fitness, 2000; Kuppens, Van Mechelen, & Meulders, 2004; Van Kleef & Côté, 2007). Finally, findings of this study show that relationship quality among the interactants is critical to explain the outcomes of anger expression. Furthermore, results show that relationship quality effects are partially mediated by observer response, and moderated by zone of anger tolerance. Thus, results confirm the underlying general hypothesis of this work, that emotional experiences and consequent related interactions are strongly tied to context characteristics. Therefore, to truly understand this type of phenomena and be able to predict results, consideration of multi-level variables must be integrated to the analysis.
Temple University--Theses

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Fields, Thomas Brandon. "How Servant Leadership Impacts Interpersonal Conflict Between Employees and Their Supervisors." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5334.

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Managing interpersonal conflict between employees and their supervisors continues to be a challenge for all employees. Researchers have studied how leadership styles relate to conflict management in organizations, but little is known about how servant leadership relates to conflict management in the workplace. Servant leadership is a management style in which one motivates his or her employees by serving them. The purpose of this dissertation was to investigate how 7 servant leadership dimensions exhibited by supervisors correlated with 5 conflict management styles used by employees when employees had a conflict with their supervisor. A web-based survey invitation was shared with social service employees in 1 social service organization, an online participant recruitment service, and several social service-related groups on LinkedIn, and resulted in a sample of 230 participants. Stepwise multiple regression analysis was used to determine if a predictive relationship existed between the servant leadership dimensions, measured by the Servant Leadership Scale, and helpful and unhelpful conflict management styles, measured by the Rahim Organizational Conflict Inventory-II. Servant leadership exhibited by supervisors correlated positively with both helpful and unhelpful conflict management styles used by employees. Findings from this dissertation can facilitate social change by helping supervisors learn how their actions impact their staff members' preferred conflict management styles. Specifically, supervisors can modify their leadership styles to encourage staff members to use the integrating conflict management style when disagreements arise between them and their staff members.

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Islam, Md Rashedul. "Extraversion and Emotional Expressiveness: Moderators of the Relationship between Curmudgeon Personality and the Quality of Social Relationships." Wright State University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=wright1591791970254614.

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McIntyre, Nancy. "Ethnic minority migrant Chinese in New Zealand a study into their acculturation and workplace interpersonal conflict experiences : a thesis submitted to Auckland University of Technology in fulfilment of the requirements for the degree of Master of Philosophy (MPhil), 2008." Click here to access this resource online, 2008. http://hdl.handle.net/10292/380.

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This study makes an important academic contribution by adding a new dimension to the existing scholarly literature on the acculturative processes of immigrants through its findings from an investigation into ethnic minority migrant Chinese Chinese’s acculturation experiences in relation to workplace interpersonal conflict in New Zealand. The literature reviewed illustrates the complexities of the acculturation process for immigrants and is of prime importance and relevance to this study. The literature provides an informed academic foundation that aligns with the subject matter under study. The focus of this study is on the acculturation process experienced by ethnic minority migrant Chinese in New Zealand as they strive to adapt to various aspects of their new surroundings. The study inquires into whether the length of acculturation has an influence on ethnic minority migrant Chinese’s handling of workplace interpersonal conflict in the New Zealand. The researcher’s interest in conducting this study arises from her own personal acculturation and workplace interpersonal conflict experiences as an ethnic minority migrant Chinese. A phenomenological interpretive research methodology was adopted for this study. One-on-one indepth interviews of 25 ethnic minority migrant Chinese from China (Mainland), Indonesia, Malaysia, Singapore, Taiwan, and Vietnam provided primary data on the individual migrant’s experience and perspective on acculturation and workplace interpersonal conflict in New Zealand. The findings from the 25 ethnic minority migrant Chinese interviewed reveal the complexities and difficulties in the acculturation process, as they attempt to adapt to various aspects of their new environment. The adaptive strategies used almost certainly mean that the immigrants will have to make changes in their thinking, attitude, speech, and social conduct. There is a particular emphasis on the study of intercultural dynamics at play in the face of workplace interpersonal conflict between immigrants and members of the host society. The acculturation process is made more difficult for migrants who have negative workplace encounters in their intercultural interactions resulting in misunderstandings and conflict. The findings also reveal the migrants’ response mechanisms, particularly in learning to be more assertive. This study found that the cultural orientations of the ethnic migrant Chinese are such that for many, this concept (assertiveness) has to be learned since it runs counter to their educational, cultural tradition, and familial upbringing. The principles of Confucianism are deeply rooted, such as respect for authority and an emphasis on ‘giving-face’ to others and preserving social harmony. From this study’s findings, there is empirical evidence that Confucian principles are deeply entrenched in the ethnic minority migrant Chinese’ psyche irrespective of which country of origin they come from. In addition, the findings show that the acculturation experiences are unique to the individual migrant, depending on the person’s previous exposure to a foreign environment, language proficiency and personality. This study shows that the acculturation process experienced by these migrants was a period of personal growth and development, acquiring self-confidence, self-rationalisation, changes, and adjustments. Also, the findings reveal that while the length of residence in the host country is a significant factor for these migrants, other factors are significant as well, such as acquiring a certain level of language proficiency and increasing self-confidence.

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Staubach, Jessica L. "Identifying and Implementing Traits of Actionable Racial Allyship in the Workplace at Miami University." Miami University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=miami1619122995812556.

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Wittgenstein, John. "The Moderating Role of Personality on Workplace Conflict and Outcomes." FIU Digital Commons, 2013. http://digitalcommons.fiu.edu/etd/1548.

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The purpose of this study was twofold. The first was to further clarify and expand or understanding of the relationship between interpersonal conflict, incivility, and their roles as stressors in the stressor-strain relationship. The second goal was to examine how neuroticism, extraversion, agreeableness, conscientiousness, trait anger, and sphere specific locus of control moderate the stressor-strain relationship between task conflict, relationship conflict, incivility and workplace and health outcomes. The results suggest that extraversion, neuroticism, conscientiousness, agreeableness, trait anger, and locus of control play significant roles in how workplace aggression affects individuals. These findings suggest that occupations that experience a high level of workplace aggression should consider incorporating these personality traits into their selection system as a way of limiting or reducing the effects workplace aggression can have on individual health, wellbeing, and job outcomes.

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Burress, Mary Ann. "The Relationship between Team Leader Behaviors and Team Performance and Satisfaction." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278408/.

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The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.

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Books on the topic "Interpersonal Relationships in the Workplace"

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1943-, Olitt Ray, ed. Peer power: Transforming workplace relationships. San Francisco: Jossey-Bass, 2012.

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Sias, Patricia M. Organizing relationships: Traditional and emerging perspectives on workplace relationships. Thousand Oaks: Sage, 2009.

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Collins, Sandra Dean. Managing conflict and workplace relationships. 2nd ed. Mason, OH: South-Western Cengage Learning, 2009.

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Collins, Sandra Dean. Managing conflict and workplace relationships. 2nd ed. Mason, OH: South-Western Cengage Learning, 2009.

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An introduction to effective working relationships. Watford: EnTra, 1994.

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Connect for success: The ultimate guide to workplace relationships. Lawrence, N.Y: Empowered Work Pub., 2010.

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Britain), Elearn Limited (Great. Management extra: Positive working relationships. Oxford: Elsevier, 2005.

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Thompson, Patricia M. Alzheimer's and the workplace: A communication guide for anyone who encounters Alzheimer's. Rochester, N.Y: St. Colman Press, 2005.

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1958-, Reina Michelle L., and Reina Dennis S. 1950-, eds. Trust and betrayal in the workplace: Building effective relationships in your organizations. 2nd ed. San Francisco, CA: Berrett-Koehler, 2006.

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Mom-in-chief: How wisdom from the workplace can save your family from chaos. San Francisco: Jossey-Bass, 2009.

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Book chapters on the topic "Interpersonal Relationships in the Workplace"

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Gray, Cheryl E., Kevin P. McIntyre, Brent A. Mattingly, and Gary W. Lewandowski. "Self-concept Change at Work: Characteristics and Consequences of Workplace Self-expansion." In Interpersonal Relationships and the Self-Concept, 195–208. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-43747-3_12.

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Regan, Tim, Chiara Acquati, and Tania Zimmerman. "Interpersonal Relationships." In Handbook of Cancer Survivorship, 265–84. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77432-9_14.

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Whitfield, Jeff. "Interpersonal Relationships." In Conflicts in Construction, 47–61. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-13360-4_5.

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Stebbins, Robert A. "Interpersonal Relationships." In Leisure and Positive Psychology: Linking Activities with Positiveness, 57–69. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1007/978-1-137-56994-3_4.

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Boltz, Marie, Holly Rau, Paula Williams, Holly Rau, Paula Williams, Jane Upton, Jos A. Bosch, et al. "Interpersonal Relationships." In Encyclopedia of Behavioral Medicine, 1106–11. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4419-1005-9_1425.

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Mcloughlin, Chris, and Alex Kelly. "Workplace relationships." In Talkabout Transitions, 117–38. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429467448-5.

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Sias, Patricia M., and Yejin Shin. "Workplace Relationships." In Origins and Traditions of Organizational Communication, 187–206. First edition. | New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780203703625-13.

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Costa, Hilda. "Workplace Relationships." In Encyclopedia of Evolutionary Psychological Science, 1–2. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-16999-6_2815-1.

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Costa, Hilda. "Workplace Relationships." In Encyclopedia of Evolutionary Psychological Science, 8587–89. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-19650-3_2815.

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Sternberg, Robert J. "II. Interpersonal relationships." In Psychology 101½: The unspoken rules for success in academia., 73–151. Washington: American Psychological Association, 2017. http://dx.doi.org/10.1037/14949-002.

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Conference papers on the topic "Interpersonal Relationships in the Workplace"

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Vsevolod, Konstantinov, Shumilkina Evgeniia, and Osin Roman. "CROSS-CULTURAL ASPECT OF INTERPERSONAL RELATIONSHIPS IN THE WORKPLACE IN THE PERIOD OF REORGANIZATION." In International Psychological Applications Conference and Trends. inScience Press, 2020. http://dx.doi.org/10.36315/2020inpact029.

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Vsevolod, Konstantinov, Shumilkina Evgeniia, and Osin Roman. "CROSS-CULTURAL ASPECT OF INTERPERSONAL RELATIONSHIPS IN THE WORKPLACE IN THE PERIOD OF REORGANIZATION." In International Psychological Applications Conference and Trends. inScience Press, 2020. http://dx.doi.org/10.36315/2020inpact029.pdf.

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Banno, Mariasole, Andrea Albertini, Ileana Bodini, Sandro Trento, and Valerio Villa. "Theatre teaches." In Fourth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2018. http://dx.doi.org/10.4995/head18.2018.8098.

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Theatre teaches is a new experiment carried out at the University of Brescia. The growing importance of transversal competences i.e. those skills that essentially concern attitudes in the workplace and interpersonal relationships such as team work, language and communication skills, gave us the idea to develop an educational innovation to help students bring out these skills. We asked students to wrote a play using topics seen in class. So, they tried to wrap their mind around it and worked in team to write a script and get him to scene. Not to be confused to business theatre, this method is applicable in any framework. The assessment results reveal that students appreciate this method because this work helps them to express theirself better and, in general terms, they could improve their non techniocal skills. In conclusion, we can say that this experiment has been a success and gave the students the opportunity to show transversal competences. The ability to communicate, to teamworking, to manage conflicts, to speak in public, to problem solving, creativity, imagination, the ability to manage unforeseen situations and tolerate pressure and stress, leadership skills, negotiation skills and the ability to motivate are just few of the emergent competences.

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Kralj, Danijela, Irena Istenič, and Nevenka Šestan. "Skupaj za prijazno, vključujoče in varno delovno okolje." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.33.

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The situation we are experiencing on a global level and in the domestic environment confirms long-standing warnings that human and planetary survival requires radical changes in the way we think and respond to the demanding problems and challenges of today's society. The COVID19 epidemic has further exacerbated the deterioration. There is too much intolerance, even towards those who, in their moral and professional obligation to humanity and the medical profession, risk their own lives to save the lives and health of others. As social and personal hardships intensify, the dark forces of human character accumulate and destroy interpersonal and social relationships. Due to the increasingly serious consequences, such as psychological and physical violence, discrimination and exclusion in the workplace, a comprehensive and inclusive (integrated, integrative) model of an inclusive and safe work environment is being established worldwide. Inclusive practices have a positive effect on productivity by improving organizational climate and employee motivation, commitment and adherence to business ethics and values of the organization, while reducing turnover and risk of deviance. Therefore, they are often mentioned as the starting point for integrated and connected, integrated business, applicable business ethics and integrity, sustainable social responsibility, and achieving sustainable development goals in the era of new technologies and Industry 4.0. Thus, as part of a tertiary research project, in January 2020 we organised a seminar with a workshop for UKCL employees on a friendly, inclusive and safe working environment. The findings and conclusions are presented in this paper.

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Bălăită, Raluca. "Managing Interpersonal Relationships." In 2nd Central and Eastern European LUMEN International Conference - Multidimensional Education and Professional Development. Ethical Values. Cognitive-crcs, 2017. http://dx.doi.org/10.15405/epsbs.2017.07.03.6.

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Andriani, Vivitri Endah. "Interpersonal Communication in Workplace Bullying." In International Conference on Media and Communication Studies(ICOMACS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icomacs-18.2018.14.

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Kurniawan, Achmad Wildan, Silvi Sucira Listian, Zikri Fachrul Nurhadi, and Heri Hendrawan. "Metrosexual Lifestyle and Interpersonal Relationships." In International Conference on Media and Communication Studies(ICOMACS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icomacs-18.2018.5.

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Punuru, Anju, Tyng-Wen Cheng, Isha Ghosh, Xinru Page, and Mainack Mondal. "Cultural Norms and Interpersonal Relationships." In CSCW '20: Computer Supported Cooperative Work and Social Computing. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3406865.3418341.

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Liu, Xiaoping, and Jingsong Deng. "Risk Perception of Interpersonal Relationships among Employees." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5997997.

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Rashid, Farzana, and Eduardo Blanco. "Dimensions of Interpersonal Relationships: Corpus and Experiments." In Proceedings of the 2017 Conference on Empirical Methods in Natural Language Processing. Stroudsburg, PA, USA: Association for Computational Linguistics, 2017. http://dx.doi.org/10.18653/v1/d17-1244.

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Reports on the topic "Interpersonal Relationships in the Workplace"

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Barroso, Margarida M,. Occupational inequalities in workplace relationships. Observatório das Desigualdades, 2016. http://dx.doi.org/10.15847/ciesodwp012016.

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Ha-Brookshire, Jung E., and Rafiqul Islam Rana. Relationships Between Apparel Buyers� Mediated Power and Bangladeshi Suppliers� Psychologically Defensive Workplace Behavior. Ames (Iowa): Iowa State University. Library, January 2019. http://dx.doi.org/10.31274/itaa.8849.

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Dupas, Pascaline, Anthony Keats, and Jonathan Robinson. The Effect of Savings Accounts on Interpersonal Financial Relationships: Evidence from a Field Experiment in Rural Kenya. Cambridge, MA: National Bureau of Economic Research, July 2015. http://dx.doi.org/10.3386/w21339.

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Syvash, Kateryna. AUDIENCE FEEDBACK AS AN ELEMENT OF PARASOCIAL COMMUNICATION WITH SCREEN MEDIA-PERSONS. Ivan Franko National University of Lviv, February 2021. http://dx.doi.org/10.30970/vjo.2021.49.11062.

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Parasocial communication is defined as an illusory and one-sided interaction between the viewer and the media person, which is analogous to interpersonal communication. Among the classic media, television has the greatest potential for such interaction through a combination of audio and visual series and a wide range of television content – from newscasts to talent shows. Viewers’ reaction to this product can be seen as a defining element of parasociality and directly affect the popularity of a media person and the ratings of the TV channel. In this article we will consider feedback as part of parasocial communication and describe ways to express it in times of media transformations. The psychological interaction «media person – viewer» had been the focus of research by both psychologists and media experts for over 60 years. During the study, scientists described the predictors, functions, manifestations and possible consequences of paracommunication. One of the key elements of the formed parasocial connections is the real audience reaction. Our goal is to conceptualize the concept of feedback in the paradigm of parasocial communication and describe the main types of reactions to the media person in long-term parasocial relationships. The research focuses on the ways in which the viewer’s feedback on the television media person is expressed, bypassing the issue of classifying the audience’s feedback as «positive» and «negative». For this purpose, more than 20 interdisciplinary scientific works on the issue of parasocial interaction were analyzed and their generalization was carried out. Based on previous research, the types and methods of feedback in the television context are separated. With successful parasocial interaction, the viewer can react in different ways to the media person. The type of feedback will directly depend on the strength of the already established communication with the media person. We distinguish seven types of feedback and divide them into those that occur during or after a television show; those that are spontaneous or planned; aimed directly at the media person or third parties. We offer the following types of feedback from TV viewers: «talking to the TV»; telling about the experience of parasocial communication to others; following on social networks; likes and comments; imitation of behavior and appearance; purchase of recommended brands; fanart.

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Interpersonal Power in Intimate Relationships: A Data-Driven Learning Guide. Ann Arbor, MI: Inter-university Consortium for Political and Social Research, May 2009. http://dx.doi.org/10.3886/intimatepowerrelations.

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The role of incentives in encouraging workplace HIV/AIDS policies and programs. Population Council, 2004. http://dx.doi.org/10.31899/hiv15.1007.

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This brief examines the role of incentives in encouraging companies in Thailand to adopt workplace policies and programs that address AIDS-related stigma and discrimination and respond to the needs of workers for information and services. The research was a collaboration between the Horizons Program, American International Assurance (AIA), the Thailand Business Coalition on AIDS (TBCA), and AusAID. After the initiative was launched (known as the AIDS-response Standard Organization), TBCA staff built relationships with company managers to explain and promote the advantages of joining. Companies agreeing to implement at least three HIV/AIDS workplace policies would receive a reduction of 5–10 percent off group life insurance premiums from AIA, Thailand’s largest insurance provider, if they were AIA clients. As the initiative evolved, TBCA introduced the additional incentive of a certificate endorsed by the government and awarded at a high-profile public ceremony. For each company agreeing to participate, TBCA offered assistance to enhance their activities, including providing educational leaflets, videos, and a mobile exhibition, as well as condoms, peer education training, counseling and referrals to support groups for HIV-positive employees, and assistance with writing company HIV/AIDS policies.

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