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Peer and Co-worker Communication: 

Peer and Co-worker Communication Chapter 11 “RELATIONAL CHALLENGES”

Co-worker Communication: 

Co-worker Communication Peer relationships can provide a source of intrinsic reward for the employee, can buffer job-related stress, and can reduce job dissatisfaction and turnover (Kram & Isabella, 1985)

Questions: 

Questions Why is it in the organization’s best interest to foster co-worker relationships? Are people more involved, satisfied, and participative in dyads as compared to groups? How does physical space affect office relationships? What contributes most to worker relationship development?

Overview: 

Overview Nature of co-worker relationships Strategies for developing work relationships Factors influencing relationship development Positive and negative consequences Relationship issues in the workplace (case study)

Nature of Relationships in Organizations: 

Nature of Relationships in Organizations Two Forms of Interpersonal Relationships Organizational - based on organizational structure Personal - choice & voluntariness Friendship is an ongoing human association voluntarily developed and privately negotiated Relationships are exponentially complex

Five Principles of Developing Work Relationships: 

Five Principles of Developing Work Relationships #1 - Proxemics Affect Relationship Development Distance between ourselves and others More opportunities to interact Physical space affects office relationships (HOW?) #2 - Relationship Communication Conveys Information and Imposes Behavior Two levels of messages: CONTENT and COMMAND Command defines the relationship between the two individuals

Five Principles of Developing Work Relationships: 

Five Principles of Developing Work Relationships #3 - Relationships Can Be Symmetrical or Complementary Interpersonal Balance Symmetrical - both partners are equal in the relationship Complementary - based on maximization of differences (1 up/down) #4 - Each Partner Has Different Interpersonal Needs Schutz’s FIRO-B Inclusion, Affection, and Control #5 - Co-workers Can Have More Control of Each Other Than Can Supervisors Income of all is dependent on work of all Member-based control (concertive control, Chapter 5, p. 99)

Relationship Development: 

Relationship Development Three Patterns in co-worker relationships which result in changes in communication patterns Transition 1 - Acquaintance to Friend Caused by contextual (environmental factors) Time, close proximity, sharing tasks, socializing outside of work Transition 2 - Friend to Close Friend Driven by problems or events in both personal and work life More time outside of work and with each other’s families Discussion of more work-related problems (more open) Transition 3 - Close Friend to Almost Best Friend Socializing outside work and shared life events Trust and detailed discussion

Relationship Development:Three Critical Factors: 

Relationship Development: Three Critical Factors The impact of proximity Telecommuting and “virtual offices” Assimilation issues How superiors treat co-workers Undeserved, favorable, and differential treatment by supervisor causes dislike and mistrust of subordinate-- caution and isolation Undeserved, negative, and differential treatment by supervisor causes increased group cohesiveness and increased interaction -- more open and decrease in communication editing Deserved unfavorable treatment = distance from ‘problem employee’ Deserved favorable treatment = respect, approval, conduit to supervisor Social Exchange Theory (Thibaut and Kelley, 1959) Maximum pleasure and minimum pain Predicts the likelihood that relationships will develop

Consequences of Work Relationships: 

Consequences of Work Relationships Positive Consequences Support system - information and feedback Greater loyalty Fosters success Increases satisfaction and organizational identification Negative Consequences - MISUSES commodity - political currency information retrieval - not ordinarily available co-dependency - can’t function independently against one’s own interest - opportunities for advancement Strains on Friendship and Work Relationships (Figure 11.1, p. 202)

Strains on Friendships and Work Relationship: 

Strains on Friendships and Work Relationship Strains Caused by Work Egalitarian nature negated Management of information Need for autonomy Violation of consensus desires Negative feedback Public displays of friendship minimized Strains Caused by Friendship Objectivity damaged Management of inequalities Socializing affecting performance Management of organizational information Friends held to a higher standard

Strengthening Work Relationships: 

Strengthening Work Relationships Providing Positive Feedback Increased morale Fosters support Mediate Conflict Discuss Communication (metacommunication)

Developing Relationships at Work: 

Developing Relationships at Work Develop your closest friendships outside of work Don’t start an intimate relationship at work unless you are prepared to cope with the consequences Recognize that males and females will cope with friendships at work differently

Healthy Work Relationship Criteria: 

Healthy Work Relationship Criteria Individual excellence Importance (of strategic objectives) Interdependence Investment Information Integration Institutionalization (formal status) Integrity

CASE STUDY: 

CASE STUDY If you were Dave, what would you do? What can Dave do in the future to prevent this type of thing from happening again? How would you characterize Dave’s communication style? Steve’s Bob’s?

Summary: 

Summary Nature of co-worker relationships Strategies for developing work relationships Factors influencing relationship development Positive and negative consequences Relationship issues in the workplace (case study)

Peer and Co-worker Communication: 

Peer and Co-worker Communication Communication with peers at work creates a strong bond between the employee and organization!