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Workplace Relationships (workplace + relationships)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting66%

Selected Abstracts

Early Evidence of How Sarbanes-Oxley Implementation Affects Individuals and Their Workplace Relationships

BUSINESS AND SOCIETY REVIEW, Issue 1 2005
DAVID L. SCHWARZKOPF
First page of article [source]

Partnership and the development of trust in British workplaces

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2004
Graham Dietz
This article examines the alleged links between ,partnership' forms of managing workplace relationships in Britain and the development of intra-organisational ,trust'. The potential for mutually complementary linkages between the two are clear, in theory at least. Partnership should produce, nurture and enhance levels of interpersonal trust inside organisations, while trust legitimates and helps reinforce an organisation's ,partnership'. Qualitative evidence drawn from the self-reports of key participants in three unionised partnership organisations provides some support for the claimed linkages. But it also highlights weaknesses, discrepancies and pitfalls inherent in the process of pursuing trust through partnership. These offer insights into the process for managers, trade union officials, employee representatives and policy-makers, as well as suggesting avenues for future research using trust as a theoretical framework. [source]

Resistance to Deficient Organizational Authority: The Impact of Culture and Connectedness in the Workplace

JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 4 2009
Wilhelmina Wosinska
In 2 countries differing on individualistic,collectivistic orientation, we investigated resistance to a request made by a manager perceived as lacking personal power based on a key attribute (e.g., expertise, relationality). Results of an experiment with Polish and American participants were consistent with cultural differences in the preferred attribute of leaders in the 2 nations. Participants were more resistant to a manager who lacked the attribute more valued in their culture: Americans were more resistant to managers perceived as lacking in expertise, whereas Poles were more resistant to managers perceived as lacking in relational skills. This effect occurred only under conditions of well-established workplace relationships, suggesting that group connectedness creates a tendency to behave in line with predominant cultural norms. [source]

The influence of work-family culture and workplace relationships on work interference with family: a multilevel model

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2008
Debra A. Major
This research tested a multilevel model examining the influence of work-family culture and supportive workplace relationships on work interference with family. Web-based survey data were provided by 792 information technology employees from 10 organizations. Random coefficient modeling was used to test a path model examining the relationships between work-family culture, leader-member exchange (LMX), coworker support, and work interference with family. The direct effects of LMX and coworker support on work interference with family were significant. The indirect effect of work-family culture on work interference with family was also significant. Results demonstrate the value of work-family culture in understanding supportive supervisory and coworker relationships and work interference with family and highlight the need to employ multilevel models to understand these relationships. Copyright © 2007 John Wiley & Sons, Ltd. [source]

COMMUNITY, CONTEXT, AND THE PRESENTATION OF SELF IN DISTRIBUTED WORKPLACE INTERACTION

ANNALS OF ANTHROPOLOGICAL PRACTICE, Issue 1 2008
Michael Youngblood
Instantaneous communications technology has made it possible for distant coworkers to be interconnected to an unprecedented degree. Despite this, distributed workers often feel deeply disconnected from the production and performance of conventional workplace relationships and workplace culture. As the knowledge economy workforce trends toward ever-greater distribution and globalization, this raises important questions about the practice and experience of creative coengagement by colleagues who are not proximate to each other in time and space. How are shared understandings of workers' behavioral norms disseminated and practiced when workers are physically isolated from the collective workspace? How are relationships of collegiality and hierarchy constructed and performed through increasingly narrow channels of social interaction? How do workers signal their energy and commitment to a collective creative enterprise when their actual productive activity is largely invisible to others with whom and for whom they work? This article draws on my research with distributed knowledge workers, informal observations of colleagues, and personal experiences working as an independent consultant in distributed settings. It focuses on the challenges these workers face in defining their workplace community and effectively representing their professional selfhood when working at a distance. In this article I suggest that one key to alleviating these challenges is to extend the attributes of "placehood" to distant work spaces. [source]