Social links and relationships at the workplace have numerous effects on employee’s performance and job satisfaction. It has been acknowledged that power exercised by heads or senior employees leads to the development of social distance (Magee & Smith, 2013). There is quite a significant bulk of research on the correlation between social distance created by heads and employees’ satisfaction and performance (Liang, Chan, Lin & Huang, 2011). It is found that social distance often hurts employees’ performance and job satisfaction. At the same time, the role of interpersonal relationships among colleagues as well as the development of the social distance is still under-researched. Nonetheless, these relationships may have various effects on employees’ performance as people’s behavior is often shaped by the environment and social links.
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Personal relationships with the head and especially colleagues have a significant impact on the employee’s satisfaction and performance while alienation of employees negatively affects their performance and the overall atmosphere at the workplace.
When it comes to relationships with colleagues, how true are the following statements for you:
- I find that it is important to develop close relationships with some of my colleagues
- I go out with some of my colleagues at least twice a month
- I share my problems (related and unrelated to work) with some of my colleagues
- I am ready to listen to some of my colleagues sharing their problems (related or unrelated to work)
- I feel better after I share my problems with some of my colleagues
- Some of my colleagues influence important events of my life as well as choices I make (related or unrelated to work)
Liang, T., Chan, L.C., Lin, C.W., & Huang, Y. (2011). Relationship between leadership behaviors and task performance: The mediation role of job satisfaction and the moderation role of social distance. African Journal of Business Management, 5(14), 5920-5928.
Magee, J.C., & Smith, P.K. (2013). The social distance theory of power. Personality and Social Psychology Review, 17(2), 158-186.