Job Relationships

Job Relationships

BU224: Microeconomics

December 11, 2012

Job Relationships

The misconception amongst organization is money is the prime motivator for employee happiness; however the relationship between job satisfaction and performance is significantly tied to employee relations. Whether an individual is hired as a leader or to be led, having the ability to establish functional and healthy workplace connections can make or break success and create job fulfillment. According to Viviana Zelier workplace relationships on an individual level and collective level enhances work solidarity and build connections between workers that cross-racial and ethnic line. Having valued interpersonal relationships can positively affect individual attitudes, opinions and organizational outcomes. This is also true for relationships between coworkers, supervisors, and subordinates. In a study of government workers in South Korea and the United States, Song and Olfshki (2008) found that in both countries friendships between superiors and subordinates positively affect work attitudes.

Companies develop handbooks and policy manuals specifying benefits, policies and procedures and their commitment to handle employees fairly; while providing training and costly benefit packages to attract talent and secure loyal workers that will exceed the minimum expectation of their company. However workers view the workplace as financial security, identity, and as a source of connection and belonging that runs parallel to the core of their identity. Workers are both physically and emotional invested to the companies in which they work for because without work to be done, jobs won’t exist. According to sociologist Arlie Hochschild the emotional connections between affective families and work have reversed; workers view their workplaces as home and choose to invest emotionally in their work “families” rather than in their traditional affective families.

Providing an environment that is...