Introduction

The purpose of the paper is to accentuate on the business ethics associated with relationships in the workplace. The paper will review a journal article based on the topic to cater a detailed understanding of business ethics in regards to workplace relationships. Workplace relationships entail the relationship between the superiors and subordinates of the company. Superiors include the managers and leaders whereas subordinates refer to the employees in the organization. Workplace relationships tend to influence the organizational growth, success, and performance.It is of importance for the organizations to create and maintain a positive relationship at the workplace.

Discussion

Workplace Relationships:
Relationships in the workplace are of utmost importance for the success, growth, and performance of a company. Positive relationships tend to take the shape of varied sorts of exchanges among the leaders and employees. Positive exchanges comprise of behaviors such as discussing issues associated with work, engagement in the process of decision-making, presence of the leader during the time of requirement. Such positive exchanges play a vital role in enriching the performance of the employees (Gaur7-12).Managers having effective managerial skills are good at figuring out the importance of workplace relationships. Managers of a company tend to take time for forming a positive and strong relationship with their employees.It makes it possible for the managers and leaders of a company to ensure that the employees are giving their best effort while performing the business tasks. On the other hand, it also enables the managers to get their job done effectively(Rosenbury 117).

Relationships in the workplace directly influence the employee’s ability to perform and produce. Spending a considerable amount of time at the workplace apart from working tends to formation of friendships (Sias 375-400). Such relationships lead to have positive results in regards to the overall productivity of the company and performance of the employees. Workplace relationships enable the individuals to facilitate their socio-emotional objectives and might encompass different degrees and types of intimacy, companionship, mutual support, and affection (Gaur 7-12).

Positive Impact of workplace relationships:

Positive workplace relationships between the leaders and employees along with the relationships between employees make it possible for the companies to improve the organizational growth and its progress towards achieving the business goals. It is because forging and maintaining a positive relationship at the workplace allows the company to improve the performance and productivity of the workers (Sias 375-400).

Positive relationships at the workplace lead to more cohesive team works and enable the company in increasing the level of employee satisfaction and commitment. In addition, it also makes it feasible for the companies to experience significant amount of productivity. Based on the workplace relationships a company can thrive for accomplishing even greater business goals and objectives.It also plays a vital role in increasing the positive feelings regarding the organizations (Rosenbury 117).The employees also tend to perform the business tasks allocated to them effectively. In addition, workplace relationships enable the companies in preventing employee turnover and decrease the rate of employee absenteeism as well.

Negative Impact of Workplace relationships:

As per stated by Gaur in “Understanding workplace relationships-with special reference to superior-subordinate relationship: An important dimension having impact on the success, growth and performance of the employees and organization.” (7-12),in majority of the cases it has been observed that although workplace relationships tend to have a positive impact on the organization, but at times, it could also lead to envy, unhealthy rivalry, irrelevant conversation, and distraction from work. Activities like these could have an adverse impact on the overall performance and productivity level of the employees and the organization as well.

As per opined Venkataramani in “Positive and negative workplace relationships, social satisfaction, and organizational attachment.” (1028), a workplace comprises of various individuals belonging from different cultural backgrounds. At times, the cultural differences between the individuals working might lead to conflicts and this leads to forge a negative impact. Negative relationships at the workplace leads to increase the rate of employee turnover, decrease job satisfaction, and decline in the overall performance and productivity of the organization as well as employees. Failing to form a positive and healthy workplace relationship influences the commitment level of employees adversely. A negative workplace relationship comprises of manipulation, disputes, concealment, and animosity.

Positivity in Superior-subordinate relationships:

Considering the overall relationship at the workplace, the relationship between the superiors and employees is the key to organizational success in regards to achieving the business goals and objectives compellingly (Sias 375-400). It is necessary for the managers and leaders of the company to forge a healthy relationship with theemployees. Doing so makes it workable for the managers and leaders to get the work done by the employees effectively. Maintaining a affirmative relation with the superiors and subordinates varies considerably, relying on the expectations each of the individual parties have (Gaur 7-12). Some of the individuals look forward to building a personal relationship whereas some individuals seek to settle it down to professional relationship itself. Effective leaders have the ability to figure out every person as an individual having distinctive beliefs and values. Effective superiors tend to respect and appreciate the cultural differences among the employees (Rosenbury 117). It makes it possible for a company to conduct the business operations effectively.

For developing effective and positive workplace relationship with the workers, it is of importance for the managers and leaders of the company to aspects influencing the ethical behavior of the individuals (Sias 375-400). Some of the influential determinants are childhood experiences, cultural and ethnic background, values, and beliefs. Effective managers and leaders tend to comprehend that because of such differences within the employees, the decisions taken by them would lead to affect the one employee differently from the other ones (Gaur 7-12). Conscientious managers and leaders thus require striving in order to figure out alongside considering such differences before making any sorts of decision on a course of actions (Rosenbury 117).

Negativity in superior-subordinate relationships:

As per stated by Morrison in “Negative relationships in the workplace: Associations with organizational commitment, cohesion, job satisfaction and intention to turnover.” (330-344),workplace relationship between the superiors and subordinates also tend to have an adverse impact on the performance of the company and employees as well. It is because the employees of the organization tend to become more dependent on their superiors while performing the business activities. Negative relationship at the workplace between the superiors and subordinates make it difficult for the companies to carry out the operations effectively. Formation of such negative relationship at the workplace is quite difficult to resolve, as it consumes a significant amount of time and is stressful as well.Workplace behavior in regards to negative relationship constitutes of sabotaging other individuals work, undermining credibility, and withholding valued resources unfairly.

Furthermore, negativity in the workplace relationships between the superiors and subordinates of the company could also lead to misunderstandings as well as the hostility increases alongside the amount of adverse relationship (Morrison 330-344). Besides this, negative workplace relationships between the superiors and subordinates tend to create partiality. For instance, individuals having a good relationship with the superiors are appreciated whereas the other employees not having such a good relationship lack support from the superiors. This leads to adversely affect the overall performance of the company in carrying out the business tasks. Workplace relationship between the superiors and subordinates involves promoting friendly rivalry or competition among the employees with the aim to seek the best out of them. However, in some cases the competition is taken quite seriously and turns out to be problematic for the superiors and company itself. Arousal of such dire circumstances leads to forge envy, hatred, and disrespect within the employees for one another (Morrison 330-344). Thus, it is of significance for the managers and leaders of the organization to make sure that the competition is not taken so seriously.

Moreover, considering such differences among the individuals make it feasible for the managers and leaders to avoid several conflicts and misunderstandings; this further enables the company to have a positive and better influence on the subordinates (Sias 375-400). A firm and healthy relationship between the superiors and subordinates at the workplace enables an organization to forge a sense of respect and appreciation for the individuals. Such relationships in the workplace allows the organization in promoting equal amount of opportunities, inspires the workers to carry out the business tasks, and motivates them in order to contribute their optimum efforts in making the business successful (Rosenbury 117).

On the other hand, unusual relationship between the subordinates and superiors of the company needs specific strategies for relationship maintenance. In addition, there are four types of relationship maintenance tactics. The first one is informal interactions, which involves non-work associated conversations between the subordinate and the superior and this strategy accentuates on creating a personal bond like friendship. The second one is the formal interactions, which entails sense of respect, appreciation, and polite behavior between the superior and subordinates (Rosenbury 117). This type of formal interactions makes it feasible to forge a highly professional relationship between the managers, leaders, and employees.

The third strategy comprises of effective communication dealing with the professional issues faced by the employees. It makes it possible for the employees to communicate with the managers and leaders for discussing the problems they come across while performing the business activities allocated to them (Sias 375-400). After gaining a comprehensive understanding of the issues, the managers and leaders of the organization are capable of taking effective decisions concerning the enhancement of the weak areas and business processes. It also helps the superiors to identify the training needs as well and provide them with training accordingly to hone their existing skills alongside helping them in developing the skills necessary. The last strategy is about open conversation with the managers and leaders of the company including explicitly discussing their viewpoints concerning the manner in which they want to be treated at the workplace (Gaur 7-12).

Expectations of the subordinates from the managers and leaders:

A manager and leaders being the superiors at the workplace are followed by the employees. The employees tend to follow the footsteps of the leaders for being the fruitful to the company in future days whereas the managers regulate the tasks of the employees based on their potential to perform them effectively (Rosenbury 117). The subordinates of an organization expect the superiors to set the standards for themselves, which the leaders and managers expect from the subordinates as well. Some of the qualities and traits of effective superior at the workplace includes the superiors believe anything worthy of doing is worthy if it is done in an appropriate manner (Gaur 7-12). Effective managers and leaders have the knowledge that lacking high-performance standards might outcome in poor work and might even cost additional monetary resources, time, and materials. Efficient superiors possess and portray the moral courage to stand up for the correct things even if they might face severe disagreements from the other members at the workplace (Sias 375-400). Managers and leaders with appropriate work ethics tend to admit their mistakes and accept the blame if they are at fault. Effective superiors at thee workplace tend to depict high level of dedication towards their work and commitment towards the organizational goals and objectives (Gaur 7-12). Superiors such as managers and leaders having the above-mentioned qualities tend to set themselves as an example and making it easier for the employees to follow their footsteps and show such qualities as well, which would ultimately outcome in enriching the growth, success, and performance of the company as well as the employees.

Furthermore, efficient managers and leaders have the inward urge, which motivates and drives them to excel in performing their set of duties at the workplace (Rosenbury 117). Even the managers and leaders have superiors under whom they operate, and they very well know that in order to receive loyalty from the superiors and subordinates, they also require being loyal. In addition, effective managers and leaders portray great sense of responsibility in their actions that forms their stone to influence the employees in a positive manner. Superiors of the company require showing sense of accountability for their decisions even if they are good or bad and must be ready to face the consequences of the decisions taken by them(Gaur 7-12).

Moreover, it is stated that in order to lead, it is of utmost importance to be a good follower, as without any followers there would not be any leadership. Effective superiors tend to realize that it is necessary to perform both the roles of followership and leadership at the same time (Rosenbury117). It is because while delivering guidance and direction to the employees, a superior is functioning as a leader or a manager, at the same time, the superiors require dealing with the higher level supervisors at the workplace. It is of high significance for the managers, leaders, and employees to forge togetherness, harmony, as well as a proper sense of belonging at the workplace (Gaur 7-12).
Negative dimensions of expectations:

As per opined by Morrison in “Negative relationships in the workplace: Associations with organisational commitment, cohesion, job satisfaction and intention to turnover.” (330-344), managers and leaders of the company failing to meet the expectations of the workers lead to formation of healthy workplace relationship. In an organization, workers tend to have certain set of expectations from the superiors. It constitutes of receiving proper training and development, assistance, and effective interaction. Nevertheless, superiors being unable to live up to the expectation of the employees leads to decrease the level of job satisfaction, increases the work pressure, and lastly, resulting in declining the employee commitment towards the business goals and objectives. It could also lead to increase the rate of employee turnover due to which the organization’s productivity level will decrease drastically and increase the expenses.

Important dimensions for efficient relationship between the superiors and subordinates at the workplace:

The significant dimensions for better superior-subordinate relationship at the workplace comprises of trust, communication, positive working environment, clarity and precision, ethics, and approachability. Trust is the basically the foundation to the success of superior-subordinate relationship. It comprises of the extent to which an individual believes the other one. Communication is integral to business in not just developing positive and healthy relationships, but also in performing the business activities successfully. Proper flow of communication leads to better and effective coordination, enhanced performance of the employees, improved morale, improved business relations, and enhanced customer relations (Sias 375-400). A positive and healthy working environment allows the employees to get them involved in several business related campaigns. It also promotes employee growth and development, and supports work-life balance as well. Clarity and precision is the key to productive superior-subordinate relationship at the workplace. Precision refers to the exact sayings of a member intending to say whereas clarity refers to the manner in which the person saying is able to make the other one comprehend the actual message being conveyed. Ethics refers to the moral values and principles the superiors and subordinates portray at the workplace. Lastly, approachability refers to the circumstances in which the subordinate tends to feel free while approaching the superiors (Gaur 7-12).

Conclusion

On completion of the paper, it can be concluded that it is of utmost significance for the organizations to accentuate on forging a positive superior-subordinate relationship at the workplace. It makes it workable for a company and its employees to perform the business tasks effectively and grow at a good pace. This further allows the organization in achieving its business aims and objectives compellingly. Thus, forging an effective and healthy relationship between the managers, leaders, and employees creates an overall positive impact on the company.

Works Cited
Gaur, Mamta, and Narges Ebrahimi. “Understanding workplace relationships-with special reference to superior-subordinate relationship: An important dimension having impact on the success, growth and performance of the employees and organization.” International Journal of Research and Development 2.2 (2013): 7-12.

Morrison, Rachel L. “Negative relationships in the workplace: Associations with organisational commitment, cohesion, job satisfaction and intention to turnover.” Journal of Management & Organization 14.4 (2008): 330-344.

Rosenbury, Laura A. “Working Relationships.” Wash. UJL&Pol’y 35 (2011): 117.

Sias, Patricia M. “Workplace relationships.” The SAGE handbook of organizational communication: Advances in theory, research, and methods (2014): 375-400.

Venkataramani, Vijaya, Giuseppe Joe Labianca, and Travis Grosser. “Positive and negative workplace relationships, social satisfaction, and organizational attachment.” Journal of applied psychology 98.6 (2013): 1028.