Humans are social beings and for many people just as much as their friends or family; It is a fact that they spend time with their colleagues. Interpersonal relationships in the workplace form the daily interactions between co-workers or managers and employees. These relationships are a natural part of the work environment and are often pleasant and creative, but can sometimes be a source of tension and stress.

Many studies; It confirms that social relationships at work are an important factor influencing health and well-being. The results in this area have encouraged researchers and practitioners to reveal the preventive and supportive mechanisms for psychosocial risks in the focus of employee interpersonal relationships and its links with employee health and well-being.

Interpersonal relationships in the workplace can be defined from an individual perspective or from an organizational perspective. The individual perspective is about how each individual evaluates relationships. The organizational-level perspective includes the relevant management procedures and strategies that directly affect employees. Like the lack of opportunities for team meetings directly; or excessive workload that prevents spontaneous interaction. indirect factors can cause poor interpersonal communication. Poor communication in the workplace, social or physical isolation, poor relationships with superiors, interpersonal conflicts, lack of social support, and bullying or harassment create psychosocial risks from interpersonal relationships.

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Psychosocial risks related to interpersonal relationships in the ISO 45003:2021 standards guide prepared by ISO to manage psychosocial risks in the workplace:

• poor communication, including poor information sharing
• poor relationships between managers, supervisors, co-workers, and customers or others with whom employees interact
• interpersonal conflict
• harassment, bullying, victimization (including the use of electronic tools such as email and social media), third-party violence
• lack of social support
• unequal power relations between dominant and non-dominant groups of workers
• social or physical isolation

specified as.

It is important to create a healthy interpersonal dynamic to maintain a positive atmosphere at work. Good leadership skills and effective communication play an important role in building an ecosystem of strong interpersonal relationships and a conflict-free workplace.

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Social support

An important source of stress that can arise from interpersonal relationships is the lack of social support. Studies show that low social support is associated with anxiety, emotional exhaustion, job tension, low job satisfaction, and an increased risk of cardiovascular disease.

Social support is generally under three main headings,

Practical support: Giving the employee the necessary resources and information to fulfill the demands
Emotional support: Individual assistance, giving personal feedback, appreciation and encouragement
Informative support: Providing information and advice that can assist the employee in problem solving

defined as beneficial social interactions

Sources of social support are colleagues, supervisors, and the organization itself in general.

In addition, support from sources other than work also has an impact on health and business outcomes. Support is usually provided by everyday life contacts such as a spouse or partner, other family members, friends, or by formal support professionals such as psychologists and doctors.

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Conclusion

The first step for someone who wants to organize their interpersonal relationships at work is to establish positive relationships with others. This can be done by adding one or more people to one's social network or by strengthening existing relationships. Social bonds with others should be characterized by mutual appreciation.

Leaders play a central role in ensuring positive interpersonal relationships in the workplace, which have many positive effects on employees' health, job satisfaction, productivity and intention to leave. Participating in trainings focused on social support can raise awareness of situations where employees need support, and support can be provided where and when needed.

The organization's ability to create environments that support positive interpersonal relationships requires creating structures and practical solutions that allow employees to work together effectively and collaboratively and facilitate social communication and interaction.

N_HumaN Danışmanlık provides assessment and support services to businesses in determining and evaluating psychosocial risks that may arise from interpersonal relationships, and in creating organizations with a positive communication atmosphere, with the 5-stage IYRS model.

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References

ISO. (2021). Retrieved May 9, 2022, from https://www.iso.org/obp/ui/#iso:std:iso:45003:ed-1:v1:en

Stoetzer, U. (2010). Interpersonal relationships at work: organization, working conditions and health. Karolinska Institutet (Sweden).

Barth, J., Schneider, S., & Von Känel, R. (2010). Lack of social support in the etiology and the prognosis of coronary heart disease: a systematic review and meta-analysis. Psychosomatic medicine, 72(3), 229-238.

Baruch-Feldman, C., Brondolo, E., Ben-Dayan, D., & Schwartz, J. (2002). Sources of social support and burnout, job satisfaction, and productivity. Journal of occupational health psychology, 7(1), 84.

Interpersonal relationship at Workplace. All Things Talent. (2021, December 14). Retrieved May 9, 2022, from https://allthingstalent.org/2019/04/08/interpersonal-relationship-at-workplace/