Received and reviewed by former editor, George Neuman.
The purpose of this study was to investigate the impact of several variables on coworker perceptions of fairness regarding workplace romance (WR) management practices.
Data on actual real-life WRs were obtained through personal interviews with part-time and full-time employees who were also pursuing university studies (n = 100).
The results of the study indicate that most coworkers perceive managerial inaction regarding WRs to be fair unless (1) the WR is having a negative effect on the workplace, (2) the WR parties work in the same department, or (3) the organization has a WR policy. Managerial action was taken in only 11 of the 100 cases reported. None of the participants reported any positive effect of WRs.
In general, coworkers consider it fair for WRs to be accepted as a fact of organizational life and for no action to be taken unless there are negative ramifications of the WR. Contextual factors are important to coworkers who are assessing the fairness of managerial action regarding a WR, and managers can increase the chance of WR management being perceived as fair by taking these contextual factors into account when determining their actions in situations involving WR.
Unlike a number of previous studies on WR, this research was based on real-life WRs, rather than scenarios. This study addressed a gap in the literature with respect to variables affecting coworker perceptions of fairness regarding WRs.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Anderson, C. J., & Fisher, C. (1991). Male-female relationships in the workplace: Perceived motivations in office romance.
Sex Roles,25(3/4), 163–180. doi:
Atwater, L. E., Waldman, D. A., Carey, J. A., & Cartier, P. (2001). Recipient and observer reactions to discipline: Are managers experiencing wishful thinking?
Journal of Organizational Behavior,22, 249–270. doi:
Brown, T. J., & Allgeier, E. R. (1996). The impact of participant characteristics, perceived motives, and job behaviors on co-workers’ evaluations of workplace romances.
Journal of Applied Social Psychology,26(7), 577–595. doi:
Butterfield, K. D., Trevino, L. K., & Ball, G. A. (1996). Punishment from the manager’s perspective: A grounded investigation and inductive model.
Academy of Management Journal,39, 1479–1512. doi:
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
The Journal of Applied Psychology,86(3), 425–445. doi:
Dillard, J. P., Hale, J. L., & Segrin, C. (1994). Close relationships in task environments: Perceptions of relational types, illicitness and power.
Management Communication Quarterly,7(3), 227–255. doi:
Eyler, D. R., & Baridon, A. P. (1991).
More than friends, less than lovers: Managing sexual attraction in the workplace. Los Angeles CA: Jeremy P. Tarcher Inc.
Fisher, A. B. (1994). Getting comfortable with couples in the workplace.
Hochschild, A. (1996).
The time bind. New York: Henry Holt.
Hoffman, L., Clinebell, S., & Kilpatrick, J. (1997). Office romances: The new battleground over employees’ rights to privacy and the employers’ right to intervene.
Employee Rights and Responsibilities Journal,10(4), 263–275. doi:
Karl, K. A., & Sutton, C. L. (2000). An examination of the perceived fairness of workplace romance policies.
Journal of Business and Psychology,14(3), 429–442. doi:
Mainiero, L. A. (1986). A review and analysis of power dynamics in workplace romances.
Academy of Management Review,11, 750–762. doi:
Mainiero, L. A. (1989).
Office romance: Love, power, and sex in the workplace. New York: Rawson Associates.
Parks, M. (2006).
2006 Workplace romance: Poll findings. Alexandria VA: Society for Human Resource Management.
Pierce, C. A., & Aguinis, H. (2001). A framework for investigating the link between workplace romance and sexual harassment.
Group & Organization Management,26(2), 206–229. doi:
Pierce, C. A., & Aguinis, H. (2005). Legal standards, ethical standards, and responses to social-sexual conduct at work.
Journal of Organizational Behavior,26, 727–732. doi:
Pierce, C. A., Aguinis, H., & Adams, S. K. R. (2000). Effects of a dissolved workplace romance and rater characteristics on responses to a sexual harassment accusation.
Academy of Management Journal,43(5), 869–880. doi:
Pierce, C. A., Broberg, B. J., McClure, J. R., & Aguinis, H. (2004). Responding to sexual harassment complaints: Effects of a dissolved workplace romance on decision-making standards.
Organizational Behavior and Human Decision Processes,95, 66–82. doi:
Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research.
Organizational Behavior and Human Decision Processes,99, 113–142. doi:
Tourigny, L., & Dougan, W.L.(2004).
More than love and work: A critique of existing treatments of organizational romance. Proceedings of the 2004 Annual Meetings of the Midwest Academy of Management, Minneapolis.
Warfield, A. (1987). Co-worker romances: Impact on the work group and on career-oriented women.
Dieses ausgewählte Buchkapitel beschreibt ausführlich einen erfolgreichen und einen gescheiterten Wissenstransfer. In beiden Fällen sollte ein Softwareingenieur in einen neuen, komplexen Tätigkeitsbereich eingearbeitet werden. Erfahren Sie, wie die Wissensempfänger Handlungsfähigkeit erworben haben, welche Herausforderungen dabei auftraten und wie die Begleitung des Wissenstransfers half, mit diesen Herausforderungen umzugehen. Profitieren Sie von einer Reihe von praktischen Empfehlungen für Wissenstransfer in komplexen Tätigkeitsbereichen. Jetzt gratis downloaden!