1.0 Introduction
Interpersonal relationships at work have impact on both organizations and employees. This impact can be either positive or negative depending on the nature of the interpersonal relationship. Positive interpersonal relationship can improve individual employee attitudes such as job satisfaction, job commitment, engagement and perceived organizational support (Ellingwood, 2001; Morrison, 2009; Song & Olshfski, 2008; Zagenczyk, Scott, Gibney, Murrell, & Thatcher, 2010).
Also negative work attitudes can be reduced when employees discuss bad and unpleasant work experiences (Morrison, 2009; Odden & Sias, 1997; Song & Olshfski, 2008). On an organisational level, valued work relationships can influence organizational outcomes by increasing institutional participation, establishing supportive and innovative climates, increasing organizational productivity and indirectly reducing the intent to turnover (Berman, West, Richter, & Maurice, 2002; Crabtree, 2004; Ellingwood, 2004).
Previous research has examined contextual and demographic antecedents to workplace relationships to better understand what influences the likelihood that employees develop positive relationships at work. One of the key characteristics that has been identified to play a role is personality (Ilies et al., 2009).
According to Akintayo (2012), working environment refers to the immediate task and national environment where an organization draws its inputs, processed it and returned the outputs inform of products or services for public consumption. These include the supplier, customer, stakeholders, social-cultural, economic, technological, managerial and legal environment.
Research in the field of industrial psychology revealed that work environment, which can be measured through employees’ perceptions about the feature of their organisation, has significant relationship with several domains of organisational behaviour such as job performance, organisational commitment, motivation etc. According to Adeniji (2011) researchers in organizational behaviour have long been interested in understanding employees‘ perceptions of the work environment and how these perceptions influence individuals‘ work- related attitudes and behaviours. Early researchers suggested that the social climate or atmosphere created in a workplace had significant consequences- employees‘ perceptions of the work context purportedly influenced the extent to which people were satisfied and perform up to their potential, which in turn, was predicted to influence organizational productivity (e.g Katz & Kahn, 2004; Likert,1997, McGregor, 2000).
The construct of climate has been studied extensively and has proven useful in capturing perceptions of the work context (Denisson, 2006; Ostroff, Kinicki & Tamkins, 2007). Climate has been described as an experientially based description of the work environment and, more specifically, employees‘ perceptions of the formal and informal policies, practices and procedures in their organization (Schneider, 2008).
It is deduced that studies on organizational climate also refers to the work environment since organizational climate, conceptually, is a description of the work environment based on employees’ perceptions. In this study, the researcher probes into the work environment as it affects interpersonal relationship among employees. Also, personality is investigated as a dispositional factor with implications on the level and quality of interpersonal relationships of employees.
1.2 Background of the Study
Work environment on the behaviour of its members has been an important issue of discussion and analysis since long back. In industrial context, the problem of increasing production and making the work environment more pleasant have been approached through the introduction of durable changes in working environment. The environment in work organizations comprises several components of two major categories, namely, physical and psycho-social. During early days of development of industrial psychology only physical environment in work place was given importance and was considered as a predominant determinant of employees’ productivity. Numerous earlier studies examined the effect of illumination, temperature, noise, and atmospheric conditions on productivity of the workers (Bennett, Chitlangia, & Pangnekar, 1977; McCormic & Sanders, 1982; Moreland & Barnes, 1970; Peterson & Gross, 1978; Vickroy, Shaw, & Fisher, 1982). However, no consistent relationship could be noted between these components of physical work environment and performance. After Hawthorne studies industrial psychologists started shifting their attention to the study of social and psychological environment and its effects on employees’ job behaviour.
The recognition of the significant role of psycho-social environment led to the emergence of organizational psychology, and further the concept of ‘quality of work life’. The importance of physical work environment has now been again realized. The modern organizations are making all possible efforts to make work environment more comfortable, safe and healthy, which resulted in emergence of a new branch of industrial/organizational psychology, namely ‘occupational health psychology’. This is a more holistic method of looking at the work environment and the health of the workers.
The influence of organizational climate, which is mostly composed of several organizational, social and psychological factors, has been extensively examined in past two decades. In a number of studies employees’ motivation, job satisfaction, job involvement, job performance, and health have been found to be markedly influenced by psycho-social environment of work organization (Anantharaman & Subha, 1980; Dugdill, 2000; Mishra, 1986; Muchinsky, 1977; Tumuly, Jernigan & Kohut, 1994).
1.3 Statement Of The Problem
Investigation revealed that interpersonal relationships among employees pose significant concern to management. This is due to the fact that it has serious implications for organisational outcomes. When employees have negative interpersonal relationships, conflict is the inevitable consequence. Thus, studies have looked into aspects of the work environment that could foster an atmosphere of harmony and cohesiveness in the workplace. Furthermore, a boost to productivity is expected when employees have good interpersonal relationship. This is because ideas will flow more easily through the organisations and problems will be solved more readily.
However, the determinants of positive interpersonal relationships is an issue organisational psychologists have been contending with over the past two decades. Aspects of the work such as job design, feedback, etc and individual factors such as motivation, job involvement, have been the focus of most research. Nevertheless, work environment and personality traits are beginning to surface as relevant predictors of interpersonal relationship.
The ability of work environment to stimulate positive interpersonal relations and of personality traits to predispose employees to seeking meaningful relationships in the work place are important discourse in the literature on organisational behaviour.
Taking this fact into consideration, the present study aimed at examining the influence of work environment and personality traits on interpersonal relationships among employees.
1.4 Aim and Objectives Of The Study
The aim of this study is to investigate the relationship between work environment, big 5 personality traits, and interpersonal relations.
The specific objectives of this study are as follows:
- To determine the relationship between work environment and interpersonal relationship.
- To investigate the relationship between openness and interpersonal relationship.
- To examine the relationship between conscientiousness and interpersonal relationship.
- To observe the relationship between extraversion and interpersonal relationship.
- To investigate the relationship between agreeableness and interpersonal relationship.
- To investigate the relationship between neuroticism and interpersonal relationship.
1.5 Significance Of The Study
Interpersonal relationships have significant impact on productivity among employees. Positive interpersonal relationships enhance cooperation among workers and lead to achievement of organisational goals in due time. More so, management does not spend time on resolving conflict when interpersonal relationships are positive and beneficial. Thus, this study, by exploring the roles of two possible determinants of interpersonal relationships (work environment and personality traits) provides insight into better management practice.
Consequently, in the presence of positive interpersonal relationships turnover intentions are reduced as employees feel they are part of one big family. Successful organisations have succeeded in retaining their best talents by giving a sense of belongingness to them.
Personality traits are individual factors which employers cannot change, per se. nevertheless, they can be used in determining placements for individuals in different segments of organisations. On the other hand, the work environment can be improved with the aim of fostering positive interpersonal relationships. This study highlights this points by investigating the roles played by work environment and personality.
1.6 Operational Definition Of Terms
Interpersonal Relationship:
Refers to patterns of interaction with specific partners such as fellow employees over time.
Work Environment:
In the context of this study, refers to the psychosocial aspects of the office as perceived by the employee.
Extraversion:
This refers to high energy and activity level, dominance, sociability, expressiveness, and positive emotions as measured by the Big Five Inventory by John, Donahue & Kentle (1991).
Agreeableness:
Refers to prosocial orientation, altruism, tender mindedness, trust, and modesty as measured by the Big Five Inventory by John, Donahue & Kentle (1991).
Conscientiousness:
Refers to impulse control, task orientation, goal directedness as measured by the Big Five Inventory by John, Donahue & Kentle (1991).
Neuroticism:
Refers to anxiety, sadness, irritability, and nervous tension as measured by the Big Five Inventory by John, Donahue & Kentle (1991).
Openness:
Refers to the depth and complexity of an individual’s mental and experiential life as measured by the Big Five Inventory by John, Donahue & Kentle (1991).
