Building relationship with peers_indicator of job satisfaction

 

The definition of an association with coworkers can vary and be based on several views. For instance, the theory of social networks states that relationships between coworkers take place in a structure where individuals are represented by dots and relationships by lines. People with strong relationships are linked together by solid lines, whereas less connected pairings are linked together by dashed lines. This suggests that those that perform better are in some way more connected . The social network theory also distinguishes between various relationships based on various networks. Since this thesis focuses on a more general view of relationships created in the workplace as well as how these are viewed by employees, a characterisation of a specific connection is not pertinent.

In light of this, one definition of an association with coworkers is "the social and working transactions with others on the job" (Herzberg, 1966). Promotional possibilities, engaging work, a supportive boss, and amiable coworkers are some of the ways to increase job satisfaction (Brief, 1998) There are times when a person likes their peers but dislikes their boss.

The relationships at work can be divided into three categories, according to Herzberg et al. (1966: relationships with peers, relationships with supervisors, and relationships with subordinates). Since they only make up a small portion of the concept of relationships with colleagues.

The respondent's interactions with other persons he or she works with on a personal and professional level are referred to as relationships with peers. There is a relationship between two or more people. Consequently, this has to do with relationships between individuals (coworkers or peers) in work.

Analysis

A group of people who one can count on to help them out when they need it. As a result, support happens when others are helpful. This relates to the notion of an exchange relationship, or the hope of receiving support in return at a later time. According to Herzberg's idea, a person's interaction with their coworkers can either make them happy at work or make them unhappy. Herzberg found that the variables affecting job satisfaction and dissatisfaction were not simply opposites; rather, they were diverse. To interpret his findings, he created the "motivation-hygiene" theory, a two-factor model. He referred to the things that caused satisfaction as "motivators" and the factors that caused dissatisfaction as "hygiene factors". He specifies exactly which elements fall under the headings of motivators and hygienic considerations. Status, security, one's personal life, earnings, working circumstances, corporate policies and administration, relationships with one's boss, subordinates, and peers are all hygiene-related issues. Achievement, acclaim, the work itself, accountability, advancement, and personal development are all motivating elements. In accordance with Herzberg's thesis, accomplishment and recognition can be encouraged when relationships with peers are favourable. Overall job happiness is influenced by instances where employees receive praise for their efforts, are acknowledged for their achievements, and are able to find solutions to issues or accomplishments at work. An employee won't be content but won't be unhappy either if they don't receive these motivational benefits. The worker assumes a stance that is essentially neutral. It’s critical to realise that in this situation, the satisfaction of the employee depends on the satisfaction of the peer relationship. This implies that success and acknowledgement depend on relationships with colleagues. Peer relationships serve as a sort of foundation. It is all about corporation, trust, support, and the team spirit among employees. Teamwork is encouraged in LOLC Finance.

 

 

References

Annual report  LOLC Finance PLC(2021/2022)

Brief, A.P. (1998) Attitudes in and around Organisations. 

Herzberg, F.I. (1966). Work and the nature of man. Word.

Herzberg et al (1966) relationships with peers, relationships with supervisors, and relationships with subordinates.