- Mutual Reward Theory - The Mutual Reward Theory (M. R. T.) states that a relationship between two people is enhanced when there is a satisfactory "balance" of rewards between them.
If the relationship is to remain healthy, and prosperous for a long period of time, it must contribute something valuable to both persons.
If, and when one of the persons does discover that she / he has been contributing substantially more than the other, the relationship may quickly weaken!
However, if, and when there are "balanced" rewards between the persons, the relationship may prosper very healthily!
A sincere relationship may also occur, if the relationship is close, emotional, and important enough.
2. Value Conflicts - Everyone has her / his own personal values.
To impose one's own personal values on another, especially at the workplace, will create a negative relationship between the employees who are "forced" to work together closely.
3. Ethnic Implications - Diversity at the workplace is promoted when there are relationships that do include employees from differing ethnic backgrounds.
4. Sexual Overtones & Harassment - Sexual Overtones = Sexual Tension (not dangerous!)
Sexual Harassment at the workplace is any, and every sexual harassing that does cause a co - worker to be uncomfortable, and has a negative effect on workplace productivity.
In most cases, sexual harassing is done in a deliberate way over a lengthy period of time.
There are also three other types of harassment which are :
- verbal
- visual
- physical
5. Age Differences - Employee generation age gaps!
Many employees between the ages of 18 - 30 years reckon their young age a "handicap" versus the elder employees at the workplace, and they often get discriminated at the workplace because of their young ages.
6. Irritation Threshold - Working relationships are frequently endangered of weakening because one of the employees does have an irritating habit / mannerism that bothers an other.
Whether or not a habit, or mannerism of one employee irritates an other employee does depend upon the threshold, and tolerance acceptability of the other employee.
The irritation threshold is the tolerance acceptability for a habit / mannerism of an employee.
If, and when an employee does have a high tolerance acceptability , she (or he) has a good human relations skill!
If, and when an employee does have a low tolerance acceptability for another employee's habits / mannerisms, the relationship may quickly weaken.
An example of something someone else does that sometimes gets close to, or passes my threshold is an irritating laugh!
Ha! Ha! Ha! Ha! Ha!
