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In Worklife Report's (2002) survey study of the effect of socialization in work relationships, it was found out that "...workers who regularly socialize with their colleagues are likely to be happier at work, have stronger team working skills and stay in one job for a longer period of time" (14). This finding illustrates how unity among members of the organization leads to better working performance and environment. Of course, it is inevitable that conflicts between or among members of the organization happen, but even these conflicts function to improve the efficiency and performance of the workers. However, it is also vital these conflicts function under a healthy working environment; otherwise, these conflicts can lead to disunity among the organization's members and dissolution of cohesiveness among groups.
However, there is also counter-evidence on the high productivity yield and high group cohesiveness relationship as illustrated in Lindorff's (2001) survey research, wherein the author identified that there is indeed a relationship between workplace stress and establishing social relationship within or outside the workplace environment. This relationship reflects the fact that social relations established within the workplace environment leads to greater stress among the respondents surveyed than social relations established outside the workplace environment (276).
The study's implication, while the survey study illustrates the detrimental...
As Lindorff states that "...intervention strategies may therefore need to be established....managers may need to be encouraged to develop a network of peers through informal contacts, or formal management development programmes [sic]" (281).
From these research-based data, the argument that high group cohesiveness results to high productivity among members of the organization is validated. Moreover, these research findings reflect that a collectivist and healthy workplace environment are the proper conditions for the cultivation and establishment of social relations among members of the organization, resulting to high group cohesiveness and eventually, and high productivity.
Bibliography
Kreitner, R. (1995). Organizational behavior. Chicago: Richard D. Irwin, Inc.
Lindorff, M. (2001). "Are they lonely at the top? Social relationships and social support among Australian managers." Work & Stress, Vol. 15, Issue 3.
Roundup." (2002). Worklife Report, Vol. 14, Issue 3.
Schultz, K. et. al. (1999). "The effects of low inventory on the development of productivity norms." Management Science, Vol. 45, Issue 12.
Bibliography
Kreitner, R. (1995). Organizational behavior. Chicago: Richard D. Irwin, Inc.
Lindorff, M. (2001). "Are they lonely at the top? Social relationships and social support among Australian managers." Work & Stress, Vol. 15, Issue 3.
Roundup." (2002). Worklife Report, Vol. 14, Issue 3.
Schultz, K. et. al. (1999). "The effects of low inventory on the development of productivity norms." Management Science, Vol. 45, Issue 12.
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