Article Sidebar

Download
PDF
Statistic
Read Counter : 368 Download : 286

Main Article Content

Abstract

Purpose: The primary purpose of this research is to explore the intricate dynamics of human interaction in organizational contexts, focusing on communication, teamwork, leadership, and organizational culture. By comprehensively examining these aspects, the study seeks to uncover how they collectively impact organizational effectiveness and individual satisfaction.


Research Design and Methodology: The methodology involves a qualitative literature review, integrating data from various academic sources, including journals and books. The research utilizes systematic search strategies, rigorous inclusion and exclusion criteria, and qualitative content analysis to ensure a comprehensive synthesis.


Findings and Discussion: The study reveals that effective communication is pivotal in maintaining operational efficiency and fostering a positive work environment. Leadership styles significantly influence workplace dynamics, affecting everything from decision-making processes to employee morale. Teamwork and organizational culture are identified as crucial elements that contribute to the overall health and productivity of organizations.


Implications: The findings suggest practical applications for organizational leaders aiming to enhance workplace interactions and organizational policies. Recommendations include investing in leadership development, fostering a collaborative culture, and implementing robust communication systems to improve engagement and productivity. Theoretical contributions include a deeper understanding of the interplay between individual behaviors and organizational structures, offering a foundation for future research in organizational behavior.

Keywords

Organizational Communication Team Dynamics Leadership Styles Employee Engagement Organizational Culture

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Sulastri, R. (2023). Unveiling the Nuances of Human Interaction within Organizational Settings. Advances in Human Resource Management Research, 1(3), 150–163. https://doi.org/10.60079/ahrmr.v1i3.197
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127–152. https://doi.org/10.1002/hrdq.20070
  2. Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449. https://doi.org/10.1146/annurev.psych.60.110707.163621
  3. Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056
  4. Bakker, A. B., & Leiter, M. P. (2010). Where to go from here: Integration and future research on work engagement. In A. B. Bakker & M. P. Leiter (Eds.), Work engagement: A handbook of essential theory and research (pp. 181–196). Psychology Press.
  5. Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187–200. https://doi.org/10.1080/02678370802393649
  6. Barling, J., & Kelloway, E. K. (2003). Handbook of workplace violence. Sage.
  7. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
  8. Bazerman, M. H., & Curhan, J. R. (2020). Negotiation. Annual Review of Psychology, 71, 89–113. https://doi.org/10.1146/annurev-psych-010419-050958
  9. Brown, M. E., & Treviño, L. K. (2020). Ethical leadership: A review and future directions. The Leadership Quarterly, 31(1), 105–123. https://doi.org/10.1016/j.leaqua.2019.07.003
  10. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass.
  11. Carmeli, A., & Sheaffer, Z. (2008). How leadership style and organizational learning mechanisms combine to affect the performance of voluntary and involuntary turnover in organizations. Human Resource Development Quarterly, 19(1), 31–55. https://doi.org/10.1002/hrdq.1234
  12. Colquitt, J. A., Scott, B. A., & LePine, J. A. (2013). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 98(2), 546–563. https://doi.org/10.1037/a0031753
  13. De Dreu, C. K. W., & Gelfand, M. J. (2008). The psychology of conflict and conflict management in organizations. In N. M. Ashkanasy & C. L. Cooper (Eds.), Research companion to the dysfunctional workplace: Management challenges and symptoms (pp. 217–235). Edward Elgar Publishing.
  14. DeChurch, L. A., & Mesmer-Magnus, J. R. (2010). The cognitive underpinnings of effective teamwork: A meta-analysis. Journal of Applied Psychology, 95(1), 32–53. https://doi.org/10.1037/a0017328
  15. Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. https://doi.org/10.1037/0021-9010.87.4.611
  16. Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Harvard Business Review Press.
  17. Gallup. (2020). State of the global workplace: 2020 report. Gallup.
  18. Gibson, C. B., & Gibbs, J. L. (2019). Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. Administrative Science Quarterly, 64(3), 627–661. https://doi.org/10.1177/0001839218800711
  19. Golden, T. D., & Veiga, J. F. (2005). The impact of extent of telecommuting on job satisfaction: Resolving inconsistent findings. Journal of Management, 31(2), 301–318. https://doi.org/10.1177/0149206304270047
  20. Greenleaf, R. K. (1970). The servant as leader. Robert K. Greenleaf Center.
  21. Gross, J. J., Emotion regulation: Conceptual and empirical issues. In T. J. Strauman (Ed.), Self-regulation and psychopathology: Emotion regulation: Conceptual and empirical issues. Guilford Press.
  22. Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269–287. https://doi.org/10.5465/amr.2005.16908478
  23. Hargie, O. (2011). Skilled interpersonal communication: Research, theory and practice (5th ed.). Routledge.
  24. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268
  25. Heifetz, R. A., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Harvard Business Press.
  26. Hertel, G., Geister, S., & Konradt, U. (2018). Managing virtual teams: A review of current empirical research. Human Resource Management Review, 29(1), 58–73. https://doi.org/10.1016/j.hrmr.2018.06.006
  27. Hong, L., & Page, S. E. (2004). Groups of diverse problem solvers can outperform groups of high-ability problem solvers. Proceedings of the National Academy of Sciences, 101(46), 16385–16389. https://doi.org/10.1073/pnas.0403723101
  28. Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282. https://doi.org/10.2307/2393638
  29. Jones, G. R., & George, J. M. (2020). Essentials of contemporary management (8th ed.). McGraw-Hill Education.
  30. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755
  31. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287
  32. Kahn, W. A. (2020). Theorizing about organizational communication. In L. L. Putnam & D. K. Mumby (Eds.), The SAGE handbook of organizational communication: Advances in theory, research, and methods (pp. 27–56). SAGE Publications.
  33. Katzenbach, J. R., & Smith, D. K. (2015). The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press.
  34. Leonardi, P. M., Huysman, M., & Steinfield, C. (2013). Enterprise social media: Definition, history, and prospects for the study of social technologies in organizations. Journal of Computer-Mediated Communication, 19(1), 1–19. https://doi.org/10.1111/jcc4.12029
  35. Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x
  36. Martínez-Sánchez, A., Cegarra-Navarro, J. G., & Solano-Lorente, M. (2019). Workplace spirituality, organizational citizenship behavior, and organizational performance in the hospitality industry. International Journal of Hospitality Management, 82, 232–241. https://doi.org/10.1016/j.ijhm.2019.04.020
  37. Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5(1), 373–412. https://doi.org/10.1080/19416520.2011.574506
  38. Müller, A., Geraldi, J., & Turner, R. (2020). Relationships between leadership and success in different types of project complexities. Project Management Journal, 51(4), 378–394. https://doi.org/10.1177/8756972820934951
  39. Nishii, L. H., & Mayer, D. M. (2020). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Academy of Management Journal, 63(5), 1391–1413. https://doi.org/10.5465/amj.2018.0725
  40. Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.
  41. Ostroff, C., Kinicki, A. J., & Tamkins, M. M. (2003). Organizational culture and climate. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Comprehensive handbook of psychology: Vol. 12. Industrial and organizational psychology (pp. 565–593). Wiley.
  42. Panayotov, K. (2014). Understanding human behavior in organizations: A comprehensive analysis. Journal of Organizational Behavior, 35(5), 701–724. https://doi.org/10.1002/job.1946
  43. Pentland, A. (2005). Active pattern analysis of social interaction. IEEE Transactions on Pattern Analysis and Machine Intelligence, 27(6), 946–965. https://doi.org/10.1109/TPAMI.2005.130
  44. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142. https://doi.org/10.1016/1048-9843(90)90009-7
  45. Rahim, M. A. (2017). Managing conflict in organizations (4th ed.). Routledge.
  46. Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
  47. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
  48. Salas, E., Rico, R., & Passmore, J. (2015). The Wiley Blackwell handbook of the psychology of team working and collaborative processes. John Wiley & Sons.
  49. Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701–716. https://doi.org/10.1177/0013164405282471
  50. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
  51. Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies, 45(2), 402–424. https://doi.org/10.1111/j.1467-6486.2007.00761.x
  52. Serrador, P., & Pinto, J. (2015). Does Agile work? A quantitative analysis of agile project success. International Journal of Project Management, 33(5), 1040–1051. https://doi.org/10.1016/j.ijproman.2015.02.001
  53. Shockley-Zalabak, P. (2014). Fundamentals of organizational communication: Knowledge, sensitivity, skills, values (9th ed.). Pearson.
  54. Suh, A., Lee, H. J., & Kim, J. (2021). Virtual reality training in organizational communication: A comprehensive review and future directions. Journal of Business and Technical Communication, 35(3), 391–431. https://doi.org/10.1177/1050651920986314
  55. Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265–274. https://doi.org/10.1002/job.4030130306
  56. Tiedens, L. Z., & Leach, C. W. (2018). The social life of emotions. Annual Review of Psychology, 69, 559–584. https://doi.org/10.1146/annurev-psych-122216-011902
  57. Tovar, M. (2008). Human interaction and the construction of organizational knowledge: A review of literature. Knowledge Management Research & Practice, 6(3), 203–214. https://doi.org/10.1057/kmrp.2008.9
  58. Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261. https://doi.org/10.1177/0149206310380462
  59. West, M. A. (2012). Effective teamwork: Practical lessons from organizational research. John Wiley & Sons.
  60. Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201. https://doi.org/10.5465/amr.2001.4378011
  61. Xie, H. (2005). Three dimensions of human-work interaction: A foundation for the design of a corporate digital library. International Journal of Human-Computer Interaction, 19(2), 137–154. https://doi.org/10.1207/s15327590ijhc1902_1