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INTERPERSONAL RELATIONS AT WORK PERCEIVED BYCROATIAN AND WORLDWIDE EMPLOYEES AND BY

DIFFERENT AGE, GENDER, EDUCATION, HIERARCHICALAND COMPANY SIZE GROUPS EMPIRICAL EVIDENCE

Nina Poloki Voki & Tomislav Hernaus*

Received: 25. 6. 2004. Preliminary communicationAccepted: 20. 12. 2004. UDC: 658.

Workplaces benefit if workers have good relationships !n other words" in #ears

when people are said to be the onl# true competitive advantage" it is evident that

interpersonal relations in organi$ations and processes of nourishing them have

become essential for the organi$ational success The purpose of this article was to

concisel# e%plain the importance" t#pes and wa#s of improving interpersonal

relations at work" as well as to e%plore if" and to what e%tent" interpersonal

relations at work are influenced b# emplo#ees backgrounds The demographiccharacteristics of emplo#ees that were e%pected to influence their perceptions of

interpersonal relations were' the countr# of origin" age" gender" educational level"

hierarchical level" and the si$e of the compan# for which the# work The

correlation anal#sis showed that the (countr# of origin) does influence

interpersonal relations at work Precisel#" interpersonal relations in *roatia are"

according to the respondents perceptions" not as good as in other countries

involved in the stud# +or e%ample" *roatian emplo#ees perceive the working

atmosphere around them as significantl# less positive in comparison with the

respondents from other countries" the# are significantl# less fre,uentl# consulted

b# their superiors and rarel# praised" and their superiors spend significantl# less

time with them However" the research revealed that other demographic

characteristics are not of significant influence" either on the overall perceptions of

interpersonal relations" or on the perceptions of superior - subordinate or peerrelations

!"ina Polo#$i %o$i&' P(D.'' a))i)tant pro*e))or+ ,omi)lav -ernau)' /c' a))i)tant+ Univer)ity o*are' 3raduate /c(ool o* conomic) and u)ine))' ,r. . . 7ennedya 6' 10 000 are'P(one: 85 1 289264' 9mail: npolo)$ie*;.(r+ t(ernau)e*;.(r

2


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Managemen, V!"# $%, &%%', $, ((# &)*+". Polo#$i9%o$i&' ,. -ernau):

and non9)ociale people. ,(e impact o* )uc( people on =or$in e**iciency ande**ectivene)) i) enormou). ,o e eact' emotion) are contaiou). ,(etran)mi))ion o* mood i) remar$aly po=er*ul. Ge all ma$e eac( ot(er *eel a it

etter @or a lot =or)e a) part o* any contact =e (ave @3oleman' 1EE8. orin)tance' troule)ome colleaue) in manaement can (ave a po=er*ul neativecapaility and can ea)ily ma$e department (ead) loo$ ine**ective y=it((oldin in*ormation or mi))in deadline) @Accountin DepartmentBanaement Report' 200.

Con)e?uently' t(e purpo)e o* t(e t(eoretical part o* t(i) article =a) toconci)ely eplain t(e importance' type) and =ay) o* improvin interper)onalrelation) at =or$. ,(e purpo)e o* t(e empirical part o* t(e article =a) to eploret(e additional a)pect o* t(e i))ue K to eplore i* and to =(at etent t(eemployee)L ac$round in*luence) interper)onal relation).

INTERPERSONAL RELATIONS AT WORK

A) Druc$er @1EEE eplain)' very *e= people =or$ y t(em)elve) andac(ieve re)ult) y t(em)elve) K a *e= reat arti)t)' a *e= reat )cienti)t)' a *e=reat at(lete). Bo)t people =or$ =it( ot(er people and are e**ective t(rou(ot(er people. ,o manae one)el*' t(ere*ore' re?uire) ta$in re)pon)iility *orrelation)(ip) =it( ot(er people.

/ome evolutionary t(in$er) )ee t(e $ey moment *or t(e emerence o*interper)onal relation) and interper)onal )$ill) a) a point at =(ic( our ance)tor)moved *rom treetop) to road )avanna) 9 =(en )ocial coordination in (untinand at(erin paid (ue dividend) @3oleman' 1EE8. Met' it =a) not e*ore t(e1E20) and t(e )o9called -uman Re)ource approac(e) to manaement t(atmanaement t(eoretician) and practitioner) )tarted puttin an emp(a)i) on t(e(uman )ide o* t(e =or$place. ,(e -a=t(orne )tudie)' conducted y Bayo and(i) a))ociate)' =ere t(e *ir)t t(at (elped )(i*t t(e attention o* manaer) andmanaement re)earc(er) a=ay *rom t(e tec(nical and )tructural concern) o* t(ecla))ical approac( and to=ard )ocial and (uman concern) a) $ey) to

productivity. ,(ey )(o=ed t(at peopleL) *eelin)' attitude)' and relation)(ip)=it( co=or$er) )(ould e important to manaement and t(ey reconi;ed t(e

importance o* t(e =or$ roup.

,o conclude' t(e contemporary meltdo=n o* old orani;ational *orm) *roma (ierarc(ical =irin diaram into t(e mandala o* a =e' alon =it( t(ea)cendance o* team=or$' increa)ed t(e importance o* traditional people )$ill))uc( a) uildin ond)' in*luence' and collaoration @3oleman' 1EE8.

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A Dictionary o* -uman Re)ource) N Per)onnel Banaement @1EEOde*ine) interper)onal relation) a) relation)' communication) and dealin =it(

people. Accordin to ,oropov @1EEO' t(ere are t(ree main type) o*interper)onal relation) at =or$ or t(ree main area) o* dealin =it( co=or$er):@1 dealin =it( )uordinate)' @2 dealin =it( peer)' and @ dealin =it()uperior).

Alt(ou( ailitie) )uc( a) ood interper)onal )$ill)1'communication )$ill)'empat(y' collaoration and cooperation' and con*lict manaement are re?uired*or ood interper)onal relation) at =or$ in t(e ca)e o* all t(ree roup) o*co=or$er)' t(ere are )ome )peci*ic *eature) o* eac( o* t(em t(at re?uire *urt(ereplanation.

$ Dea"-ng .-/ 012!34-nae0

Davi) et al. @1EE6 in -unt N aruc(' 200 propo)ed a *rame=or$ =it( *iveroupin) o* manaerial )$ill)' =(ic( t(ey arue are e))ential *or a manaer to

e )ucce))*ul: @1 admini)trative' @2 communication' @ interper)onal' @4leader)(ip' and @5 motivation )$ill). A) many a) *our out o* t(e *ive roupin)o* manaerial )$ill) are )$ill) needed *or dealin =it( )uordinate)' t(at i) )$ill)re?uired *or ood interper)onal relation) =it( t(em.

Bint;er @1EO5 de*ined t(ree roup) o* role) o* a manaer

@interper)onal' in*ormational and deci)ional' amon =(ic( interper)onal role)ran$ed *ir)t' i.e. t(ey =ere po)itioned a) a *oundation. -e eplain) t(at )tatu)come) *rom *ormal aut(ority' =(ic( involve) variou) interper)onal relation)con)e?uently leadin to acce)) to in*ormation.


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,(ere*ore' in order to )ucce))*ully deal =it( t(eir )uordinate)' manaer))(ould po))e)) t(e *ollo=in interper)onal )$ill): @1 relation)(ip uildin Kaility to develop and maintain conver)ation and interaction' @2 li)tenin toot(er)' @ empat(y K under)tandin ot(er)L need) and *eelin)' @4 encourainot(er) to pre)ent t(eir idea)' epo)e *eelin) and epre)) opinion)' and @5ivin *eedac$. I* t(e li)ted )$ill)' li)tenin )$ill) are t(e einnin o*)ucce))*ul communication' and t(ey are e)pecially important *or oodinterper)onal relation) =it( )uordinate). "amely' =(en a manaer li)ten)'(e)(e i) etter ale to communicate =it( ot(er)' et alon =it( t(em' and)upport t(em @ro=nin' 2002.


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capailitie) K creatin )ynery in =or$in to=ard a roup @3oleman' 1EE8.People =(o are ood at uildin ond) cultivate and maintain eten)ivein*ormal net=or$)' )ee$ out relation)(ip) t(at are mutually ene*icial' uildrapport and $eep ot(er) in t(e loop' and ma$e and maintain per)onal *riend)(ip)amon =or$ a))ociate). People ood in collaoration and cooperation alancet(e *ocu) on t(e ta)$ =it( attention iven to relation)(ip)' )(are plan)'in*ormation and re)ource)+ t(ey promote a *riendly' cooperative climate+ andt(ey )pot and nurture opportunitie) *or collaoration. ,eam capailitie)' in ot(er=ord) creatin roup )ynery in pur)uin collective oal)' are al)o important

ecau)e =(en team) =or$ =ell' turnover and a)enteei)m decline' =(ileproductivity tend) to ri)e @Boreland et al. in 3oleman' 1EE8.


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tou( time)' and =(en in dout' a))ume per)onal re)pon)iility. G(en dealin=it( )uperior)' it i) =i)e to ive po)itive rein*orcement. ,(e employee )(ould

prai)e (i)(er o)) *or meetin' li)tenin' under)tandin' ein open9minded'and ein =illin to =or$ =it( (im(er @7nippen N 3reen' 1EEEa.Additionally' ,oropov @1EEO =arn) never to pa)) alon =or$place o))ip t(atinclude) t(e o))L) name' (e )ue)t) to identi*y a )(ared non=or$9relatedintere)t =it( a o))' and to ta$e note) =(en )pea$in =it( a )uperior ecau)et(at )end) a )erie) o* important me))ae) )uc( a): Q


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proved y a )urvey conducted y /i$avica and a(tiarevi&9Sier @2004' one o*t(e rare )urvey) inve)tiatin interper)onal relation) in Croatian companie).Ine9t(ird o* t(e manaer) )urveyed in t(e )tudy )tated t(at t(ey e(avedde*en)ively =(en communicatin =it( t(eir )uperior). Con)e?uently' t(e *ir)t(ypot(e)i) o* t(i) re)earc( =a):

H/0 .ccording to emplo#ees1 perceptions" interpersonal relations at

work in *roatia are not as good as in other countries

encompassed b# the stud#

,(e oriin) o* t(e (ypot(e)e) dealin =it( t(e in*luence o* t(e remaininemployee)L demorap(ic c(aracteri)tic) on t(eir perception) o* interper)onalrelation) in t(eir companie) =ere t(e *ollo=in:

@1 Gen4e3K Gomen are enerally etter t(an men in interper)onal )$ill)'a) )tati)tically )ini*icant di**erence) et=een t(e roup) in many)urvey) conducted all around t(e =orld )(o= @Ro)ener' 1EE0+ -eim N3olant' 1EE+ -ele)en' 1EE5+ Gacman' 1EE6+ Polo#$i' 200.

"amely' =omen enerally (ave (ad more practice at )omeinterper)onal )$ill) t(an men' at lea)t in culture) =(ere irl) are rai)edto e more attuned to *eelin) and t(eir nuance) t(an oy) @3oleman'1EE8.


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@ E415a-!na" "e6e"K Durin t(e *ormal education proce))' pupil) and)tudent) ac?uire di**erent type) o* $no=lede and )$ill)' dependin ont(e *ocu) and lent( o* t(eir )tudie). G(en epo)ed to educationloner' t(ey develop variou) )$ill)' and ma)ter t(em etter. ,(e )amei) )aid to e true o* interper)onal )$ill). ,(e (i(er t(e employeeL)educational level' t(e etter (i)(er interper)onal )$ill) or at lea)t(i)(er $no=lede aout =(at ood interper)onal )$ill) are.


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+# METHODOLOGY


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manaer)' and 15.J top manaer). A total o* 5.6J =ere employed y lare*irm) @=it( more t(an 400 employee)' 1.2J y middle9)i;e *irm) @50 to 400employee)' and .2J y )mall *irm) @le)) t(an 50 employee).


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)(o=n' no matter =(ic( cla))i*ication o* t(e country o* oriin =a) u)ed' t(ere)ult) =ere )imilar.

7// The interdependence between the countr# of origin and overall

perceptions of interpersonal relations


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/econdly' re)pondent) =ere a)$ed to evaluate' on a )cale *rom one to *ive@1 poor' 5 ecellent' t(e =or$in atmo)p(ere around t(em. ,(e averaevalue *or Croatian employee) =a) .12' u)t aove t(e rea$ point @value) le))t(an t(ree )ini*y an unplea)ant =or$in atmo)p(ere' =(ile t(e averae value*or non9Croatian employee) =a) (i(er' .5.

inally' re)pondent) =ere a)$ed to identi*y =(ic( type o* communication=a) t(e mo)t di**icult one *or t(em: communication =it( )uordinate)' peer) or)uperior).

G(ile Croatian employee) *ind it mo)t di**icult to communicate =it( t(eir)uperior)' employee) =orld=ide *ind t(at communication =it( all t(ree roup)o* t(eir co=or$er) =a) e?ually di**icult @iure 2.

,(ere*ore' it can e deduced t(at Croatian employee) lac$ t(e )$ill) *orcommunicatin =it( t(e )peci*ic roup o* co=or$er)' =(ile employee)=orld=ide are e?ually )$illed in dealin =it( all t(ree roup) o* co=or$er).

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+igure 2 8ost difficult t#pe of communication" *roatian emplo#ees

and emplo#ees worldwide

-o=ever' t(e de)criptive )tati)tic) do not provide )u**icient in*ormation toevaluate =(et(er interper)onal relation) at =or$ in Croatia are' accordin toemployee)F perception)' etter or =or)e t(an el)e=(ere in t(e =orld' and=(et(er to acceptreect t(e *ir)t (ypot(e)i).

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+igure 4 Perceptions of superior - subordinate relations"

mean value for *roatian emplo#ees and emplo#ees worldwide

A) iure )(o=)' all t(e otained value)' ecept *or t(e Croatian value int(e la)t ?ue)tion' )ini*y t(at t(e re)pondent) are po)itive aout )uperior K)uordinate relation) in t(eir companie) @all value) are ier t(an t(ree =(ic(i) t(e rea$ point et=een neative and po)itive perception.


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perceptions of superior - subordinate relations

?1e0-!n0 a2!101(e3-!3 012!34-nae 3e"a-!n0

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O3-g-n )@Managemen

09"e

1. -o= i) your relation)(ip =it( your )uperiorVT 0.062 0.06 0.061W 0.0E1 0.086 0.0E5

. -o= o*ten doe) your )uperior allo= (i)(er)uordinate) to participate in deci)ion9ma$inV

T 0.024 0.025 0.02EW 0.512 0.4EE 0.44

5. Doe) your )uperior con)ult you e*ore ma$ina deci)ionV

T %#$&< %#$&< %#$+&W 0.001 0.001 0.000

O. Are you *ree to tell your opinion to your

)uperiorV

T 0.04E 0.0O 0.050

W 0.18O 0.10 0.1O2E. Are you *ree to decide =(at to do on your orat(er t(an ein told y your )uperiorV

T %#$& %#$$+ %#$& :%> $%%>

N!nmanage30

F-30*"-ne manage30

M-44"e manage30

T!( manage30

YES

NO

+igure ; @+ !1 !8

$


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demorap(ic c(aracteri)tic) are not o* maor in*luence.


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more attention to interper)onal relation) in t(e =or$in environment andt(ere*ore' accordin to t(e re)pondent)L perception)' enoy etter interper)onalrelation) at =or$.


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O. -ele)en' /.' ,(e emale Advantae' Currency Douleday' "e= Mor$'1EE5.

8. -unt' . G. N aruc(' M.' Developin top manaer): t(e impact o*interper)onal )$ill) trainin' ournal o* Banaement Development' %ol. 22'

"o. 8' 200' pp. O2E9O52.E. 7nippen' . ,. N 3reen' ,. .'


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2. ' Dealin Git( Di**icult /ta** K ,ip) on )tali)(in etterRelation)(ip) Git( Prolem Colleaue)' Accountin DepartmentBanaement Report' une 200' pp. 596.

24. ' Dictionary o* -uman Re)ource) N Per)onnel Banaement' PeterCollin Puli)(in' ,eddinton' 1EEO.

25. ' ,(e Po=er o* ood =or$place relation)(ip)' C(arted Accountant)ournal' April 2004' pp. 5E.

MEULUDSKI ODNOSI NA RADNOM MESTU PREMA PERCEPCIAMAHRVATSKIH I ZAPOSLENIKA U SVIETU TE ZAPOSLENIKA RAZLIJITE

DOBI, SPOLA, OBRAZOVANA, HIERARHISKE RAZINE I VELIJINE

ORGANIZACIE EMPIRISKO ISTRAIVANE

Saea

Irani;acie imau $ori)ti od dori( me[ulud)$i( odno)a me[u ;apo)lenima. "aime' udoa $ada )e ludi )matrau edinom )tvarnom $on$urent)$om predno#&u' a)no e da )udori me[ulud)$i odno)i u orani;aciama i proce)i $oi i( poti\u po)tali $lu\ni ;aorani;aci)$i u)pe(. /vr(a ovo rada e )u)tavno oa)niti vaZno)t' tipove i na\ine

pool#avana me[ulud)$i( odno)a na radnom me)tu' ali i i)traZiti ute\u li' i u $oomeri' demora*)$e $ara$teri)ti$e ;apo)leni( na me[ulud)$e odno)e u orani;aciama.Demora*)$e $ara$teri)ti$e ;apo)leni( \ii e uteca i)traZivan ile )u: ;emla porie$la'do' )pol' ra;ina ora;ovana' (ierar(i)$a ra;ina i veli\ina $ompanie. 7orelaci)$aanali;a e po$a;ala da variala ];emla porie$la^ ute\e na me[ulud)$e odno)e uorani;aciama. 7on$retno' me[ulud)$i odno)i u orani;aciama u -rvat)$o )u'

prema mi#lenu i)pitani$a' lo#ii neo u )vietu. ,a$o )e' na primer' po$a;alo da(rvat)$i ;apo)lenici ;na\ano lo#ie ocienuu radnu atmo)*eru o$o )ee' ;na\ano )ure[e $on;ultirani i po(valivani od )trane )voi( nadre[eni( te ni(ovi nadre[eni )nima provode ;na\ano mane vremena. I)tale demora*)$e $ara$teri)ti$e i)pitani$ani)u )e po$a;ale ;na\anima ;a percepcie u$upni( me[ulud)$i( odno)a u ni(ovimorani;aciama' niti ;a ni(ove percepcie odno)a i;me[u nadre[eni( i podre[eni( teodno)a i;me[u $olea.

4E


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