Social Connections in the Workplace

Abstract

The Positive Side of Social Connections in the Workplace

Social connections are typically thought of as family members, friends, or community members; however, we often do not consider those we work with as important social connections. We usually associate social connection with those we choose to bond with, but we do not necessarily think of our coworkers or supervisors as part of our social network, because we often have little control over whom we work with. Nevertheless, we spend nearly a third of every day with our coworkers and supervisors, likely more so than with friends and family members.¹ Thus, our work relationships can significantly contribute to our health and happiness.

Trust and support play a vital role in any social relationship. Trust can be defined as one’s willingness to become vulnerable to another individual in a way that is conducive to one’s welfare even though the other individual’s actions are out of one’s control.² Trusting that others in the workplace are interested in one’s welfare is a different type of trust since one’s employment can hinge on such trustworthiness. Trusting that our coworkers or supervisors will support us in our work tasks is also important for well-being and for feeling worthwhile to the organization.^3,4 This trust and support in coworker relationships, employee-supervisor relationships, and employee/supervisor-organization relationships can be the glue that keeps the workplace running smoothly.

Benefits for Employees

Work environments can provide opportunities to interact with others including coworkers and others one might serve in the workplace (eg, clients, customers, patients, students, etc) during formal and informal work meetings, shared workspace, shared breaks, walking meetings,⁵ lunches, commuting, and traveling for work purposes.⁶ Two workplace contexts which may influence friendship development are physical proximity and project interdependence.⁷ During these interactions, friendships may develop⁸ increasing the value we may place on our work connections. Individuals have an intrinsic need to form social relationships, and when employees have workplace friendships, they tend to be more satisfied with their jobs and can navigate workplace stress more effectively.⁹ Further, supportive workplace connections can alleviate stress levels, enhance feelings of security,¹⁰ provide help solving problems, provide understanding and sympathy,¹¹ and help reduce work distress.¹² Work connections can provide a “listening ear” when one is working through challenges^5,13 and while job stress and job demands can predict burnout and intention to leave the workplace, having trusted coworkers in the workplace reduces this detrimental effect.¹⁴ Positive interpersonal interactions lead to a stronger sense of belonging, while negative experiences such as being excluded and competing with one’s colleagues can lead to a lower sense of belonging.¹⁵ Teamwork predicts perceptions of being of importance or worth to their institution. It is important that employees perceive a certain amount of intimacy and emotional closeness in their work relationships (strong work ties) to trust coworkers and discuss work situations more openly, which then allows employees to view coworkers as more socially supportive, reducing workplace stress.¹⁶ This is particularly needed among women in predominately male occupations. Close friendships can counter the harmful effects of marginalization by fulfilling the central needs of competence and autonomy.¹⁷ It is mutuality, authenticity, reciprocity, empathy, and connectedness (Relational-cultural Theory¹⁸) that can help create the trusting, intimate friendships needed in such environments.¹⁹

Supervisor support can also play a critical role in employee well-being. When employees receive support from their supervisors, they are more likely to feel valued by the organization, increasing willingness to remain with the employer and stability of employment.²⁰ Supervisors who believe their organization cares for their well-being are more motivated to be supportive to their subordinates in return.²⁰ Additionally, as employees believe their supervisors treat them with honesty, respect, fairness, and transparency (“ethical leadership”), they perceive their supervisors to be trustworthy and, as a consequence, are more likely to be more engaged in the workplace and feel psychologically empowered.^21,22

Benefits for Organizations

Organizations can benefit by employees being more socially connected. Workplace support from coworkers, supervisors, and the organization, increases work engagement,²³ a psychological state which includes dedication and absorption with work.²⁴ Organizations benefit when employees and leaders²⁵ are engaged.²⁶ Work engagement and workplace friendships are associated with increased organizational commitment (an employee’s willingness to work and desire to stay with the organization), improved performance outcomes, and employee psychological safety.^27-29 When psychological safety exists, employees are more inclined to take calculated risks,³⁰ increasing job performance. Psychological safety also creates an inclusive environment, and allows for innovation without fear of marginalization, embarrassment, or punishment.^30-32 When employees feel they do not have a workplace where they can voice their opinions, they can experience mistrust, anxiety, oppression, or fear.³³ In fact, workplace friendships are critical to creating psychological safety.³⁴ It is important to note that an employee’s personality profile plays a role in how they view job demands, engagement, and work resources.^35,36 It is employees with resilient personality types that are the most engaged and who experience better mental health.³⁵

Nevertheless, creating an overall workplace culture of employee connection and friendship also leads to greater collaboration, employee motivation, and overall well-being.²⁸ Friendships are more likely to happen in the workplace when managers work together on a shared project with one another, although these friendships often are short-term and do not last or bring the friendship closer once the project ended.⁷ Conversely, workplace friendships are associated with ongoing rather than short-term levels of coworkers’ perceived task interdependence (ie, dependence on each other for help in accomplishing tasks, advice, information, support, or help in completing tasks competently), and affective trust (ie, trust that one can share their feelings with a coworker who will listen with interest/understanding) which predicts friendship closeness.³⁷ Research has shown that coworker trust is associated with job satisfaction in police officers,³⁸ and trust in management directly impacts employee performance in construction workers.³⁹ Overall, trust in workplace leadership positively predicts performance,⁴⁰ motivation, and commitment behavior.⁴¹

The Negative Side of Connections in the Workplace

We often look at the poor psychological and physiological outcomes of social connections as a result of lacking social connections in one’s network. However, in the workplace it is the negative aspects of workplace connections rather than the lack of workplace connections that contribute to poor psychological and physiological outcomes.

Detrimental Effects on Employees

In the workplace, friendships can be a double-edged sword.⁴² While workplace connections can increase productivity and decrease work stress, workplace interactions can sometimes be conflictual rather than supportive and create a harmful and toxic work environment. Interpersonal workplace conflict can range from psychological hostility to physical assault⁴³ and is one of the greatest contributors to job stress,⁴⁴ job burnout, workplace bullying, depression, anxiety, and job strain.⁴⁵ For example, conflicts with doctors and colleagues,⁴⁵ and dissatisfaction with teamwork⁴⁶ contribute to greater workplace stress in nurses, while dysfunctional relationships with colleagues negatively impact the well-being of teachers.⁴⁷ Yet, individuals may remain in their workplace because of work friendships, even if those relationships are dysfunctional and unhealthy.⁴⁸ However, when workplace friendships deteriorate, employees can experience emotional stress, decreased ability to do work tasks, and friendship deterioration can increase turnover.⁴⁸ Workplaces can also be sources of discrimination and sexual harassment from colleagues, and women are often the targets.⁴⁹ For example, LGBT individuals are often targets of workplace interpersonal microaggressions,⁵⁰ and Black women are often seen and treated by coworkers and supervisors through the “white gaze,” which includes comments on appearance, intelligence, speech, and ability to perform the work.⁵¹

Workplace incivility includes ostracism, which can include unanswered greetings, being left off important office emails, ideas being ignored, or being treated as if they were not there.^52,53 Individuals may feel ostracized if coworkers form their own subgroups (ie, cliques)⁵⁴ which can reduce knowledge sharing between groups.^54,55 Ostracism can lead to emotional exhaustion, diminished positive mood and greater psychological distress, which can then spill over to the family and spouse of the employee (eg, work-family conflict).⁵⁶ However, the victim’s personality can play a role in ostracism. Bedi⁵⁷ found negative personality traits such as negative affect and neuroticism to be associated with perceptions of ostracism.

Workplace bullying (also referred to as “mobbing”) can be particularly insidious. Defined as the repeated hostile actions (either verbal or physical) against a single coworker, multiple coworkers, or subordinates, which is deliberate, and meant to cause humiliation, offense, or an unpleasant working environment which can lead to the stigmatization or victimization of the receiver.⁵⁸ Bullying can be seen as excluding or socially isolating a coworker using purposeful exclusion from events or meetings, or through gossip and disregard.⁵⁹ Bullying effects are seen in 3 main areas: psychological outcomes including anxiety, depression, and post-traumatic stress; physical outcomes including pain, body functioning and health; and organizational outcomes including cognitive-affective worries regarding the target’s employment or job satisfaction.⁶⁰ Bullying is an escalating and repeated process, associated with physiological and psychological weariness and fatigue.^60-62 Bullying, or being threatened with violence increases risk of cardiovascular disease,^63,64 type 2 diabetes,⁶⁵ and is associated with two-times higher odds of suicidal ideation and 2.67-times greater odds of suicidal behavior.⁶⁶ Bullying from supervisors is particularly stressful as employees generally cannot react defensively against higher ranking work employees who use their authority to bully them.^67,68 Like ostracism, bullying can lead to conflicts at home, although psychological detachment from work can mitigate these effects.⁶⁹

Relationships such as supervisor-employee relationships or coworker relationships may not always be negative or positive and can contain both orientations simultaneously. Holding both positive and negative orientations to a person or object simultaneously is defined as ambivalent relationship quality,⁷⁰ and in personal relationships such as partner, friend or family member relationships ambivalent relationship quality is associated with poor psychological and physiological outcomes.^71-75 Likewise, ambivalent attitudes toward supervisors can impact psychological health, including creating greater levels of depressive mood, exhaustion, fatigue, stress, and anxiety.^76,77 Supervisor ambivalent behavior, or inconsistent behavior also results in distrust and condemnation of the supervisor.⁷⁸ Perceptions of unfairness in the workplace, or organizational injustice, reflect employees’ trust in the supervisor and influence how willing the employee is to cooperate. Organizational injustice is associated with worse cardiovascular disease and metabolic outcomes,⁷⁹ although increased trust in the supervisor can buffer stress levels that result from low organizational support.

Detriments to the Organization

Supervisor acts of incivility (eg, humiliation, ignoring, saying degrading things, threatening with dismissal) impairs work performance^40,80 and acts of discrimination contribute to employee burnout, emotional exhaustion,^81,82 poor psychological safety,⁸³ health-related outcomes, job performance, and employee relationship with the organization.⁸⁴ However, higher levels of trust in the supervisor mediated the relationship between incivility and citizenship performance—behaviors that are not part of employees’ role requirements, but contribute to organizational effectiveness.⁸⁰ Two important ways to generate trust in organizational leaders is for leaders to communicate humbly, and to behave compassionately.¹³

How do We Improve Workplace Connections

To encourage a positive culture of support and connection that can help reduce mental health issues, increase well-being of workers and supervisors, and improve worker productivity, organizations need to take specific actions. The Surgeon General recently released a report on mental health in the workplace,⁸⁵ which can “serve as a call to action to lift the voices of workers, particularly those most vulnerable, and to protect their health and well-being.”⁸⁵ The report recommends items that organizations, managers, supervisors, and workers can do to find better ways to help those in the workplace to thrive. Specifically, the report suggests that employees be protected from harm, that organizations provide an environment conducive to work-life harmony, create an environment where workers feel they matter to the organization, provide opportunities for growth in the organization, and create a community of connection. The Foundation for Social Connection’s Report on Social Connection in the Work, Employment, and Labor Sector,⁸⁶ Kelloway, Dimoff and Gilbert’s Annual Review of Organizational Psychology and Organizational Behavior Mental Health in the Workplace,⁸⁷ along with the Surgeon General’s report, have offered examples of ways organizations can implement each area. Table 1 details specific actions that organizations can take to make meaningful changes, increase workplace connections, and build trust within the organization. Organizations need to understand their responsibility to make these changes. It is, however, important to note that there are individual differences between employees in their perception and need of job resources (such as peer support, work autonomy and variety, leadership and company culture, etc.) and demands, related to engagement and well-being.^35,36 Thus, there is no “1 size fits all” solution for companies.

Table 1.

Actions Organizations can Take to Make Meaningful Changes.

Category	Practices
Protecting Employees from harm	• Protect employees from physical harm and injury
	• Implement, regularly review, communicate, and enforce policies against bullying, harassment, and discrimination
	• Encourage reporting and prevent retaliation
	• Include affordable access to mental health services
	• Offer stress management options, which include creating infrastructure that allows for recharging, such as reasonable time off and reasonable breaks
Encouraging work-life balance	• Allow flexible work arrangements, including options for remote, hybrid, or flexible working hours
	• Offer childcare and eldercare assistance
	• Provide paid time off for health care appointments, and parental and family/medical leave
	• Respect boundaries between work and non-work time
Mattering to the organization	• Offer a living wage, performance-based bonuses, and non-monetary recognition such as awards, acknowledgments, or milestone celebrations
	• Engage employees in decisions that can impact their job
	• Engage employees in organizational goals or mission statements
	• Match tasks to employees’ strengths and interests, providing tasks and assignments that match these areas
Providing Opportunities for growth	• Support professional development through mentoring and education
	• Offer tuition reimbursement to encourage advancement within the organization
	• Provide clear and equitable paths to promotion
	• Provide clear and reciprocal feedback
Creating “connection” culture	• Arrange meetings, outings, informal gatherings, and social events to foster interactions, while ensuring participation is voluntary to maintain autonomy
	• Provide opportunities for teamwork to increase friendship opportunities
	• Organize work break and lunch schedules that allow for more interactions
	• Evaluate workspace designs which can increase opportunities for social interaction
	• Find solutions for workplace interactions for those who work remotely or through digital workspaces
	• Consider the unique needs of remote workers and those in less-traditional settings such as gig workers
	• Explore social connection differences by occupational type (ie, construction workers vs office workers) to enhance opportunities for connection

Footnotes

Declaration of Conflicting Interests

The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding

The author(s) received no financial support for the research, authorship, and/or publication of this article.

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