INTERPERSONAL CONNECTEDNESS IN THE WORKPLACE
Article Sidebar
Main Article Content
Abstract
This study aims to examine the concept, components, development approaches, and outcomes of interpersonal connectedness in the workplace within the context of 21st-century transformations influenced by digital technological advancements and the expansion of hybrid work arrangements. These changes have significantly reshaped interaction patterns within organizations, shifting from face-to-face communication to increasingly digital-mediated communication, which poses challenges in building and maintaining high-quality relationships among employees. However, there remains a lack of systematic integration of these concepts within the Thai context. This study employs a literature review and conceptual analysis to address this gap.
The findings indicate that interpersonal connectedness in the workplace comprises five key components: trust, intimacy, emotional closeness, positive affect, and communication. These components are systematically interrelated and mutually reinforcing in enhancing the quality of relationships within organizations. Furthermore, the development of interpersonal connectedness requires a comprehensive and systematic approach across multiple levels. At the individual level, emphasis is placed on communication skills and emotional intelligence; at the team level, the focus is on building trust and psychological safety; and at the organizational level, it involves fostering an open and participative work culture.
In terms of outcomes, high-quality interpersonal connectedness contributes positively to psychological well-being, enhances work engagement, improves team performance, and supports long-term organizational sustainability. Particularly within the Thai socio-cultural context, where unique cultural characteristics influence workplace interactions, fostering strong interpersonal relationships is essential. Therefore, interpersonal connectedness serves as a critical mechanism for enhancing both organizational effectiveness and employees’ quality of work life in a sustainable manner.
Article Details
References
Blau, P. M. (1964). Exchange and power in social life. Wiley.
Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). Positive organizational scholarship: Foundations of a new discipline. Berrett-Koehler Publishers.
Cameron, K. S., & Spreitzer, G. M. (2012). The Oxford handbook of positive organizational scholarship. Oxford University Press.
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26(1), 81–98.
Delgado-Márquez, B. L., Hurtado-Torres, N. E., & Bondar, Y. (2013). Internationalization of higher education: Theoretical and empirical investigation of its influence on university institution rankings. Journal of Globalization, Competitiveness and Governability, 7(2), 54–70.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226.
Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations (2nd ed.). Sage Publications.
Hongsiri, I., & Jiamjarasrangsi, W. (2024). The prevalence of burnout syndrome among workers in Thailand. Journal of The Royal Thai Army Nurses, 25(1), 123–132.
Kniffin, K. M., Narayanan, J., Anseel, F., et al. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. AmericanPsychologist, 76(1), 63–77.
Kulkolkarn, K., & Chimpalee, S. (2023). Trends in work-behaviors: Addressing work-related stress in the Thai workforce. Thammasat Review, 26(2), 224–244.
Lyubomirsky, S., King, L., & Diener, E. (2005). The benefits of frequent positive affect: Does happiness lead to success? Psychological Bulletin, 131(6), 803–855.
Maslach, C., & Leiter, M. P. (2016). Burnout: A brief history and how to prevent it. Harvard Business Review Press.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
Montemayor, R., Adams, G. R., & Gullotta, T. P. (1994). Personal relationships during adolescence. Sage Publications.
Popovic, M. (2011). Interpersonal relationships and emotional development. Procedia - Social and Behavioral Sciences, 30, 240–244.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92.
Sermcharoenkit, P., & Thanasrivanitchai, J. (2025). Exploring the effect of hybrid work and onsite work on employee motivation in Thailand. Rajapark Journal, 19(62), 145–160.
Sullivan, H. S. (1953). The interpersonal theory of psychiatry. W. W. Norton & Company.
Van Lange, P. A. M., Balliet, D., Parks, C. D., & Van Vugt, M. (2014). Social dilemmas: Understanding human cooperation. Oxford University Press.