The role of individual interpersonal relationships on work performance in the South African retail sector

  • Published June 6, 2016
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    Volume 14 2016, Issue #2 (cont. 1), pp. 192-200
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    9 articles

Partial or non-recognition of the influence of interpersonal relationships at work could impair the growth, diffusion and success of retail business. For instance, South African retailers have been taking advantage of the retail revolution in Africa to reach the rest of the continent with products and services. Therefore, to examine the interpersonal relationships among supervisors and subordinates in this sector for its contribution to individual and organizational outcomes is important. This paper examines the influence of individual interpersonal relationships on employee performance at work. A mixed method approach was adopted and self-reporting questionnaires were administered to 167 supervisors and 144 subordinate workers of four retail companies that participated in the study. The survey instrument contained both closed-ended and open-ended questions to enable a concurrent collection of data. The quantitative data were analyzed using IBM SPSS version 22, while qualitative data were analyzed using content analysis. It was found that the relationship between interpersonal relationships and employee performance for the supervisors was weak, while a less significant relationship was observed among the variables for the subordinate workers. The qualitative analysis offered explanations for the weakness and dissociation among interpersonal relationships and employee performance

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