The relationship between interpersonal relational competence and employee performance

A developmental model

Leanne Carter*, Peter Murray, David Gray

*Corresponding author for this work

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

This paper explores the relationship between interpersonal relational competencies (IRC) and employee performance. The paper proposes that interpersonal relational competency increases the intra-organisational exchanges in working relationships between employees and the organisation's managers and other stakeholders. Interpersonal variables that enhance the exchange of knowledge in the organisation are an important aspect of relational competence. The paper explores the motivational aspects of job satisfaction, employee retention and compliance practices that support better people performance at work. It then links the discussion to IRC by designing a model to test the relationships in subsequent research. The broad goal of the paper is to make a significant contribution to the extant literature between IRC and aspects of job satisfaction related to employee performance.

Original languageEnglish
Pages (from-to)213-229
Number of pages17
JournalInternational Journal of Interdisciplinary Social Sciences
Volume6
Issue number3
Publication statusPublished - 2011

Fingerprint Dive into the research topics of 'The relationship between interpersonal relational competence and employee performance: A developmental model'. Together they form a unique fingerprint.

  • Cite this