Can sexual relationships create covert expectations that affect performance standards and decision-making outcomes?
It is often believed that romantic relationships between colleagues can have negative consequences for workplace dynamics.
This belief may be too simplistic, as research suggests that these relationships can also impact individual and organizational outcomes through less obvious mechanisms such as the creation of covert expectations. This article explores how these unspoken assumptions can shape interpersonal interactions and influence decision-making processes within organizations.
It is important to define what is meant by "covert expectations." These are implicit understandings that individuals hold about their partners' attitudes, behaviors, and preferences. They arise from previous experiences, social norms, and cultural influences and often go unexpressed but guide behavior without being consciously acknowledged.
If someone expects their partner to take care of household chores, they may feel resentful or frustrated when they don't do so even though they never explicitly stated this expectation.
In the context of professional relationships, covert expectations can emerge due to previous sexual encounters or intimate knowledge of each other's personal lives. This can lead to a sense of entitlement or obligation, which can impact workplace conduct.
An employee who has had a sexual relationship with their manager may feel pressured to perform better than others in order to maintain their favor. Similarly, a supervisor who knows their subordinate's personal interests may make decisions based on those interests rather than objective criteria.
Covert expectations can create cognitive dissonance, wherein people become conflicted between their stated beliefs and their actual behaviors.
A manager who believes in meritocracy may promote a colleague with whom they have a sexual relationship while knowing that they are not the most qualified candidate. This conflict creates stress and reduces trust among co-workers, leading to decreased productivity and morale.
These effects can also extend beyond individual performance standards and decision-making processes. Covert expectations can influence how organizations allocate resources, recruit new employees, and develop policies.
If managers believe that sexual relationships are common among staff members, they may overlook potential conflicts of interest or ignore complaints about harassment.
If employees assume that promotions are awarded based on personal connections, they may become cynical about organizational justice and lose motivation to excel.
To avoid these negative consequences, it is essential for individuals and organizations to recognize the role of covert expectations in shaping interpersonal interactions. Managers should be transparent about promotion criteria and provide equal opportunities for all employees, while employees should communicate openly about their expectations and needs.
Creating a culture of trust and transparency can help mitigate the potentially harmful impacts of romantic relationships within the workplace.
Can sexual relationships create covert expectations that affect performance standards and decision-making outcomes?
In many cases, yes, sexual relationships can create covert expectations that may have an impact on performance standards and decision-making outcomes. When individuals are in romantic or sexual relationships with their colleagues, they may experience pressure to conform to certain behaviors, attitudes, and beliefs that go beyond professional norms. This can result in negative consequences such as favoritism, jealousy, and distrust among other team members.