There are many factors that contribute to the success of an organization, but one factor that is often overlooked is the impact of sexual attraction on team motivation, engagement, and commitment to organizational goals. This phenomenon has been studied extensively in psychology, sociology, and management literature, and there are several theories and models that attempt to explain it. One such model is the Theory of Attributional Ambiguity (TAA), which proposes that when employees perceive their work environment as ambiguous regarding romantic involvement with colleagues, they experience higher levels of stress and anxiety, which can lead to decreased performance and job satisfaction. Another theory is the Organizational Citizenship Behavior (OCB) model, which suggests that employees who feel valued by their supervisors and coworkers are more likely to go above and beyond their duties, resulting in increased productivity and loyalty. In this article, we will explore how sexual attraction affects these variables and what organizations can do to manage them effectively.
The TAA Model
The TAA model was developed by psychologists John M. Gottman and Robert Levenson in the late 1970s to explain the impact of marital conflict on relationship satisfaction. They observed that couples who were able to resolve conflicts successfully had a better understanding of each other's needs and communication styles, while those who struggled with conflict tended to have difficulty communicating effectively. The model proposes that individuals who experience high levels of ambiguity about whether or not their partner finds them attractive tend to experience greater stress and anxiety than those who perceive their partner as clearly sexually desirable. This can lead to a decrease in motivation, engagement, and commitment, as well as an increase in negative emotions like frustration and jealousy.
In the workplace, the TAA model suggests that when employees perceive sexual attraction among themselves, they may become anxious and stressed out, leading to decreased performance and job satisfaction.
If two employees are attracted to one another but cannot act on their feelings due to company policy or personal beliefs, they may experience tension and anxiety that interferes with their ability to focus on their work.
If an employee feels that a colleague is flirting with them but does not reciprocate, it can create a sense of rejection and low self-esteem, which can negatively impact productivity and motivation.
OCB Model
The OCB model, first proposed by Dr. Jane Dutton and her colleagues in 1983, explores how organizations can foster a positive and supportive environment for employees. According to this model, employees who feel valued by their supervisors and coworkers are more likely to go above and beyond their duties, resulting in increased productivity and loyalty. This is because they perceive their workplace as a safe and supportive environment where they can be their authentic selves, without fear of judgment or retribution. When employees feel supported and appreciated, they are more likely to put forth effort to contribute to the success of the organization.
This model can also apply to sexual attraction in the workplace. Employees who feel valued by their peers and supervisors may be more willing to engage in romantic relationships within the organization, knowing that they will still receive support and recognition for their contributions.
Organizations must take care to manage these situations carefully, ensuring that any potential conflicts of interest are resolved and that all parties involved remain professional.
Managing Sexual Attraction
Organizations can take several steps to manage the effects of sexual attraction on team motivation, engagement, and commitment to organizational goals. Firstly, they should establish clear policies regarding workplace conduct, including no-tolerance policies for harassment and discrimination based on gender or sexual orientation. Secondly, they should provide training and education to managers and employees on how to recognize and respond to signs of sexual attraction in the workplace.
They should create an open and inclusive culture where employees feel comfortable discussing their needs and concerns with one another.
Sexual attraction can have both positive and negative impacts on team motivation, engagement, and commitment to organizational goals. Organizations must be aware of these effects and take proactive measures to manage them effectively. By implementing clear policies, providing training and education, and creating a safe and inclusive environment, organizations can foster a healthy and productive workplace where all employees feel valued and supported.
In what ways does sexual attraction affect team motivation, engagement, and commitment to organizational goals?
Sexual attraction can influence individual members' motivation, engagement, and commitment to organizational goals in various ways. Research has shown that individuals who experience sexual attraction towards other group members may be more likely to prioritize personal interests over organizational objectives (e. g. , pursuing intimate relationships rather than achieving collective success).