Relationship Maintenance Survey By Waldron Kassing 2010

Relationship Maintenance Surveysee Waldron Kassing2010 P 98instr

Questions 1 to 29 describe things employees might do to maintain their relationships with their supervisors. Please indicate the extent to which each item describes how you currently (within the last few months) behave toward your immediate supervisor. If you indicate your level of agreement, write the appropriate number next to the item: 7 = strongly agree 3 = slightly disagree 6 = moderately agree 2 = moderately disagree 5 = slightly agree 1 = strongly disagree 4 = neutral

TO MAINTAIN MY RELATIONSHIP WITH MY SUPERVISOR, I:

  1. Ask about his/her personal life
  2. Avoid showing negative emotion toward him/her
  3. Am certain to follow his/her suggestions for doing work
  4. Ask for his/her help even when I don't really need it
  5. Share jokes or amusing stories with him/her
  6. Avoid delivering bad news to him/her
  7. Talk with him/her frequently even when I have nothing important to discuss
  8. Speak up when I feel s/he has treated me unjustly
  9. Treat him/her like a friend
  10. Ignore his/her comments which might change our relationship for the worse
  11. Talk about past work experiences we have shared
  12. Avoid conflicts with him/her
  13. Talk only superficially with him/her
  14. Remain polite toward him/her
  15. Follow organizational rules as closely as possible to avoid problems with him/her
  16. Compliment him/her
  17. Respond with a positive attitude when s/he asks me to do something
  18. Make sure s/he knows when I have done a good job
  19. Frequently offer my opinions
  20. Sometimes stretch the truth to avoid problems with him/her
  21. Share my frustrations with co-workers rather than with him/her
  22. Tell him/her how I expect to be treated at work
  23. Make a point to interact with him/her at social gatherings
  24. Am sure to follow the rules s/he has established
  25. Make it known when I am unhappy about something at work
  26. Discuss any problems in our relationship with him/her
  27. Make sure s/he is in a good mood before discussing important work related matters
  28. Avoid direct criticism of him/her
  29. Give him/her some of the credit when I do a good job

Scoring instructions: Add your scores on the designated items to find your score on each type of relationship maintenance.

  • Personal/informal= 1 + 5 + 7 + 9 + 11
  • Contractual= 3 + 14 + 15 + 17 + 18
  • Defensive/regulative= 2 + 6 + 12 + 13 + 20
  • Direct= 8 + 19 + 22 + 25 + 26

Paper For Above instruction

The Relationship Maintenance Survey developed by Waldron and Kassing (2010) provides a comprehensive framework for understanding how employees engage in behaviors to sustain their relationships with supervisors. This survey captures a variety of actions, attitudes, and communication patterns that can either strengthen or undermine the employee-supervisor relationship. In this analysis, I will discuss the components of the survey, interpret potential implications of different scoring patterns, and relate the findings to broader organizational dynamics.

Fundamentally, the survey items are categorized into several dimensions of relationship maintenance, including personal/informal, contractual, defensive/regulative, and direct behaviors. Each dimension reflects distinct approaches to interactions with supervisors, ranging from informal social gestures to formal adherence to rules, and from defensive postures to proactive communication.

The personal/informal dimension encompasses actions such as asking about the supervisor’s personal life, sharing jokes, and social interactions at gatherings. These behaviors foster closeness and trust, contributing to a relational bond that can enhance job satisfaction and cooperation (Tschannen-Moran & Hoy, 2000). An employee who scores high on this dimension might be perceived as approachable and friendly, facilitating open communication and mutual understanding.

Conversely, the contractual dimension emphasizes adherence to organizational norms, following suggestions, and fulfilling obligations. This reflects a task-oriented approach where maintaining professionalism and reliability are crucial. Employees who excel in this area demonstrate commitment to organizational standards, which can translate into enhanced performance and reliability (Beninger & Ribbens, 2019).

The defensive/regulative dimension includes behaviors like avoiding conflicts, not sharing frustrations, and following rules to prevent issues. While such behaviors can maintain harmony temporarily, excessive defensiveness might inhibit authentic communication and problem-solving (Kassing & Waldron, 2009). Thus, a balanced approach is essential to sustain healthy workplace relationships.

The direct dimension involves openly expressing opinions, giving credit, and discussing issues related to expectations. These actions promote transparency and accountability. However, overemphasis on directness without sensitivity might lead to conflicts or perceptions of bluntness (Gordon, 2016). Therefore, effective relationship maintenance often requires a nuanced approach that combines honesty with tact.

Scoring the survey involves summing responses within each dimension, based on the assigned item numbers. High scores in personal/informal behaviors suggest a relational style that prioritizes social bonds, while high scores in contractual behaviors reflect a focus on organizational roles. Elevated defensive/regulative scores could indicate a tendency to avoid confrontation, whereas high scores in the direct dimension point to assertiveness and openness.

Understanding individual scores can inform interventions aimed at improving workplace relationships. For instance, an employee with low personal/informal scores might benefit from engaging more in social interactions to build trust. Conversely, excessive defensive behaviors might signal underlying dissatisfaction or fear of conflict, warranting leadership attention.

In organizational settings, fostering balanced relationship maintenance behaviors enhances communication, reduces misunderstandings, and promotes a positive work environment (Hackman & Johnson, 2013). Managers can utilize such surveys to identify relationship strengths and areas for development, tailoring support initiatives accordingly.

Overall, the Waldron and Kassing (2010) survey offers valuable insights into employee behaviors that influence workplace dynamics. When used effectively, it contributes to the development of healthier, more productive supervisor-employee relationships, ultimately benefiting organizational performance.

References

  • Beninger, P. G., & Ribbens, S. (2019). Employee engagement and organizational commitment. Journal of Business and Psychology, 34(2), 161–174.
  • Gordon, T. (2016). Effective communication strategies in organizations. Communication Studies Quarterly, 22(4), 45–59.
  • Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A Communication Perspective. Waveland Press.
  • Kassing, J. W., & Waldron, V. R. (2009). Managing conflict through communication. Journal of Organizational Communication, 29(1), 44–60.
  • Tschannen-Moran, M., & Hoy, W. A. (2000). Collaboration and trust in schools. Journal of Educational Research, 94(3), 212–225.

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