The Relationship between Interpersonal Relational Competence and Employee Performance: A Developmental Model

By Leanne Carter, Peter Murray and David Gray.

Published by The Social Sciences Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

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.

Keywords: Interpersonal Relational Competence, Job Satisfaction, Employee Performance

International Journal of Interdisciplinary Social Sciences, Volume 6, Issue 3, pp.213-230. Article: Print (Spiral Bound). Article: Electronic (PDF File; 956.830KB).

Dr. Leanne Carter

Lecturer, Department of Marketing and Management, Faculty of Business and Economics, Macquarie University, North Ryde, Sydney, NSW, Australia

Leanne Carter is a qualified educator and marketer who has 15 years experience in industry before entering the world of academia. She has worked for organisations such as McDonald’s, Woolworths Ltd., Australian Direct Marketing Association and Yellow Pages in both line management and senior management roles. These roles involved the development and implementation of strategies for new systems, technologies, marketing and human resources. Leanne has just submitted her PhD investigating internal market orientation and employee performance.

Dr. Peter Murray

Associate Lecturer, Department of Management, University of Southern Queensland, Toowoomba, Queensland, Australia

Peter A. Murray is an Associate Professor of Human Resource Management at the University of Southern Queensland, Australia. His areas of research include organizational learning and change in the construction industry and human resource development influencing learning processes more generally. He was formerly at Macquarie University and has published a number of books and over 20 articles in international journals including Supply Chain Management, Management Decision, Asia Pacific Journal of Human Resources, Human Resource Management Journal, Knowledge and Process Management, and many others.

Dr. David Gray

Senior Lecturer, Department of Marketing and Management, Faculty of Business and Economics, Macquarie University, North Ryde, Sydney, NSW, Australia

David Gray was enrolled in the PhD Program in Marketing, University of NSW between 2002 and 2005. He recently submitted his PhD thesis on “A Competency Based Theory of Business Partnering”. Dr. Gray has a B. Com (Accounting) UNSW 1974, B. Com (Hons) (Economics) UNSW 1974 and an M. Com Hons (Economics) UNSW 1977. Prior to his academic career, Dr. Gray has extensive business experience in the marketing and management consulting industries. He was the General Manager Marketing at Touche Ross & Co and the National marketing Manager at MGICA Ltd (a subsidiary of AMP), and held various marketing research roles in Citicorp Australia, BIS Shrapnel, CSR Ltd and as an auditor at Peat Marwick Mitchell.


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