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• W156228815 abstract "'Why are people at work always touching me? Elizabeth Bernstein, The Wall Street Journal, 2009 A common phenomenon that remains curiously unexplored is the use of physical touch among individuals in the workplace (Heaphy, 2007). While some publications in the popular press (e.g., The One Minute Manager, Blanchard and Johnson, 2003; Managing to Have Fun, Weinstein, 1996) advocate managers use touch to build relationships and enhance the performance of their subordinates, there is virtually no research that has explored the potential for touch to be used positively at work. One reason for the scarcity of research exploring physical touch in the workplace may be that it is considered taboo. In the highly sensitized U.S. work environment, workplace touch is often equated with sexual harassment, which has resulted in paranoia about employees touching other employees (Andersen, 2004). Even so, concern about sexual harassment should not preclude efforts to gain a greater understanding of the potential for workplace touch (Fuller et al., 2011; Heaphy, 2007). Indeed, recent research indicates managers who use touch to convey affect toward their subordinates tend to be seen by their subordinates as more supportive, more sincere, more effective, and more likeable (Fuller et al., 2011). Therefore, it appears that touch can be used to enhance interpersonal relationships at work. Touch is a basic human need (Davis, 1999; Montagu, 1986) which is considered to be an effective way of communicating many feelings and emotions (Hertenstein et al., 2009; Richmond and McCroskey, 2004). Research in multiple disciplines indicates that touch can engender many outcomes in a variety of interpersonal interactions in adults, such as reduced anxiety, fewer depression symptoms, and enhanced mood (Field, 1995; Hertenstein et al., 2006). Touch has also been linked to increased compliance (e.g., Kleinke, 1977) and prosocial helping (Goldman and Fordyce, 1983). For example, the use of touch has been related to tending a stranger's dog for several minutes (Gueguen and Fischer-Lokou, 2002), increasing time and money spent shopping (Hornik, 1992), and signing a petition (Willis and Hamm, 1980). Cultural influences may also make workplace touch more acceptable. The U.S. is not a very tactile culture, but as globalization increases many U.S. employees will likely find that touch is part of doing business in contact cultures (Shuter, 1975). Changes in the demographics of the American workforce may influence workplace touch. For instance, Hispanic workers (who come from more tactile cultures) (Toossi, 2007) and younger workers may be more comfortable with physical touch. Kershaw (2009) notes that among many teenagers, hugging has replaced more traditional forms of greetings--it's simply the 'hello' of their generation. Unfortunately, there is little understanding of the social psychology of workplace touch or the potential for touch to be used to achieve outcomes in the workplace. Examining tactile interaction at work from a perspective is consistent with the increasing interest in positive approaches to phenomena that occur in organizational settings, such as psychology (Seligman and Csikszentmihalyi, 2000), organizational behavior (Luthans, 2002a, 2002b), and relationships at work (Ragins and Dutton, 2007). These approaches advocate exploring previously unexamined factors that may explain phenomena (Cameron et al, 2003). Therefore, this article seeks to examine both the individual and contextual factors that influence a manager's use of touch with subordinates and the workplace outcomes that relate to that use of touch. Study 1 tests the hypothesis that workplace touch self-efficacy (i.e., a manager's belief in his/her ability to effectively use touch) will interact with workplace tactile interaction norms to predict managers' use of touch meant to convey affect. …" @default.
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• W156228815 date "2013-06-22" @default.
• W156228815 modified "2023-09-23" @default.
• W156228815 title "Tactile Interaction Norms and Positive Workplace Touch" @default.
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