Romantic relationships in the workplace have become an increasingly prevalent phenomenon, owing to the substantial amount of time employees spend together and the shared challenges they navigate. According to Forbes Advisor, 2023; approximately 40-60% of all professionals will have atleast one relationship during their careers, and the majority of those relationships will go the distance to long-term commitments, such as marriage (Biggs et al., 2012) Such relationships may enhance individual well-being and the organisation culture, as they provide emotional support and a sense of belonging (Pierce & Aguinis, 2009). Nevertheless, they also bring a variety of ethical and psychological challenges that require thoughtful understanding and strategic management (Wilson, 2015).
Workplace romances raise complex ethical issues, especially within hierarchically organized organisations. Having employees of differing ranks engaged in a relationship creates power imbalances, raising concerns about consent and fairness (Horan & Chory, 2021). A subordinate might feel pressured into starting or maintaining a relationship in exchange for career benefits, or to prevent retaliation (Biggs et al., 2012). In addition to being problematic for the individuals involved, this risk creating the perception of bias among colleagues, eroding organisational trust and equity. Romantic relationships can impact a team with the perception of favouritism causing team dynamics to suffer (Horan & Chory, 2021) causing lowered morale and resentment within a workplace. Studies also show that women in power relationships are scrutinized and criticized compared to men, due to existing broader gender societal norms which translates to workplace perceptions (Wilson, 2015).
From a psychological viewpoint, office romances are double-edged swords. On the one hand, these relationships may increase job satisfaction and work performance, especially when partners have common goals (Pierce & Aguinis, 2009). The broaden-and-build theory suggests that positive emotions derived from supportive relationships can expand cognitive resources and improve problem-solving abilities (Pierce & Aguinis, 2009). But the psychological trade-offs are just as serious. Office breakups in the workplace can also induce emotional distress, which can spread way beyond the two individuals involved and disrupt team dynamics more broadly (Horan & Chory, 2021). Some of the problems created by this issue for a person are that sensitive topics are more readily broached, making stress and anxiety more common, especially in a competitive or high-stakes environment. Such challenges underpin the necessity of effectively managing boundaries and regulating emotions while pursuing workplace romances (Biggs et al., 2012).
Organisational strategies play an important role in mitigating the risks associated with workplace romances. In recent years, a few organizations have adopted policies such as “love contracts,” which specify expectations and responsibilities of those involved in romantic relationships (Pierce & Aguinis, 2009). Although these measures are intended to eliminate conflict of interest and enhance transparency for the benefit of organizations, they raise ethical issues surrounding privacy and the level of organisational oversight over employees’ private lives (Biggs et al., 2012). A more flexible approach distributes workplace romances on a case-by-case basis to balance personal freedoms with professional integrity (Horan & Chory, 2021). Finally, we need to take into account cultural norms around workplace relationships since these can vary widely from region to region. In cultures that relegates romance in workplace to a stigma, therefore resulting in a lower disclosure rate of workplace romances by the employees which could then result in possible hidden conflicts (Wilson, 2015)
A second, emerging trend is using workplace romances strategically as a retention tool. Organisations are increasingly seeing the value of becoming an employer of choice for dual-career couples, where both partners are employed or work as freelancers, as a way of promoting on-going loyalty and retaining talent in the business (Forbes Adviser, 2023). An increasing number of companies have recognized this phenomenon, and are making an effort not only for competitive purposes, but also to create stability and mutual investment by aiming at creating environments in which both partners can thrive professionally. But care must be taken to avoid reinforcing ideas about traditional gender roles or specifying new pressures on dual-career couples (Wilson, 2015).
Ultimately, workplace romance isn’t inherently beneficial or detrimental; it’s what happens with it that matters, both at an individual and organisational level. Organisations must strive to create environments that respect personal connections while upholding professional standards. By promoting a culture of transparency, inclusivity, and fairness, workplace romances can contribute positively to both individual and organisational success, ensuring that the challenges they pose are navigated with ethical vigilance and psychological sensitivity.
Work Cited:
- Biggs, D., Matthewman, L., & Fultz, C. (2012). Romantic relationships in organisational settings. Gender in Management an International Journal, 27(4), 271-285. https://doi.org/10.1108/17542411211244803
- Elsesser, K. (2023, February 14). 82% in workplace romance keep it secret, according to new survey.Forbes.https://www.forbes.com/sites/kimelsesser/2023/02/13/82-in-workplaceromance-keep-it-secret-according-to-new-survey/
- Horan, S. M., & Chory, R. M. (2011). Understanding Work/Life Blending: Credibility implications for those who date at work. Communication Studies, 62(5), 563-580. https://doi.org/10.1080/10510974.2011.582663
- Pierce, C. A., & Aguinis, H. (2009). Moving beyond a legal-centric approach to managing workplace romances: organizationally sensible recommendations for HR leaders. Human Resource Management, 48(3), 447-464. https:doi.org/10.1002/hrm.20289
- Wilson, F. (2014). Romantic relationships at work: Why Love Can Hurt. International Journal of Management Reviews, 17(1), 1-19. https://doi.org/10.1111/ijmr.12034
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