A theory of professional touching behavior in organizations: implications for human resource scholars and practitioners

Tang, Pok Man, Klotz, Anthony C., Koopman, Joel, Wee, Elijah X. M. and Lu, Yizhen (2023) A theory of professional touching behavior in organizations: implications for human resource scholars and practitioners. In, Buckley, M. Ronald, Wheeler, Anthony R., Baur, John E. and Halbesleben, Jonathon R.B. (eds.) Research in Personnel and Human Resources Management. (Research in Personnel and Human Resources Management, 41) Emerald Publishing, pp. 127-159. (doi:10.1108/S0742-730120230000041006).

Abstract

Professional touching behavior (PTB), defined as intentional touching behavior that occurs between organizational members and that falls within the boundaries of appropriateness and professionalism in the workplace, is prevalent in organizations. Scholars from multiple disciplines, including human resources researchers, have acknowledged the importance of physical contact for facilitating interpersonal communication and relationship-building. However, PTB may not only elicit positive reactions from those who receive it but also negative reactions as well, with implications for social dynamics in organizations. PTB can, on the one hand, fulfill employees’ desires for interpersonal connection; at the same time, such physical contact at work can represent a threat to employees’ health. To explain the nature and implications of these divergent effects of receiving PTB, the authors draw upon sociometer theory and behavioral immune system (BIS) theory to model the emotional, cognitive, and physiological processes via which, and the conditions under which, receiving such behavior will result in socially functional responses and prompt subsequent prosocial behavior, and when PTB will be perceived as a health risk and prompt withdrawal behavior. The theoretical framework of this chapter expands our conceptual understanding of the consequences of interpersonal physical contact at work and has important human resources management (HRM) implications for organizational managers.

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Contributors

Author: Yizhen Lu

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