Strategic Managerial Implications of Irritability and Human Relations: Exploring the Role of Gender and Knowledge

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Strategic Managerial Implications of Irritability and Human Relations: Exploring the Role of Gender and Knowledge

Peter Agyekum Boateng, PhD
Management Studies Department, School of Business, Valley View University, P. O. Box AF595, Adenta, Accra Ghana


IJRISS Call for paper

Received: 19 June 2023; Revised: 27 June 2023; Accepted: 01 July 2023; Published: 13 July 2023

Abstract: This study explores the impact of irritability in managerial contexts, a state of heightened sensitivity associated with increased feelings of anger and frustration on human relationships in organizations. The research also investigates how gender and knowledge influence the relationship between irritability and human relations. The study reveals significant consequences of irritability on effective management and group dynamics, necessitating the development of strategic interventions that enhance human relations and minimize the negative effects of irritability on managers. To gather information on the issue of irritability, the study employed a systematic review of relevant academic literature from reputable databases. The objective was to determine how gendered factors and knowledge acquisition affect the occurrence and regulation of irritability, as well as their strategic implications for human relationships and organizations. The review identified the influence of gender-related factors on the perception and expression of irritability among managers, specifically societal expectations, gender roles, and power dynamics. Furthermore, the research showed that knowledge acquisition, sharing, and utilization are critical factors for managing irritability and improving managerial effectiveness in human relations. The implications of the study highlight the need for organizations to foster gender diversity, create inclusive work environments, and adopt knowledge-based interventions to mitigate the impact of irritability on managerial relationships and team dynamics. The study emphasizes the importance of addressing irritability in managerial training and development programs, as well as cultivating an organizational culture that supports emotional intelligence and knowledge sharing. Further research should explore specific strategies and interventions that organizations can use to cope with irritability in different managerial contexts.

Keywords: Strategic implications, managerial implications, irritability, human relations, gender, knowledge

I. Introduction

The strategic implications of irritability and human relations in the managerial context have received considerable empirical attention. Irritability can affect managerial effectiveness, employee relations, and organizational output in the workplace. It can interfere with team dynamics, impede collaboration, and negatively affect employee well-being and productivity (Adams, 2019; Greenwood and Anas, 2021). Employee irritability also has a significant impact on customer satisfaction, moderated by organizational constraints and emotional labor (Grandey et al., 2004; Priesemuth, 2020). Irritability of leaders and followers influences employee work engagement, underscoring the need to manage irritability in the workplace (Breevaart et al., 2014; Priesemuth, 2020). The study aims to examine the role of gender and knowledge in relation to irritability, providing insights into its expression, management, and strategic implications within the domains of management in an organization.