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Consensual Relationships at Work

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| The Case for Consensual Relationship Agreements | BUS 520 – Leadership and Organizational Behavior/Assignment 1: Consensual Relationship Agreements Case study | | Victor A. Colon | 4/22/2012 |

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Introduction
Human beings spend their lives interacting with others. In turn, a great portion of this interaction occurs at work. Professional relationships are important to build as individuals advance in a career. It is not enough to have a good set of skills as progress in a career. Personalities go a long way towards opening doors and opportunities. While one must strive to act and behave ethically at work, learning to juggle professional behavior with friendship is important. Many times employees and managers need to be approachable while maintaining integrity and professionalism. Employees also need to know when to set certain boundaries of behaviors so as to keep the integrity required to fulfill the job. With that said, all humans have emotional, spiritual and physical needs. Studies show, Vandewater (2012), “the number of people who have had an interoffice relationship has risen to 59 percent--with half of those respondents reporting having developed a serious, long-term relationship with a colleague.” Those same studies also report that an alarming majority of employers do not have a policy regarding workplace relationships. Riccobono (2011) stated, “While often harmless, consensual co-worker relationships can create a myriad of problems for the employees involved, their co-workers, and their employer. In addition to the obvious distractions of the romance, when the relationship sours, ends or is no longer consensual, the potential for sexual harassment, discrimination, or retaliation claims increases.”
Are consensual relationship agreements (CRAs) necessary at work? Whom do they intend to protect? Are there any valid reasons why a

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