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work leading to the success of the business. As people strive to make positive interpersonal 
relationship in every social structure they exist in, that is in their workplace too, and as these positive 
relations form social capital of an organization, this natural striving may be considered as the ally of 
contemporary managers. Thus, we can again argue that positive interpersonal relationships are among 
the key determinants of the company's performance and development, and these positive relationships 
can be stimulated within the company [3]. 
Colleagues support each other and work in tandem, and a host of other positive outcomes 
materialize, such as: 
– Increased productivity 
– Greater probability of collaboration and teamwork 
– Improved morale 
– Ability to overcome adversity 
– Willingness to share information and ideas 
– Lower turnover 
– Increased sense of camaraderie 
– Improved customer service 
Positivity can be contagious, where everyone feels like they’re on the same team, the effort is 
collective, and everyone’s ideas are valued and welcomed [4]. 
Psychologists have long identified the desire to feel connected to others as a basic human need 
with interpersonal relationships having a significant impact on mental health, health behavior, 
physical health, and mortality risk [5]. Indeed, human physiological systems are highly responsive to 
positive social interactions. 
Gable & Gosnell surmised that humans are endowed with separate reflexive brain networks for 
social thinking; thus close relationships are linked to health as they build certain biological systems 
which may protect against the adverse effects of stress. Their research found that the brain releases 
oxytocin in response to social contact, a powerful hormone linked to trustworthiness and motivation 
to help others in the workplace [6]. 
According to Heaphy & Dutton [7], positive social interactions serve to bolster physiological 
resourcefulness by fortifying the cardiovascular, immune, and neuroendocrine systems through 
immediate and enduring decreases in cardiovascular reactivity, strengthened immune responses, and 
healthier hormonal patterns. 
Let's discuss current problems and demands in business psychology. The psychology of 
business studies the factors and conditions under which businessmen are successfully solving the 
tasks of the effectiveness of their business, do not lose human qualities that allow them to be capable 
for personal growth, effective communication with people and give them "human face" [8]. 
The formation of business psychology is a reaction to the numerous problems facing small, 
medium and large businesses, and requires the participation of professional psychologists. So, among 
businessmen there are more and more supporters of professional regulation and accounting of 
psychological processes and problems that occur in almost any business organization. It is no accident 
that the expression "business is psychology" is accepted by many business representatives. From a 
psychological point of view, business acts as an activity and an environment of social and professional 
development, in which specialists of various profiles work [9]. 
Innovation is a process involving the generation of effective novelty and the subsequent 
implementation of this novelty in organizations [10]. Conway and Steward [11] have stated that 
innovation represents a delivery of a new product to the market or the introduction process of new 
ideas that can solve firm problems. Ideas that are designed to reorganize, reduce costs, improve the 
organization's networks, develop new systems are also considered to be an innovation as well as the 
generation, acceptance and implementation of new ideas, processes, products or services. According 
to Lewin and Massini [12] and Nelson and Winter, innovation emerges from two main sources: 
internal research and development which is based on the company's expertise and knowledge, 
and 
the imitation of innovations that were introduced by other companies [13]. 

279 
The importance of innovation activity is not negotiable and has been mentioned in a number of 
academic studies [14], [15], [16], [17]. 
In the world of business, there are many different types of innovation that a company might 
pursue. These are often tied directly to individual products, internal processes or workflows, or 
business models. Some companies are even using all options in an attempt to lead growth by adapting 
to an ever-changing market [18]. This is especially noticeable when observing companies that are 
very active in introducing innovations to increase employee motivation and to meet their needs. 
In order to drive business growth, stay relevant in changing times, and differentiate from the 
competition, business leaders must be able to think creatively and embrace innovation into their 
business models. One way to do this is by gaining experience working on exciting, challenging, and 
innovative projects, as doing so will expose you to the skills needed to become an innovation driver 
within your organization. 
Organizations, who want to create a basis for long-term success, are constantly evolving. They 
strive for change at the right point in time to secure their economic survival [19]. Therefore it is 
important to know how a companies’ ability to innovate can be improved, there are manifold thoughts 
on that topic to be found in literature. Innovation in this sense describes a new, technically feasible 
product or process, which generates an economic value. All innovation activity can be traced back to 
the behavior of employees. That makes the employee the center point of attention, if you want to 
improve your innovation ability. 
The innovative employee distinguishes himself through visionary way of thinking on 
challenges and shapes his ideas in a committed and self-acting way. In consequence of inquisitiveness 
and intrinsic interest on positive changes, he recognizes potentials for improvement not only in his 
own field. He uses the resources available to him in an optimal way, communicates openly over his 
ideas and manages to inspire colleagues and business partners for them. 
An effective and productive organization requires its manpower to be happy and content with 
their job profiles so that they can put in their efforts for the overall growth of the organization. It is 
important to identify the variables associated with the employee and organizational performance 
which have an impact on worker‘s performance and attitude in organization. Employees are expecting 
the company to enhance their performance by giving proper training and motivation. Many authors 
[20] argue that "A happy worker is a productive worker". This expectation plays a significant role in 
deciding employee attitude and the employee work performance. Attitude has a direct impact on work 
performance of an employee. Job satisfaction is a significant area of research; it is correlated factor 
which can enhance job performance. Various studies have defined that job satisfaction and job 
performance have a vital relation to a business. The most famous researchers and writers accepted 
that the job satisfaction can affect work performance of the employees in the organization. There are 
also specific conditions such as mood and worker level within the organization identified that the job 
satisfaction and job performance connection depends the social exchange theory; worker‘s 
performance is giving back to the business from which they get their fulfilment. 
Thus, analyzing all of the above, we can come to the conclusion that the company's employees 
develop a positive attitude to business innovation. Because innovation ensures job satisfaction and 
helps the employee to work efficiently and with great desire. Therefore, we can conclude that 
companies that often introduce business innovations definitely benefit in many areas of business. 
Since they always have energetic, motivated, active employees who are ready to work for the 
development of this company. 
 
References 
1. Beenen, G., Pichler, S., Livingston, B., Riggio, R. The Good Manager: Development and Validation of the 
Managerial Interpersonal Skills Scale. Frontiers in Psychology. 2020. 12.10.3389/fpsyg.631390.
2. Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. Employee engagement: Tools for analysis, 
practice, and competitive advantage. Chichester, UK: Wiley-Blackwell, 2009.
3. Aldona Glińska-Neweś, Joanna Wińska. Positive Employee Interpersonal Relationships as a Factor of Company 
Development. Nicolaus Copernicus University. November 2013., №13690. 
4. Lisa McQuerrey. How Do Negative & Positive Attitudes Affect the Workplace? February 04, 2019.

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5. Umberson, D., & Montez, J. K. Social relationships and health: a flashpoint for health policy. Journal of health 
and social behavior, 2010, 51, S54–S66. 
6. Elaine Houston, B.Sc., Honors. The Importance of Positive Relationships in the Workplace. 13-10-2020. 
7. Heaphy, E.D., & Dutton, J.E. Positive social interactions and the human body at work: linking organizations 
and physiology. Academy of Management Review, 2008.
8. Benton, S. The business psychology model: a personal view. University book, 2016.
9. McKenna, E. Business Psychology and Organizational Behaviour (6th ed.). Routledge. 2020.
10. Maisel, E. The Creativity Workbook for Coaches and Creatives: 50+ Inspiring Exercises From Creativity 
Coaches Worldwide (1st ed.). Routledge, 2020.
11. Conway S., Steward F. Managing and shaping innovation. Oxford university Press, USA, 2009, 1:8- 30. 
12. Massini, Silvia; Lewin, Arie Y.: Innovators and imitators: Organizational reference groups and adoption of 
organizational routines; 2005. http://www.sciencedirect.com/science/article/pii/S0048-7333(05)00160-5
13. Fedulov, Dmitry & Pobedin, Alexander. Theoretical aspects of innovation management. SHS Web of 
Conferences. 2021. 116. 00034. 10.1051/shsconf/202111600034.
14. Liu, Bai & Ju, Tao & Gao, Simon. The combined effects of innovation and corporate social responsibility on 
firm financial risk. Journal of International Financial Management & Accounting. 2021. 32. 10.1111/jifm.12135. 
15. Prajogo D. I. The Relationship between Innovation and Business Performance – A Comparative Study between 
Manufacturing and Service Firms. Knowledge and Process Management, 2006. 13(3): 218-225. 
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U.K. Journal of Product Innovation Management, 2012. 29(5): 839-860. 
17. Bagherzadeh, M, Markovic, S., Bogers, M. Managing open innovation: A project-level perspective. IEEE 

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