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Article 1:
Kramer, M.W., & Hess, J.A. (2002). Communication rules for the display of emotions in organizational settings. Management Communication Quarterly, 16, 66-80.
Communication Rules for the Display of Emotions in Organizational Settings. 
Summary: This article examines the communication rules that govern the management of emotion in organizational settings. The research concludes that maintaining professionalism is of central concern to managing emotions, positive as well as negative emotions must be displayed appropriately, and the appropriate display of negative emotions typically means masking those emotions.

Article 2: 
Anders, C.M., & Martin, M.M. (1995). Why employees speak to coworkers and bosses: Motives, gender, and organizational satisfaction. Journal of Business Communication, 32, 249-265.
Why Employees Speak to Coworkers and Bosses: Motives, Gender, and Organizational Satisfaction
Summary: This research article explores the motives that drive interpersonal communication at work. Employees are more satisfied with their superiors and their work and are more committed when they communicate with their superiors from pleasure, affection, and inclusion needs. When employees communicate with co-workers from affection needs they are more highly satisfied. Males communicate with coworkers primarily from control needs and women communicate with co-workers primarily from affection needs. Women communicate with superiors for affection and relaxation more than men do.

Article 3: 
Aquino, K. (2003). When push doesn’t come to shove: Interpersonal forgiveness in workplace relationships. Journal of Management Inquiry, 12, 209-216.
When Push Doesn’t Come to Shove: Interpersonal Forgiveness in Workplace Relationships 
Summary: This article highlights the importance of interpersonal relationships in comprising organizations and thus focuses in on the importance of understanding forgiveness in the context of organizational relationships.

Article 4: 
Andiappan, M. (2011). Beyond righting the wrong: Supervisor-subordinate reconciliation after an injustice. Human Relations, 64, 359-386.
Beyond Righting the Wrong: Supervisor-Subordinate Reconciliation After an Injustice 
Summary: This author suggests several propositions associated with reconciliation in supervisor-subordinate relationships. The bigger the perceived injustice and the more the victim attributes blame for the injustice to the supervisor, the higher the need for relationship repair. Victims with a higher degree of equity sensitivity will have a higher need for relationship repair. The higher the levels of trust in the relationship, the less need there is for relational repair, though the more interdependent the supervisor and subordinate, the more need there is for relational repair. The more accurate the explanation and more sincere the apology is perceived to be, the more successful the relationship reconciliation.