Job Satisfaction and Work Productivity: The Role of Conflict-Management Culture

2018 ◽  
Vol 46 (7) ◽  
pp. 1101-1110
Author(s):  
Younyoung Choi ◽  
Junghee Ha
Keyword(s):  
Job Satisfaction ◽  
Conflict Management ◽  
Work Productivity ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Individual Level ◽  
Management Culture ◽  
Negative Effect ◽  
The Usa ◽  
Bank Tellers

Conflict-management culture is an important factor affecting job satisfaction and productivity in the workplace. We examined the effect of conflict-management culture on individual-level job satisfaction and productivity at work by analyzing data collected from bank tellers in the USA and Korea with multigroup path analysis using Mplus. Results suggested that a collaborative conflict-management culture had a positive effect, and a dominant conflict-management culture had a negative effect on job satisfaction in both USA and Korea. Results differed between the two countries in that in Korea (a) a dominant conflict-management culture was positively associated with productivity, and (b) an avoidant conflict-management culture was positively related to job satisfaction, but no significant effects for either of these were found in the USA. These findings suggest that cultural differences should be considered when exploring the effects of conflict-management styles on individual-level job satisfaction and productivity.

The influence of conflict management culture on job satisfaction

2013 ◽  
Vol 41 (4) ◽  
pp. 687-692 ◽  
Author(s):  
Younyoung Choi
Keyword(s):  
Job Satisfaction ◽  
Conflict Management ◽  
Structural Equation ◽  
Equation Modeling ◽  
Washington Dc ◽  
Workplace Conflict ◽  
Management Culture ◽  
Bank Branches ◽  
Negative Effect ◽  
The Relationship

In the workplace, conflict and style of conflict management substantially influence individual, group, and organizational effectiveness. In this study I investigated the relationship between job satisfaction and each of a dominant, an avoidant, and a collaborative conflict management culture in the workplace. Using structural equation modeling, I analyzed survey data from 743 people employed as tellers in bank branches in Washington, DC and West Virginia, USA. The results showed that a collaborative conflict management culture has a positive effect on job satisfaction whereas a dominant management culture has a negative effect on job satisfaction. No statistically significant relationship was found between an avoidant conflict management culture and job satisfaction. These findings may be valuable in making decisions about provision of training in conflict management in order to promote a positive working atmosphere within an organization.

scholarly journals The Combined Effect of Individualism – Collectivism on Conflict Styles and Satisfaction: An Analysis at the Individual Level

2015 ◽  
Author(s):  
Regina Kim ◽  
Peter Coleman
Keyword(s):  
Conflict Management ◽  
Goal Attainment ◽  
State Level ◽  
Past Research ◽  
Value Orientations ◽  
Management Styles ◽  
Conflict Styles ◽  
Conflict Management Styles ◽  
Individual Level ◽  
The Individual

This research examines the relationships among individualism-collectivism (IND-COL), conflict management styles and conflict satisfaction. The authors aim to explain some of the inconclusive findings in the literature related to IND-COL and conflict styles by studying IND-COL as states, rather than dispositional traits. By taking a dynamic approach to conceptualizing IND-COL and measuring IND-COL over time, we investigate how different ratios of individualistic-to-collectivistic orientations are associated with different conflict management styles. Results show that individuals who employed a balanced focus (1:1 ratio) of both individualistic and collectivistic orientations utilized an integrative style in conflict more than individuals with either a strong individualistic or collectivistic orientation. Integrative style was associated with higher levels of satisfaction with conflict outcomes, processes, relationships, goal attainment and job satisfaction at work. Individuals with predominant focus on individualism utilized a dominating style more, whereas individuals with predominant focus on collectivism utilized obliging and avoiding styles. Furthermore, results show that state-level IND-COL is a better predictor of conflict management styles than trait-level IND-COL. Past research has focused on studying IND-COL primarily as a trait variable at the individual level, but we examine IND-COL as states in relation to conflict management styles. In addition, we investigate the combined and optimal effects of both individualism and collectivism value-orientations on conflict management styles.

scholarly journals Relationship Between Teachers’ Workplace Friendship Perceptions and Conflict Management Styles

2019 ◽  
Vol 12 (9) ◽  
pp. 42
Author(s):  
Necati Cemaloğlu ◽  
Ayhan Duykuluoğlu
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Data Collection ◽  
Conflict Management ◽  
Management Style ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Organizational Variables ◽  
Workplace Friendship ◽  
Descriptive Survey

It can be put forward that workplace friendship has impact on some organizational variables such as organizational commitment, job satisfaction and intentions to leave the job (Morrison, 2005, pp. 152-153). The preferences of the employees can also be influenced by their perceptions about workplace friendship. In this study, it was aimed to find out the predictive levels of employees’ workplace perceptions for their preferences about the conflict management styles. The research was designed as a descriptive survey model. The scales of “workplace friendship” and “Rahim Organizational Conflict Management” were utilized as data collection tools. The correlations among and predictive levels of sub-dimensions of workplace friendship scale for the conflict management styles were analyzed by means of multiple regression analysis. At the end of the analyses, it was found out that the variable of friendship prevalence is a meaningful predictor of conflict management style of integrating, friendship opportunity is a meaningful predictor of compromising style, and friendship prevalence and friendship opportunity variables together are the meaningful predictors of avoiding style.

scholarly journals Conflict Management Style Asymmetry in Short-Term Project Groups

2020 ◽  
pp. 104649641989463
Author(s):  
Sonja Rispens ◽  
Karen A. Jehn ◽  
Wolfgang Steinel
Keyword(s):  
Conflict Management ◽  
Management Style ◽  
Management Styles ◽  
Short Term ◽  
Conflict Management Styles ◽  
Conflict Style ◽  
Intragroup Conflict ◽  
Project Groups ◽  
Negative Effect ◽  
Conflict Management Style

Relatively little is known about how the composition of individual conflict management styles affects group functioning. This is unfortunate because, specifically in short-term project groups, this conflict management style composition may be pivotal given the strong task focus rather than establishing norms to guide or manage conflict. Therefore, we examined whether conflict style asymmetry within short-term project groups affects the link between intragroup conflict and the performance of groups. Data were collected among short-term project groups and the results suggest that asymmetry in both forcing and the problem-solving conflict management styles moderates the negative effect of task, relationship, and process conflicts on the performance of groups. We offer a discussion of the implications of these findings.

scholarly journals Conflict Management and Job Satisfaction in Indonesia’s Public Organization

2021 ◽  
pp. 1-14
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Conflict Management ◽  
Management Style ◽  
Public Organization ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Conflict Management Style ◽  
The Government ◽  
Style Factor

This research aims to determine which styles are applied to manage and handle conflict and whether conflict management has an effect on job satisfaction and in public sector. The research was conducted in December 2017 in the government public sector of Indonesia. The data in this research was collected by using questionnaire. The questionnaire used ROCI-II (integrating, avoiding, obliging, dominating, compromising style) instruments for conflict management and JSS Paul Spector on job satisfaction. The results of this study showed that government public sector workers used collaborative conflict management style (integrating style) in conflict management and handling. Conflict management has 5 conflict management styles, from the 5 factors, only 2 factors are formed, namely factor 1 and 2. Factor 1 includes the style of collaboration (integrating style), accommodation (obliging style), and compromise (compromising style). Factor 2 includes dominating style and avoidance (avoiding style). Keywords: Conflict management, Conflict management style, Job Satisfaction.

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