scholarly journals The Influence of Interpersonal Conflict on Counterproductive Work Behaviour Mediated by Job Stress

2018 ◽  
Author(s):  
Nida Hasanati ◽  
Tulus Winarsunu ◽  
Vironica Dwi Karina
Keyword(s):  
Job Stress ◽  
Interpersonal Conflict ◽  
Counterproductive Work Behaviour

A time-lagged study on the moderating role of overall satisfaction in perceived politics: Job outcomes relationships

2016 ◽  
Vol 23 (3) ◽  
pp. 321-336 ◽  
Author(s):  
Farooq Ahmed Jam ◽  
Magda B L Donia ◽  
Usman Raja ◽  
Chong Hui Ling
Keyword(s):  
Job Performance ◽  
Job Stress ◽  
Interpersonal Conflict ◽  
High Stress ◽  
Interactive Effects ◽  
Negative Effects ◽  
Negative Effect ◽  
Time Lagged ◽  
Positive Effect ◽  
High Politics

AbstractIn a time-lagged study with independent measures (N=115, paired responses), we examined the interactive effects of perceived organizational politics and overall satisfaction on job stress, interpersonal conflict, job performance, and creativity. The data were collected from a diverse sample of employees from various workplaces in Pakistan. The findings showed that perceived politics had a positive effect on job stress, while overall satisfaction had a negative effect on interpersonal conflict and a positive effect on creative performance. The results also revealed that in the face of high politics, highly satisfied individuals demonstrated higher levels of creativity and job performance. However, in this context of high politics negative effects were also observed, namely that highly satisfied individuals participated in interpersonal conflict and experienced high stress.

scholarly journals Faktor-faktor Risiko Stres Kerja pada Aparatur Sipil Negara

2020 ◽  
Vol 1 (1) ◽  
pp. 033
Author(s):  
Bryan Reppi ◽  
Oksfriani Jufri Sumampouw ◽  
Hesty Lestari
Keyword(s):  
Job Stress ◽  
Interpersonal Conflict ◽  
Civil Servants ◽  
Influential Factor ◽  
Stress Factors ◽  
Cross Sectional ◽  
Work Related Stress ◽  
Work Related ◽  
North Sulawesi ◽  
Related Stress

Background: The Health and Safety Executive (HSE) stated that stress and depression related to work in 2017/2018 were 595,000 cases with a prevalence rate of 1,800 per 100,000 workers. Work-related stress and depression also contribute 44% of all cases of occupational health disorders and 57% of absences from work due to illness. Job stress can occur to workers in all fields including government employees. This study aims to determine the relationship between risk factorsand work-related stress on civil servants in Regional Financial and Asset Agency of North Sulawesi Province.  Method: This research was a quantitative study with cross sectional research design, conducted in 2019, from August to September at the Regional Finance and Assets Agency (BKAD) of North Sulawesi Province. The sample was 118 people determined by the Total Sampling method. Data was collected by respondent completing NIOSH Generic Job Stress Questionnaire. Univariate, bivariate, and multivariate were use to analyze the data using SPSS program. Results: The results showed that there was a relationship between interpersonal conflict, workload, social support and work stress on civil servants in BKAD North Sulawesi Province. Conclusion: This study concluded that interpersonal conflict is the most influential factor in work-related stress on civil servants in BKAD North Sulawesi Province. It is recommended for all civil servants in BKAD North Sulawesi Province to be more aware to the work-related stress factors so that it can be controlled

scholarly journals DARK SIDE OF PARADOXICAL LEADERSHIP: SOCIAL COMPARISION THEORY PERSPECTIVE

2021 ◽  
pp. 107-130
Author(s):  
Fatima Bashir
Keyword(s):  
Job Stress ◽  
Service Sector ◽  
Interpersonal Conflict ◽  
Job Insecurity ◽  
Dark Side ◽  
Equation Modeling ◽  
Mediation Model ◽  
Comparison Theory ◽  
Structure Equation Modeling ◽  
Time Lagged

Considerable research has viewed Paradoxical leadership as a positive style of leadership in different contextual settings. But little is known how paradoxical behavior of a leader can be detrimental for followers. The present study proposed etic view of paradoxical leadership based on social comparison theory explaining how and why people make comparison with similar and dissimilar others, that might lead to interpersonal conflict which may trigger negative outcomes. We have proposed and tested a sequential mediation model between Paradoxical leadership and employee job stress through interpersonal conflict and job insecurity. The study is based on time lagged data (3 intervals apart by one month each) from 285 service sector employees of Pakistan. All measures used were validated before testing mediation model. Structure equation modeling has been used for model testing that provided a good support to the hypothesized model. Results justified that when employees make comparison among each other on the basis of leader’s behavior with them, and indulge in interpersonal conflicts and feel more job insecurity that ultimately proceeds towards their job stress.

Power, Conflict, and Effectiveness

2000 ◽  
Vol 5 (1) ◽  
pp. 28-33 ◽  
Author(s):  
M. Afzalur Rahim ◽  
David Antonioni ◽  
Krum Krumov ◽  
Snejana Ilieva
Keyword(s):  
United States ◽  
Regression Analysis ◽  
Interpersonal Conflict ◽  
The United States ◽  
Hierarchical Regression ◽  
Hierarchical Regression Analysis ◽  
Referent Power ◽  
Legitimate Power ◽  
Power Base ◽  
Effectiveness Data

This study investigated the relationships of bases of leader power (coercive, reward, legitimate, expert, and referent) and styles of handling interpersonal conflict (integrating, obliging, dominating, avoiding, and compromising) to subordinates' effectiveness. Data for this study were collected with questionnaires from the United States and Bulgaria and analyzed with hierarchical regression analysis for each country. Results indicated that in the United States referent power base of supervisors and integrating style of handling conflict of subordinates were positively associated with effectiveness. In Bulgaria, legitimate power base of supervisors was positively associated with effectiveness, but the subordinates' conflict styles were not associated with effectiveness.

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