scholarly journals Impact of Workplace Conflict Management on Organizational Performance: A Case of Nigerian Manufacturing Firm

2015 ◽  
Vol 6 (2) ◽  
Author(s):  
Olukayode Longe
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Workplace Conflict ◽  
Manufacturing Firm

scholarly journals Co-creating Positive Working Environments: a meta mediation perspective

2015 ◽  
Vol 2 (2) ◽  
pp. 298-307
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Work Environment ◽  
Working Environment ◽  
Self Determination ◽  
Management Systems ◽  
Working Relationships ◽  
Ethical Considerations ◽  
Working Environments

This article is a practitioner reflection on taking a meta mediation perspective on working with two organizations in co-creating a positive and constructive working environment. This perspective is grounded in the theoretical framework of strategic conflict management systems. The approach taken is to consider a specific process for engaging with organizations by looking at the two case study organizations – one small and growing, the other medium-sized and resource-constrained. The reflection first considers the antecedents for both organizations in engaging in this way. It then sets out the process for whole organization engagement through dialogue. The outcomes for each organization are then shared. The conclusion reached is that both organizations benefited from the engagement in terms of improvements in work environment, working relationships, conflict competence and organizational performance. Some of the ethical considerations for mediators working with organizations in this way are reflected on including neutrality and impartiality, confidentiality and self determination.

The Impact of Culture on Workplace Conflict in the Caribbean

2014 ◽  
pp. 1352-1366
Author(s):  
Susan Scott
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Business Performance ◽  
Relationship Management ◽  
Cross Cultural ◽  
Human Relationship ◽  
Workplace Conflict ◽  
The Caribbean ◽  
East And West ◽  
The Impact

There are many subtleties within a culture that affect decision-making. Lack of understanding of these nuances enhances the mystique of cross-cultural business. Global managers need to better understand trans-cultural decision-making to maximize the benefits of alliances and business relationships abroad. One of these subtleties, often discussed in relation to business in the Orient, is conflict management. The notion of “face” and the importance of individual honor pervade cultural briefing materials on countries such as Japan. It is a defining difference in human relationship management between East and West. Yet when dealing with employees in nations speaking the same language, as a U.S. manager to a Caribbean manager, one often fails to account for equally significant differences in managing conflict. This chapter discusses the impact of culture-specific attitudes concerning workplace conflict on business performance in the Caribbean, using examples specifically from Grenada.

Supervisor conflict management, justice, and strain: multilevel relationships

2014 ◽  
Vol 29 (8) ◽  
pp. 1044-1063 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L. Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Sleep Disturbance ◽  
Conflict Theory ◽  
Management Style ◽  
Job Dissatisfaction ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Multilevel Theory ◽  
Action Taking

Purpose – The purpose of this paper is to test a multilevel model of the main and mediating effects of supervisor conflict management style (SCMS) climate and procedural justice (PJ) climate on employee strain. It is hypothesized that workgroup-level climate induced by SCMS can fall into four types: collaborative climate, yielding climate, forcing climate, or avoiding climate; that these group-level perceptions will have differential effects on employee strain, and will be mediated by PJ climate. Design/methodology/approach – Multilevel SEM was used to analyze data from 420 employees nested in 61 workgroups. Findings – Workgroups that perceived high supervisor collaborating climate reported lower sleep disturbance, job dissatisfaction, and action-taking cognitions. Workgroups that perceived high supervisor yielding climate and high supervisor forcing climate reported higher anxiety/depression, sleep disturbance, job dissatisfaction, and action-taking cognitions. Results supported a PJ climate mediation model when supervisors’ behavior was reported to be collaborative and yielding. Research limitations/implications – The cross-sectional research design places limitations on conclusions about causality; thus, longitudinal studies are recommended. Practical implications – Supervisor behavior in response to conflict may have far-reaching effects beyond those who are a party to the conflict. The more visible use of supervisor collaborative CMS may be beneficial. Social implications – The economic costs associated with workplace conflict may be reduced through the application of these findings. Originality/value – By applying multilevel theory and analysis, we extend workplace conflict theory.

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.

Workplace conflict and willingness to cooperate

2016 ◽  
Vol 27 (2) ◽  
pp. 172-198 ◽  
Author(s):  
Oluremi Bolanle Ayoko
Keyword(s):  
Conflict Management ◽  
Management Training ◽  
Future Research ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Business Undergraduates ◽  
Practical Implications ◽  
Willingness To Cooperate

Purpose This paper aims to clarify the relationship between conflict, apologies, forgiveness and willingness to cooperate after a conflict event. Design/methodology/approach The paper used scenarios and quantitative measures to examine the connection between conflict, perceived apology sincerity, forgiveness and willingness to cooperate in 358 business undergraduates. Findings Data revealed that relationship conflict was significantly but negatively associated with forgiveness and willingness to cooperate. Additionally, attitudes toward forgiveness were directly and positively related not only to forgiveness but also to willingness to cooperate. Finally, forgiveness mediated the link between both perceived apology sincerity attitudes to forgiveness and willingness to cooperate. Research limitations/implications Data were cross-sectional and may be subject to bias. Longitudinal studies are needed to further tease out the connection between the variables in the current study. Similarly, future research should explore the role of climate and individuals’ disposition and readiness to apologize, forgive and their willingness to cooperate at work. Practical implications The paper includes practical implications for managers interested in eliciting cooperation after a workplace conflict. Specifically, apology and forgiveness should be included in managers’ conflict management training programs. Social implications Our findings indicated that apology and forgiveness are social skills that are important for conflict management and cooperation after a workplace conflict. Originality/value Beyond reconciliation, the current study provides new insights into the important role of actual forgiveness in whether employees are willing to cooperate after conflict at work. Practical assistance is offered to managers who are interested in fostering cooperation and increased performance after conflict episodes.

scholarly journals An Empirical Analysis of Organizational Performance of Construction Companies in Pakistan through Mediating Role of Conflict Management Effectiveness

2020 ◽  
Vol 6 (2) ◽  
pp. 571-584 ◽  
Author(s):  
Haleema Tariq ◽  
Muqqadas Rehman
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Construction Industry ◽  
Organizational Factors ◽  
Partial Least Square ◽  
Management Effectiveness ◽  
Construction Companies ◽  
Mediating Role ◽  
Workforce Productivity

This paper aims to examine the impact of organizational factors and verify mediating role of conflict management effectiveness on perceived performance of registered construction companies in Pakistan. The study adopts a survey research design using a well-structured questionnaire of 450 employees from construction companies located in Lahore and Karachi. The construction industry is characterized by performance setbacks for decades. Descriptive statistics and mediation analysis were employed to analyze the conceptual model. The research paper concludes that distortions in reduced workforce productivity and relationship conflicts should be overcome by capable professional & administrative services. The analysis depicts that socio-economic and political factors play a significant role to maintain the quality in local construction industry. The findings reveal that performance of construction companies is significantly related to internal factors i.e. workforce productivity, decentralization, perceived organizational politics and relationship conflict. The study provides guidelines to organizational decision-makers and government policy-makers for public reforms in infrastructure to improve their output. The present study was undertaken to provide new horizons and advance understanding on organizational performance (OP) of construction companies in Pakistan. The most significant part of this study is the comprehensive five-factor organizational performance model designed to test mediation among variables using partial least square structural equation modelling (SEM).

scholarly journals Determining the Role of Conflict Management Strategies on Organizational Performance: A Mediating Role of Employees' Job Satisfaction

2019 ◽  
Vol 1 (1) ◽  
pp. 37-50
Author(s):  
Syeda Batool ◽  
Fiza Hayat
Keyword(s):  
Job Satisfaction ◽  
Conflict Management ◽  
Organizational Performance ◽  
Banking Sector ◽  
Management Strategies ◽  
Essential Elements ◽  
Commercial Banking ◽  
Rigorous Approach ◽  
The Impact

Conflict Management is one of the essential elements in casual and professional life for enhancing an individual's performance and to bring better results in intense organizational pressures. Although studies which explore the effect of these on job satisfaction are very few and therefore there is a need to check the impact of these form of strategies on job satisfaction. Although according to the studies each and every style of conflict management does not relate to job satisfaction and therefore the major need to associate this style with organizational performance. Thus, a quantitative study has been conducted in the commercial banking sector of Pakistan through a closed-ended questionnaire. Analysis was carried out through the help of statistical data analysis software SMART-PLS and the results of the study indicated that each and every style of conflict management does not result in job satisfaction, nor in the betterment of organizational performance. The results imply that a more rigorous approach and innovative strategies in conflict management should be devised and followed by the managers to address the conflicting issues.

scholarly journals Workplace Conflict Management: Legal Intentions Versus Managers' Experiences

2013 ◽  
Author(s):  
Gaye Greenwood ◽  
Erling Rasmussen
Keyword(s):  
Conflict Management ◽  
Conflicts Of Interest ◽  
Employment Relationship ◽  
Relational Trust ◽  
Employment Relations ◽  
Mutual Trust ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Workplace Conflict ◽  
Judicial Intervention

The Employment Relations Act 2000 directs employees and employers to resolve employment relationship problems (ERP’S) early without judicial intervention. The goal is to ‘build mutual trust and confidence in all aspects of the employment environment’. However, the policy intentions to focus on early resolution through problem solving, interest based negotiation, facilitation and mediation have not been researched at the level of the workplace. Drawing on conflict events in the primary school sector this paper investigates the theme of relational trust. The preliminary findings reported in this paper have emerged from a qualitative study that involved semi-structured interviews with a range of actors. A preliminary analysis identified situations where parties had resolved problems without damaging trust by implementing reflective collaborative interest based processes. In spite of identifying positive outcomes of conflict events, principals and senior leaders reported that trust was damaged when competition for performance based remuneration fuelled conflict and when complaints from parents escalated. These findings highlighted the special nature of conflict management in schools where the goal of ‘mutual trust and confidence in all aspects of the employment environment’ may be vulnerable to complex conflicts of interest in the employment relationship in the New Zealand primary education sector.

Managing Workplace Conflicts Through Self-Mediation

2021 ◽  
pp. 1953-1969
Author(s):  
Ndifon Neji Obi
Keyword(s):  
Conflict Management ◽  
Case Studies ◽  
Effective Management ◽  
Hypothetical Case ◽  
Workplace Conflict ◽  
Workplace Conflicts ◽  
Secondary Sources ◽  
Conceptual Background ◽  
The Individual

This study examines the management of workplace conflicts through self-mediation. It argues that although research about conflicts has generated huge literature, managing workplace conflicts through self-mediation is a comparatively new and under-researched area. The study provides a conceptual background to explore the principle of self-mediation and sketches its significance in addressing the substratum of workplace conflict. The thesis sponsored by this study revolves around the assumption that purging oneself of combustible negative energies is the critical first step in effective management of workplace conflicts. Data for the study is generated through secondary sources and analyses are based on hypothetical case studies. The study makes the point that although conflict in the workplace may be externally generated or triggered, the predisposition to act constructively or destructively is internal to the individual. The study however, suggests relevant conflict management trainings for staff.

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