Employee job satisfaction and organizational performance: The role of conflict management

Abstract

Organizational conflict is often thought of as a malady to be avoided or quickly resolved. Such views neglect the potential value of conflict—that is, the constructive management of conflict—to organizational outcomes. Managerial practices resulting in too little conflict may shape and reflect an organization hypersensitive to discord, dissent, and innovation. But management practices promoting excessive conflict may overload an organization with information, rendering it incapable of reaching timely decisions, generating animosity, or creating other unproductive outcomes. This paper examines constructive conflict management, which gives employees voice and encourages authentic participation in decision-making. We hypothesize that such an approach is positively related to employee job satisfaction and organizational performance. However, given the potential for “too much of a good thing” when it encouraging conflict, we also test for a curvilinear relationships between conflict management and organizational outcomes. “To work in an organization is to be in conflict. To take advantage of joint work requires conflict management” (Tjosvold, 2008, p. 19).

Competence or Communication: From Hr Professionals to Employee Performance via Employee Satisfaction

“…Employee satisfaction is not only a result of positive assessments of employee work experience, but also an effect of HR practices such as performance appraisal processes, wage structures, training and career development, and work-life balance (Shmailan, 2016;Aldakhil, Wu, Rezaei, & Cobanoglu, 2017). Furthermore, Chi and Gursoy (2009) and Coggburn and Bradbury (2014) examine the connection between employee satisfaction and customer satisfaction directly on the company's financial performance. Their study found that there was no significant direct effect on employee satisfaction with company financial performance.…”

The Culture of Conflict Resolution and its Influence on Employee Retention

“…We follow the view that conflict has productive as well as destructive potential (Assael, 1969;Jehn, 1997;de Dreu and van de Vliert, 1997;Pelled, Eisenhardt, andXin, 1999, Rahim, 2002;Coggburn, J., Battaglio, R. and Bradbury, M., 2017).…”

Exploring the Relationship between U.S. Jamaican Immigrants’ Cultural Beliefs and Conflict Management Styles as These Correlations are Related to Their Perceived Job Satisfaction and Job Performance

“…Second, while five of the nine studies came from China, there was only one that was completed in the United States (Coggburn et al, 2014). It is recommended that more studies be performed in the U.S and across different cultural groups in the U.S. More cross-cultural studies, which investigate the relationship between conflict management styles, job satisfaction, and job performance is needed.…”

“…The existence of a conflict between employees is associated with lower levels of job satisfaction (Bisseling & Sobral, 2011). Coggburn et al (2014) found that employees who had been involved in a serious conflict in the workplace had lower job satisfaction and performed lower than those who had not been involved in a serious conflict. found that when employees had lower levels of job satisfaction, they also had lower levels of job performance.…”

“…There was only one study of the nine selected that was done in the United States (Coggburn, Battaglio, & Bradbury, 2014). One of the challenges identified across the studies was that most of the instruments that researchers had to use were written in…”