Examining the Mechanisms Linking Work-Related Conflicts and Employee Well-Being: A Mediation Model

Abstract

This study examines the role of negative affect state and relationship conflict in explaining the association between two types of work-related conflicts namely, task and process conflicts; and employee well-being. Drawing from affective events theory and social attribution theory, the study hypothesizes a mediation model in which task and process conflicts are negatively associated with employee well-being through negative affect state and relationship conflict. While examining this model, the study establishes the inter-linkage between task, process conflicts and employee well-being and identifies two pathways to explain these relationships. Based on a sample of 554 IT employees from India, the study found support for the mediation model in which negative affect state and relationship conflict mediates the relationship between two types of conflict and employee well-being. Findings of the present study contribute to the theory by extending our understanding of the effect of task and process conflicts on employee well-being and also explains how it impairs well-being. The current insights will help managers and practitioners to design interventions to mitigate the detrimental effect of task and process conflicts on employee well-being.

Behavioural conflict on employee wellbeing: role of negative affect state and workplace fun

“…The study has also established the mediating role of negative affect state in the relationship between behavioural conflict and employee well-being. These findings support the AET, and previous research findings, which have stated that adverse work events result in negative affect, and such affective experiences mediate the relationship between work events and employee level outcomes (Glasø et al, 2011;Kuriakose et al, 2020;Volmer and Fritsche, 2016). Employees urge a harmonious and positive workplace that helps them achieve personal and organisational goals (Ilies et al, 2011).…”

“…Recent studies have established that conflicts are unavoidable in organisations (e.g. Kuriakose et al, 2020;Todorova et al, 2022). Conflict among employees is a frequent phenomenon (Mihaylova, 2022;Tremmel et al, 2019), occurring at least 50 percent of the workdays (Danielsson et al, 2015).…”

“…Studies conducted in different occupational settings have established that conflicts at the workplace are detrimental for employees and organisations alike (Matta and Fares, 2021;Mishra and Kodwani, 2019;Venz and Nesher Shoshan, 2022). It results in depression, absenteeism, turnover intention, counterproductive work behaviour, knowledge hiding, and impaired performance and well-being (see: Bonaccio et al, 2019;De Clercq et al, 2022;Kuriakose et al, 2019a, b;Kundi and Badar, 2021;Kuriakose et al, 2020;Notelaers et al, 2018;Shaukat et al, 2017;Ye et al, 2019;Zhou et al, 2019). Though research in the domain of workplace conflict has examined the effect of conflict on employee level and organisational level outcomes, a wide range of questions remains unanswered (Kuriakose et al, 2020;Shaukat et al, 2017;Yusuf et al, 2020).…”

“…It results in depression, absenteeism, turnover intention, counterproductive work behaviour, knowledge hiding, and impaired performance and well-being (see: Bonaccio et al, 2019;De Clercq et al, 2022;Kuriakose et al, 2019a, b;Kundi and Badar, 2021;Kuriakose et al, 2020;Notelaers et al, 2018;Shaukat et al, 2017;Ye et al, 2019;Zhou et al, 2019). Though research in the domain of workplace conflict has examined the effect of conflict on employee level and organisational level outcomes, a wide range of questions remains unanswered (Kuriakose et al, 2020;Shaukat et al, 2017;Yusuf et al, 2020). Barki and Hartwick (2004) stated that conflict among employees is a dynamic process with multiple dimensions.…”

“…Further, research about workplace conflict has given more importance to the direct association between conflict and various levels of outcomes and overlooked the different transmitting mechanisms (Kuriakose et al, 2020;Yousaf et al, 2020). Besides, various studies have stated that the effect of conflict on employees differs, indicating the possibility of various levels of moderators influencing the conflict outcomes (Kundi and Badar, 2021;Sonnentag et al, 2013).…”