Linkages between group level task conflict and individual level outcomes in non-routine technical jobs

Abstract

Purpose This study aims to build on the existing research regarding workplace conflict by arguing that task conflict (TC) leads to resource gains for individuals with non-routine technical jobs, which increases individuals’ work engagement (WE) and leads to positive individual-level outcomes. Specifically, this study uses a resource investment/acquisition approach with the aim of offering insight into the consequences of group-level TC on individual-level outcomes, including task performance (TP), contextual performance and turnover intention. Design/methodology/approach Multi-rater data was collected from 508 telecom engineers and 35 supervisors working in Pakistan’s telecom sector. The engineers were divided into 31 teams and the data were analysed using confirmatory factor analyses and structural equation modelling to test the interrelationships among study constructs. Findings As expected, TC was positively correlated with both TP and contextual performance, while it was negatively correlated with turnover intention; these relationships were mediated by WE. The results reveal that TC in technical jobs leads to resource gains and, through WE, facilitates task and contextual performances at the individual level. Similarly, TC mitigates individual-level turnover intention through the mediation of WE. Originality/value The current study contributes to the literature on the conflict by delineating a resource investment/acquisition process within the conservation of resources theory, whereby TC (an exchange and acquisition of cognitive resources) leads to resource investment (in the form of WE), which, in turn, leads to positive individual-level outcomes.

Interpersonal conflict and counterproductive work behavior: the moderating roles of emotional intelligence and gender

“…Pakistan was selected as the empirical context because in Pakistan interpersonal conflict indicates a great threat to organization’s performance (Shaukat et al , 2017). More specifically, Pakistan’s media, information technology (IT) and telecom sectors have grown rapidly, suggesting a need for careful consideration of intra-organizational issues, such as interpersonal conflicts (Yousaf et al , 2020). Moreover, the high demand for services of interrelated sectors of media, IT, and telecom led to intensified competition putting pressure on those who work in these sectors to perform well.…”

“…Moreover, the high demand for services of interrelated sectors of media, IT, and telecom led to intensified competition putting pressure on those who work in these sectors to perform well. In turn, these employees generally face a heavy workload and came across different types of work-related conflict (Yousaf et al , 2020). Furthermore, gender and emotions are particularly important in a developing country like Pakistan, which is predominately a male-oriented society where issues of traditional negative gender-role stereotyping for women, sexual discrimination, domestic violence, fundamentalism and intimidation against women, lower literacy and employment rates for women are still prevalent (see UN report: The World’s Women, 2010).…”

The buffering role of emotional intelligence in conflict transformation

“…Accordingly, in the light of AET, it is argued that task and process conflicts, are work events (Yang and Mossholder, 2004) that foster negative emotions among employees facing task or/and process conflicts, which, in turn, will increase relationship conflict. Conflicts arise when two or more social entities interact to achieve their objectives (Rahim, 2011), which gives rise to competitive orientation and creates negative feelings (Zhang et al , 2019). If an individual’s suggestion is continuously shut down during task and process conflicts, they may consider it a personal rejection, which can foster negative emotions (de Wit et al , 2013).…”

“…If an individual’s suggestion is continuously shut down during task and process conflicts, they may consider it a personal rejection, which can foster negative emotions (de Wit et al , 2013). Therefore, task and process conflicts can enhance employees’ negative emotions (Zhang et al , 2019). Moreover, during task conflict, while defending one’s own point of view and disagreeing with the others’ point of views, nonverbal elements such as tone of voice, facial expression and gestures stimulate the emotional response of others (Yang and Mossholder, 2004) and foster negative emotions.…”

Taking a conflict perspective to explain an employee’s creativity

“…As we aim to explain individual creativity, we depart from team-level definitions of task conflict (Jehn, 1997) and define task conflict at the individual level as task-related disagreements that an employee has with her or his teammates (Korsgaard et al , 2008; Li et al , 2019). While task conflict has been conceptualized as a team-level construct (Jehn, 1997; Yousaf et al , 2020), more recent research has shown that team members often have a different amount, frequency and perception of task conflict with teammates (De Clercq and Pereira, 2020; De Clercq et al , 2017; Jehn et al , 2010; Li et al , 2019). It is, therefore, important and appropriate to analyze task conflict at the individual level and its effects on individual creativity.…”