Treating top management team conflicts through employee voice for reducing intentions to quit: moderating role of union instrumentality

Abstract

Purpose This study aims to explain the relationship of employee voice and turnover intention with the mediating role of top management team (TMT) conflicts. Moreover, this study also aims to find the moderating influence of union instrumentality among employee voice and TMT conflicts. Design/methodology/approach The study was conducted by using a quantitative approach and data was collected from 300 employees of the manufacturing sector of Pakistan through questionnaires. Data were analyzed by applying different statistical tools and tests through SPSS-21 and AMOS. Findings Results demonstrate that employee voice has a significant negative impact on employee turnover intention; TMT conflicts significantly mediate employee voice and intention to quit. However, union instrumentality is only initiated to moderate the relationship between employee voice and cognitive conflict. Research limitations/implications This research focuses on the manufacturing sector and data have been collected from manufacturing firms situated in Gujranwala, Pakistan only. Moreover, the sample size of the study is also small. Therefore, the current study is an addition to the knowledge and understanding of the studied variables. Practical implications This study is of great use for managerial level employees because the adequate implication of employee voice can reduce turnover intention. Originality/value This study aims to add value to the existing exit-voice theory and discuss the internal organizational factors that generate quitting intentions. Moreover, it provides insights about union instrumentality and its significant role as a moderator and the significant mediating role between employee voice and intention to quit paving new ways for future researchers.

Conflict Management Strategies and Organisational Performance: A Study of Federal Roads Maintenance Agency in Abuja, Nigeria

“…Effective conflict management involves understanding the causes of the conflict, recognizing the emotions and needs of all parties involved, and selecting the appropriate conflict management style to address the situation (Chaudhry & Arora 2023). According to Chaudhry et al (2022), conflict refers to a disagreement or struggle between two or more individuals or groups who have incompatible goals, interests, values, or beliefs. Conflict management is not merely a matter of mitigating disruptions but harnessing the potential inherent in conflict to foster innovation, enhance teamwork, and ultimately drive an organization towards its goals (Shabani, Behluli, & Qerimi, 2022).…”

Does Organizational Support Influence The Nexus Between Role Conflict And The Intentions To Stay On The Job? A Study Among Public Sectors Employees

“…Ghani et al (2022) also indicated that the intention to remain on the job depends on the support employees receive from the organization, how challenging the job is, and the tendency of the job to lead to personal growth. This means that employers should provide the needed resources and ensure an appropriate organizational climate to warrant persistent self-development (Chaudhry et al, 2022). The desire to also continue to stay on the job highly depends on interesting and flexible job responsibilities and not on the monetary aspects alone (Al-Suraihi et al, 2021;Poku et al, 2022).…”

“…This has contributed to low effectiveness in the public sectors because, the decision to stay in the organization among competent employees contributes extremely to the stability of the total workforce which leads to higher productivity. However, the decision to stay is possible and realistic when there are clear unambiguous job demands placed on the employees (Ahmad et al, 2021;Amankwaa & Anku-Tsede, 2015;Chaudhry et al, 2022). For that reason, employees in the public sector are more likely to remain with their organizations when there are compatibilities in their assigned roles (Awan, et al, 2021).…”

“…Many studies have found a significant relationship between role conflict and the intention to quit the job (Aboobaker et al, 2017;Chaudhry et al, 2022;Deri et al, 2021;Tetteh et al, 2019). Despite many studies linking role conflict to the intention to stay on the job, most have concentrated on role conflict as a unitary construct, especially among the public organizations in Ghana.…”