Abstract
The present study examined causes and effects of interpersonal
conflict handling styles (ICHS) in perspective of co-workers
representing the collectivist cultural dimension. For testing the
proposed model, collected data of 402 employees of service sector
organizations were surveyed. Jehn’s (1995) scales for measuring
task and relationship conflicts (causes were used). Constructs of
trust, continuance, and normative commitments (effects) were
measured by using Ayoko and Pekerti’s (2008) and Meyer and
Allen’s (1997) scales, respectively. Interpersonal Conflict
Handling Styles (ICHS) including integrating, obliging,
dominating, avoiding, and compromising were measured by using
paragraphs revealing scenarios (Zigarovich, 2007). Structural
equation modeling technique was used for data analysis. The
results revealed that task and relationship conflicts were
correspondingly elevating integrating and avoiding behaviors at
the most. Among ICHS, avoiding, dominating, and integrating
styles were found to be the most influential ones for increasing
levels of normative commitment, continuance commitment, and
trust, respectively. For managers, the findings of the present study
can be helpful in imparting training to the employees so that
conflicts between co-workers could be converted into positive
outcomes; and also for devising and implementing policies to
develop employees’ organizational commitment and trust, and
interpersonal conflict handling skills. Regarding theoretical
contribution, the study attempted to provide evidence of using
social identity theory as a catalyst to analyze how well individuals choose from ICHS for attaining favorable organizational
outcomes. Limitations and suggestions for future studies have been
discussed.
Muhammad Zahid Iqbal, Afsheen Fatima. (2013) Interpersonal Conflict Handling Styles: A Collectivist Co-workers’ Perspective on its Causes and Effects, Pakistan Journal of Psychological Research, Volume-28, Issue-1.
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