Conflict in Workplace Impact on Organization Literature Review

Abstract

Inevitable conflicts in the workplace have dual effects on organizations. How to manage conflicts and get in play a effective role in the system is of great importance to the success of the organization. Information technology is besides ane of the necessary management skills for managers. In order to enable managers to face up upwardly to conflicts, acquire to manage conflicts in the right mode, and play a constructive role in the organization. This paper studies conflict and conflict management behaviors by means of literature research. Firstly, this newspaper defines the pregnant of disharmonize management and clarifies the specific content of conflict direction. Then it reviews and analyses the research on conflict management by scholars at dwelling and abroad. Finally, it points out the shortcomings of electric current inquiry on conflict management, and briefly looks forward to the future evolution of disharmonize management research.

Share and Cite:

Yi, Y. (2019) Analysis on the Electric current Situation of Conflict Direction and Future Prospects. Open Journal of Business and Management, 7, 1053-1062. doi: 10.4236/ojbm.2019.72071.

one. Preface

Co-ordinate to a survey by American historian Slater, managers manage conflicts nigh 20% of their working time, and conflicts are inevitable in their work. People have unlike opinions near the conflict, which can exist roughly divided into three stages. In the first phase, people think that disharmonize is harmful, synonymous with irrationality and destruction, and should be avoided in the organization. In the second phase, people realize that disharmonize is inevitable and we should accept and rationalize it. In the tertiary stage, information technology is further recognized that conflicts can be effective and that teams or organizations need to maintain a certain level of conflict. Throughout the researchers' researchs on the impact of conflict, scholars accept too launched a series of studies. Ma Hongyu (2011) [1] pointed out that the human relationship between organizational conflict and organizational operation is inverted U-shaped. Zhou Mingjian (2014) [2] research shows that squad task conflict has a positive touch on on team inventiveness, and relationship conflict has a negative impact on team creativity. Squad effectiveness plays a mediating role in it. Hu Due north et al. (2017) [3] argued that inter-organizational relationship conflicts were negatively correlated with organizational innovation performance. The human relationship between task conflict and innovation performance is U-shaped. Hjerto K B and Kuvaas B (2017) [iv] show that cognitive task disharmonize is negatively correlated with team operation, and emotional disharmonize is negatively correlated with team job satisfaction. Emotional task conflict is positively correlated with team performance. From the above research point of view, it tin be said that conflicts in organizations are a double-edged sword. We cannot blindly think that they are harmful to avoid and ignore. What nosotros need is to adopt the correct fashion to manage and guide conflicts and make them play a effective function. How to play the effective office of disharmonize in organizations depends on how to manage disharmonize. This paper reviews the research on conflict management at home and abroad in terms of the significant, influencing factors and results of conflict management, and points out the shortcomings of current research and prospects for hereafter inquiry.

ii. The Conceptual Connotation of Conflict Management

Research on the sectionalization of disharmonize management methods is mostly based on the management filigree theory of Blake and other dual concerns (caring for people and relationship production). Blake and Mouton (1968) [5] designed another conflict grid model based on the original "direction grid" model and divided the conflict direction into five types. (1, 1) Abstention. Managers regard the possibility of avoiding conflicts as an effective style to relieve sudden emergencies, (1, 9) Moderation. It considers that differences between the two parties to a disharmonize tin coexist peacefully by easing tension or maintaining superficial harmony, simply in fact, the root causes of the conflict remain unresolved. (9, 1) Press. About people would call back that disharmonize tin forcefulness both sides of the conflict to obey through power. (five, 5) Compliance. In this way, both sides of the conflict need to make submission or negotiation. Equally a effect, no i wins or loses. It is a more practical way to solve the disharmonize. (9, ix) Face. In this way that the conflict problem tin can be solved by facing actively. It is a more active way of disharmonize direction, which can thoroughly resolve conflicts. Thomas and Kilmann (1974) [half dozen] based on the "management grid" theory and describe the disharmonize management behaviors in organizations and teams with v disharmonize management modes: Competition, cooperation, abstention, accommodation, compromise, from the two dimensions of caring for themselves and others. Rahim (1983) [vii] divided disharmonize management into five types: cooperation, Obliging, competition, avoidance and compromise from the perspective of caring for himself and others. Later this method has been widely used. Tjosvold et al. (2003 [8] classified disharmonize management behaviors into three categories: integration, competition and avoidance. Chen Jing et al. (2006) [9] proposed conflict management in Chinese context. They classified Chinese interpersonal disharmonize management into 3 categories: coordination, concession and confrontation. Aw Five K J and Ayoko O B (2017) [ten] believed that problem solving, facing up to and informal behaviors tin can better and practically divide conflict management behavior in organizations. Among them, problem solving includes the way of cooperation and compromise divided by predecessors, the way of dealing with conflicts which is equivalent to competition, and the manner of avoiding and obeying is informal behavior. The details are as follows (Table one).

iii. The Factors Affecting Conflict Direction

This article will answer the following factors for the impact of conflict management, why should we manage conflicts? When is information technology managed? And how to manage conflicts in the workplace? Research on the influencing factors of disharmonize direction mainly focuses on the individual level and organizational level.

three.ane. Individual Level

The demographic characteristics of different individuals and individual psychological characteristics such as gender, role preference, stress, and emotional intelligence volition affect the fashion individuals adopt dissimilar conflict management methods. Zhang Southward J et al. (2015) [11] found that Chinese intelligence companies have a significant positive correlation between emotional intelligence and conflict direction methods of cooperation, compromise and competition. And the conflict management method of cooperation is significantly positively related to the innovation performance of enterprises. Yeung D Y et al. (2015) [12] had shown that the role and historic period of conflict participants in an arrangement has an important impact on how conflicts are managed. Older employees are more than inclined to adopt conflict avoidance management methods when managing conflicts with superiors than younger employees. When managing conflicts with lower levels, younger employees use less conflict management methods. They also establish that that the negative correlation betwixt avoid conflict management method and interpersonal relationships is only found amidst immature employees,

Table 1. Segmentation of conflict management methods.

but not amongst older employees. Yang MY (2015) [13] studied the relation between beliefs of Trait Emotion, Instantaneous Emotion and disharmonize framework, conflict management. The results of the report found that positive emotional traits and positive momentary emotions are related to the framework of compromise. The compromise framework will prefer cooperation management method. Some other import gene is Leadership. Managers' different leadership styles will impact how they perceive conflicts and how they cull to solve them. Saeed T et al. (2015) [14] show that leaders who demonstrate a transformational style are more than inclined to adopt integrated and avert conflict management methods at work. Managers who bear witness more trading styles have chosen compromise direction method. Managers who are considered to have a laissez-faire leadership style adopt a style of avoidance to manage conflicts with subordinates. Jit R et al. (2016) [15] show that in the workplace, service leaders tend to be persuasive, patient, small and choose employee-axial approach to resolve conflict, regardless of whether they play the role of a 3rd-party mediator/arbitrator or directly face conflicts with subordinates. This kind of conflict management method can bring a off-white and tolerant organizational atmosphere to the arrangement and facilitate the formation of organizational citizenship beliefs.

3.2. Organizational Factors

The factors affecting conflict management at the organizational level mainly focus on three aspects: organizational level, organizational civilization, and organizational fairness.

There are bully differences in conflict management among employees of dissimilar levels or working years in organizations. Blake and Mouton (1968) [five] studied the conflict management styles of eight different levels in the organization, from the bottom up to the grassroots supervisor and chairman of the board of directors. The results show that managers with higher levels are more inclined to prefer conflict direction methods of competition and cooperation, and employees at lower levels are more inclined to adopt conflict management methods of compliance, compromise and avoidance. Further inquiry by Thomas Yard Westward et al. (2008) [6] at the organizational level shows that as organizational levels increase, conflict management for dictatorial (contest and cooperation) increases, and conflict management for moderation (avoidance and relocation) decreases. The compromised conflict direction model has a curvilinear relationship with the organizational hierarchy, and conflict management at the highest and lowest organizational levels is reduced. Cultural background, cultural environment, cultural system, values and then on are all important antecedents that influence the style conflicts are managed. The study by Komarraju et al. (2008) [sixteen] examines the role of horizontal and vertical individualism and collectivism in the choice of conflict management models. Studies take shown that an individualistic-oriented civilization emphasizes the need to meet individual needs. Individuals under the influence of this culture are more inclined to adopt mandatory or dominant conflict direction methods than donating or evasive conflict direction methods. Collectivist culture-oriented individuals are more than likely to cull integrated disharmonize management method for the collective interests to sacrifice individual interests. And the written report further pointed out that horizontal collectivism is more likely to prefer altruistic methods, while vertical collectivists adopt to avoid conflict management methods. Bélanger J J et al. (2015) [17] studied the human relationship between supervisors and subordinates' choice of conflict management methods for subordinates. Studies take shown that when supervisors take more than stringent rights to employees who demand high-closed cognition, Employees are more inclined to prefer constructive (solving problem) conflict management methods. When the supervisor takes a more moderate right to the employees who need lower airtight cognition, Employees are more inclined to adopt a constructive arroyo to conflict management. Yang Grand Y (2015) [13] found that the squad's positive trait emotions and positive short-term emotions are positively related to cooperative disharmonize management. Tatum and Eberlin (2008) [18] examine the human relationship between organizational justice and conflict management. The empirical results show that managers who are sensitive to organizational justice problems are more likely to adopt cooperative conflict management methods in the face up of conflicts with employees. Managers who are insensitive to the upshot of organizational justice tend to seek competitive or dominant conflict resolution strategies in a potentially high conflict state of affairs.

In summary, the existing research on the factors affecting conflict management mainly focuses on the research perspectives of organizational factors, leadership factors and private factors. Amongst them, Organizational factors and leadership factors summarize the causes of conflict management from people's perception of the surrounding environment. Individual factors testify that conflict direction needs to beginning with the differences of psychological processes among individuals can interact and influence each other.

4. The Written report of the Issue Variables of Conflict Management Methods

In that location are relatively few research results on the outcome variables of conflict direction methods. This paper mainly elaborates from the organizational level and individual level

iv.1. Individual Level

The impact of unlike disharmonize direction methods on the private level of employees is mainly focused on the specific organizational behavior and psychological country of the employees. Yang I et al. (2017) [xix] take the leadership of Chinese organizations as the research object. The research shows that at that place is a positive correlation between the conflict management methods of leadership avoidance in the system and the subordinate'south sense of fairness, trust and happiness. Such a outcome is closely related to the altitude between rights in China'due south collectivist culture and organizations. Yu Jingjing et al. (2015) [twenty] used the employees of Shandong enterprises as the survey object. The research results prove that the conflict management method of competition and cooperation has a significant positive touch on the beliefs of employees, and psychological security plays a office of intermediary part between cooperative conflict management and voice behavior. Afterwards, they using the questionnaire survey method, 430 employees from more than than 30 enterprises in Henan, Shandong, Jiangsu, Shanghai and other provinces were used every bit research objects, and the hierarchical regression method was used for data analysis. The report establish that cooperative, competitive and avoiding disharmonize management methods take a significant positive impact on employee innovation beliefs. Squad learning plays a moderating role. Le Yun et al. (2014) [21] studied the human relationship between the 3 different conflict management methods of the project manager'due south decision, prudence, and avoidance, and the employee's turnover behavior. The results show that adopting a decisive and prudent conflict management method will significantly enhance the quality of LMX, while the avoidance method will lead to the low quality of LMX and thus heighten the employee turnover intention. LMX partially mediates between conflict patterns and turnover intention and the experience of working together will strengthen the impact of conflict management method on LMX.

4.two. Organizational Level

At the organizational level: Aw V K J and Ayoko O B (2017) [ten] studies show that when subordinates prefer constructive conflict management methods (cooperation, compromise), they can raise the quality of team members' exchange human relationship and then meliorate the performance of the system. Constructive conflict direction is positively related to transformational leadership Improve the quality of organizational members' exchange relationships and amend organizational performance. Constructive conflict direction methods are positively related to transformational leadership. Le Yun et al. (2014) [21] show that decisive and prudent disharmonize management methods will improve the quality of LMX, while abstention volition reduce the quality of LMX. An empirical study by Zhang S J et al. (2015) [11] shows that cooperative conflict management method is significantly positively correlated with organizational innovation functioning. Chen Xiaohong and Zhao Ke (2010) [22] institute that conflict and conflict management behavior has significant bear upon on squad functioning through empirical research on conflicts, conflict direction behaviors and squad performance of 76 work teams. The competitive conflict management method will increase the relationship conflict, which leads to the decrease of squad performance. The abstention conflict management method is negatively correlated with the relationship conflict.

In summary, we know that conflict is inevitable, and it volition have an impact on the organizations and individuals. Not only will it affect the specific behavior of employees, the psychological state of employees, or even the functioning and innovation of organizations. Mastering the methods of conflicts management is very important in the workplace, especially for managers, which is also a very big claiming.

v. Future Research Prospects

Every bit an important function of the arrangement, conflict management has been paid attention to by psychology and organizational beliefs scholars for decades. The existing literature has fabricated important research progress on the concept of conflict management, the report of ancestor variables and outcome variables. However, with the development of the times, conflict management research withal needs to farther expand its research telescopic. On the basis of further summarizing the shortcomings of previous studies, it is necessary to further strengthen the in-depth study on the following aspects of disharmonize management.

5.i. Strengthening Cross-Cultural Conflict Management Research

Current research on conflict management is either based on Eastern cultural contexts or based on Western cultural contexts, and enquiry on cantankerous-cultural contexts is inadequate. For instance, the relative power distance can influence how employees perceive the leader'southward disharmonize management intervention. The power distance is relatively low in Western countries such as the netherlands, and relatively loftier in Eastern countries such as China. The compulsory disharmonize direction behavior in countries with high ability distance may be more acceptable, while in depression-power distance countries, compulsory conflict management Behaviors are more easily perceived past employees every bit dictatorship disharmonize management.

5.2. Deepening Research on the Touch Mechanism of Conflict Management

Firstly, it is necessary to further explore the mechanism of disharmonize management on outcome variables. Current research focuses on the affect of different conflict management methods on organizational performance, organizational innovation, organizational justice and employee sentiment, and impact on leaders themselves and individual factors of employees. For example, Zhang (2011) [23] verified the mediating consequence of disharmonize management on transformational leadership and squad operation, and pointed out that the relationship between transformational leadership and potential of disharmonize management could exist further studied in the futurity. Secondly, future research can consider revealing the influencing factors and results of conflict management from unlike theoretical perspectives. Secondly, future research can consider revealing the influencing factors and results of conflict management from different theoretical perspectives. In the future, we can farther expand other theoretical perspectives for multi-angle research, such as the use of social learning theory to reveal the touch on machinery of disharmonize management. Considering conflict management tin can create a better organizational and social environment for employees to learn, information technology is conducive to the comeback of individual capabilities and career development.

5.3. Exploring the Conflict Direction of Employment Relationship

At nowadays, the inquiry on conflict management is more often than not limited to the conflict management between teams and the conflict management between leaders and subordinates, which has not contributed enough to the conflict management between employees and organizations.

At present, Mainland china's social structure has undergone profound changes, and industrial relations accept go one of the basic relations of Chinese society. Chang kai (2005) [24] believes that China has begun to enter a flow of frequent labor conflicts and conflicts. Labor conflicts and labor conflicts have exerted far-reaching influence on China's economy and social club, increasing economic costs and causing losses to enterprises. Labor-capital letter disharmonize and labor-capital conflict take become important factors affecting social harmony and stability. Now, whether the direction of labor conflicts and collective deportment in Prc is proper or not has considerable political influence. Therefore, information technology is of theoretical and practical significance to study the conflict management mode of employment relationship.

Conflicts of Involvement

The authors declare no conflicts of interest.

References

[one]	Ma, H. (2011) A Disharmonize Direction Strategy Based on the Inverted "U" Relationship between Conflict and Organizational Operation. Human Resource Evolution in China, 3, 15-19.
[2]	Zhou, M.J., Pan, H.B. and Ren, J.F. (2014) Team Conflict and Squad Inventiveness: The Mediating Role of Team Potency. Management Review, 26, 120-130.
[three]	Hu, N., Chen, Z., Gu, J.B., Huang, Southward.50. and Liu, H.F. (2017) Conflict and Creativity in Inter-Organizational Teams: The Moderating Role of Shared Leadership. International Journal of Conflict Management, 28, 74-102.
[four]	Hjerto, Yard.B. and Kuvaas, B. (2017) Burning Hearts in Conflict: New Perspectives on the Intragroup Disharmonize and Team Effectiveness Human relationship. International Journal of Conflict Management, 28, 50-73. https://doi.org/10.1108/ijcma-02-2016-0009
[5]	Blake, R.R. and Mouton, J.S. (1968) The Managerial Filigree: Central Orientations for Achieving Product Through People. Gulf Publishing Company, Houston.
[6]	Thomas, G.Due west., Thomas, G.F. and Schaubhut, North. (2008) Conflict Styles of Men and Women at Six Organization Levels. International Periodical of Disharmonize Direction, xix, 148-166. https://doi.org/x.1108/10444060810856085
[7]	Rahim, G.A. (1983) A Measure of Styles of Handling Interpersonal Conflict. Academy of Management Periodical, 26, 368-376.
[8]	Tjosvold, D., Hui, C. and Yu, Z. (2003) Conflict Management and Task Reflexivity For Team In-Role and Extra-Role Performance in China. International Periodical of Conflict Management, 14, 141-163. https://doi.org/x.1108/eb022895
[9]	Chen, J., Chen, 50. and Zhang, J. (2006) A Scale Study of Work Conflict Handling Styles betwixt Supervisors and Subordinates. Psychological Science, 29, 926-928.
[ten]	Aw, V.K.J. and Ayoko, O.B. (2017) The Touch on of Followers' Conflict Behaviors on Teams' Transformational Leadership, Team Member Exchange and Engagement. International Periodical of Conflict Direction, 28, 509-532. https://doi.org/10.1108/ijcma-04-2016-0020
[11]	Zhang, S.J., Chen, Y.Q. and Hui, S. (2015) Emotional Intelligence, Conflict Management Styles, and Innovation Performance: An Empirical Study of Chinese Employees. International Journal of Conflict Management, 26, 450-478. https://doi.org/ten.1108/ijcma-06-2014-0039
[12]	Yeung, D.Y., Fung, H.H. and Chan, D. (2015) Managing Conflict at Work: Comparison between Younger and Older Managerial Employees. International Journal of Disharmonize Management, 26, 342-364. https://doi.org/10.1108/ijcma-06-2014-0044
[13]	Yang, M.Y., Cheng, F.C. and Chuang, A. (2015) The Role of Affects in Conflict Frames and Conflict Management. International Journal of Conflict Management, 26, 427-449. https://doi.org/x.1108/ijcma-09-2013-0077
[14]	Saeed, T., Almas, S., Anis-ul-Haq, K. and Niazi, One thousand.Southward.K. (2014) Leadership Styles: Relationship with Conflict Management Styles. International Journal of Conflict Management, 25, 214-225. https://doi.org/10.1108/ijcma-12-2012-0091
[15]	Jit, R., Sharma, C.South. and Kawatra, M. (2016) Servant Leadership and Conflict Resolution: A Qualitative Report. International Journal of Conflict Management, 27, 591-612. https://doi.org/10.1108/ijcma-12-2015-0086
[16]	Komarraju, M., Dollinger, South.J. and Lovell, J.Fifty. (2008) Individualism-Collectivism in Horizontal and Vertical Directions as Predictors of Conflict Direction Styles. International Periodical of Conflict Management, 19, 20-35. https://doi.org/x.1108/10444060810849164
[17]	Bélanger, J.J., et al. (2015) Handling Conflict at Work: The Role of Fit between Subordinates' Need for Closure and Supervisors' Power Tactics. International Journal of Conflict Management, 26, 25-43. https://doi.org/10.1108/ijcma-09-2013-0083
[18]	Tatum, B.C. and Eberlin, R.J. (2008) The Relationship between Organizational Justice and Disharmonize Style. Concern Strategy, 9, 297-305. https://doi.org/10.1108/17515630810923603
[19]	Yang, I. and Li, Yard. (2017) Can Absent Leadership Be Positive in Team Conflicts? : An Test of Leaders' Avoidance Behavior in China. International Journal of Conflict Management, 28, 146-165. https://doi.org/10.1108/ijcma-12-2015-0083
[20]	Yu, J.J., Jiang, South.F. and Zhao, S.M. (2015) A Study on the Relationship Between Disharmonize Direction and Employee Vocalization Behavior—From the Perspective of Psychological Security and Power Distance. East Mainland china Economic Management, 29, 168-174.
[21]	Le, Y., Bai, J. and Wang, S.W. (2014) The Role of Projection Director Disharmonize Management Model on Subordinates' Turnover Tendency. Journal of Tongji University (Natural Science Edition), 42, 1776-1782.
[22]	Chen, Ten.H. and Zhao, K. (2010) An Empirical Study on the Relationship between Squad Conflict, Conflict Management and Performance. Nankai Management Review, 13, 31-35.
[23]	Zhang, X., Cao, Q. and Tjosvold, D. (2011) Linking Transformational Leadership and Team Performance: A Disharmonize Management Arroyo. Journal of Direction Studies, 48, 1586-1611. https://doi.org/10.1111/j.1467-6486.2010.00974.x
[24]	(2005) Changkai: Some Thoughts on the Legislation of the Correct to Strike, Xuehai, No. 4.

watkinswoper1958.blogspot.com

Source: https://www.scirp.org/journal/paperinformation.aspx?paperid=92103

Share this post