Drishtikon: A Management Journal

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Exploring the Predictive Power of Demographic Factorson Conflict Management Styles of Individuals : A Study of Moserbaer Photovoltaic Ltd


     

   Subscribe/Renew Journal


History of conflict is deeply ischolar_mained in the very existence of human beings on this planet. This phenomenon can be observed and felt in every aspect of our life be it personal, professional, political, international (state and country conflicts) conflicts for border and power or environmental. Workplace conflict is one of the key issues to be addressed and managed so as to get the desired results. To get the functional outcome and resolve the dysfunctional conflicts is the key to employee performance and organizational effectiveness. Therefore organizations are turning their focus from conflict resolution to conflict management so as to harness the positive effects of conflict. The purpose of the study was to explore the extent to which various selected demographic variables play a predictive role for the conflict management strategies of employees in Moserbaer Photovoltaic Ltd. A demographic instrument was developed to measure the independent demographic variables viz. age, gender, work experience, family type and marital status. Rahim Organizational Conflict Inventory – II (ROCI-II) (Rahim, 1983), a 28 item measure of conflict handling styles was used to measure the dependent variable viz. conflict handling styles of the employees. The study was conducted in Moserbaer Photovoltaic Limited, Greater Noida. The sample was drawn from managerial positions of the organization using convenient sampling design. The sample size constituted 25 employees from managerial positions of the organization with a diverse demographic profile. The sample however could have only three females out of the total 25 due to less number of female workers being employed in the departments targeted. Most of the respondents were from purchase, production planning and control or broadly from the supply chain function of the organization. The data analysis was done by using frequency distribution and one way ANOVA. The findings of the study indicate that gender do predict the compromising and dominating conflict handling styles. Also marital status would predict if the employee will use avoiding conflict handling style. Obliging and integrating styles are not associated with any of the demographic variables selected.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Baillien, Elfi, Notelaers, Guy, De Witte, Hans Matthiesen, Stig Berge(2011). The relationship between the work unit’s conflict management styles and bullying at work: Moderation by conflict frequency. Economic & Industrial Democracy; Aug2011, Vol. 32 Issue 3, p401-419, 19p

  • Balay, R. (2007). Predicting Conflict Management Based on Organizational Commitment and Selected Demographic Variables.

  • Asia Pacific Education Review , 8 (2), 321-336.

  • Blake, R., Mouton, J. S. (1962). The influence of competitively vested interests of judgments. The Journal of Conflict Resolution, 6, 149-153.

  • Blake, R.R. and Mouton, J.S. (1964), The Managerial Grid, Gulf, Houston, TX.

  • Francisco J. Medina, L. M. (2005). Types of intragroup conflict and affective reactions. Journal of Managerial Psychology , 20 (3/4), 219-230.

  • Goldman, A. (1994). A Briefing on Cultural and Communicative Sources of Western-Japanese Interorganizational Conflict. Journal of Managerial Psychology , 9 (1), 7-12.

  • H. Park, D. Antonioni (2007), “Personality, reciprocity, and strength of conflict resolution strategy”, Journal of Research in Personality 41 (2007) 110–125.

  • Henry, O. (2009). Organizational Conflict and its effects on organizational performance. Research Journal of Business management , 2 (1), 16-24.

  • Jehn A Karen, Bendersky Corinne, “Intragroup Conflict In Organizations: A Contingency Perspective On The Conflict-Outcome Relationship, Research in organizational behavior, vol. 25, 194-249.

  • Jehn, K. A. (1995). A multimethod examination of benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2). 256-282.

  • Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238-251.

  • Jehn, K. A., Greer Lindred, Levine Sheen, Szulanski, Gabriel. The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes, Group Decis Negot (2008) 17:465–495.

  • Khan M A, Hasan Afzal, Rehman, “Impact of Task Conflict on Employee’s Performance of Financial Institutions” European Journal of Scientific Research, ISSN 1450-216X Vol.27 No.4 (2009), pp.479-487.

  • M. Afzalur Rahim, C. P. (2002). A Model Of Emotional Intelligence And Conflict Management Strategies: A Study In Seven Countries. The International Journal of Organizational Analysis , 10 (4), 302-326.

  • Mazaheri, Ebrahim Basil, Debra Z. Yanamandram, Venkata Daroczi, Zoltan(2011). The impact of pre-existing attitude and conflict management style on customer satisfaction with service recovery. Journal of Retailing & Consumer Services; May2011, Vol. 18 Issue 3, p235-245, 11p

  • Michael A. Esquivel, B. H. (1996). The importance of conflict in work tem effectiveness. Empowerment in Organizations , 4 (4), 10-15.

  • Newstrom, John & Davis, Keith (1993). Or g a n i z a t i o n B e h a v i o r : Human Behavior at Work. New York: McGraw-Hill. (p. 293).

  • O M Hotepo, A S S Asokere, I A Abdul-Azeez1, S S A Ajemunigbohun (2010). Empirical Study of the Effect of Conflict on Organizational Performance in Nigeria. Business and Economics Journal, Volume 2010: BEJ-15, E-ISSN: 21516219

  • Pondy, L. (1967). Organizational conflict: Concepts and models. Administrative Science Quarterly, 12, 296–320.

  • Pondy, L. R. (1966). A Systems Theory of Organizational Conflict. The Academy of Management Journal , 9 (3), 246-256.

  • Rahim MA, Magner (1995) Confirmatory factor analysis of the styles of handling interpersonal conflict: First-order factor model and its invariance across groups. J Appl Psychol 80:122–132.

  • Rahim, A.M.(1983d).Rahim organizational conflict inventories: Professional manual. Palo Alto, CA: Consulting Psychology Press.

  • Rahim, M.A. (1986). Managing conflict in organizations. New York Prageger.

  • Rahim, M.A. (2002). Toward a theory of managing organizational conflict. The International Journal of Conflict Management, 13(3), 206-235.

  • Rahim, M.A., “Ethics of Managing Interpersonal Conflict in Organizations” Journal of Business Ethics 11: 423—432, 1992.

  • Richard E. Walton, J. M. (1969). The Management of Interdepartmental Conflict: A Model and Review. Administrative Science Quarterly , 14 (1), 73-84.

  • Sabna Mukhtar, M. N. Habib (2010). Private Sector Managers Approach to Conflict Management: A Study of Relationships between Conflict Management Styles and Personality Type. Interdisciplinary journal of contemporary research in business, Vol 2, No 1

  • Salami, S. O. (2009). Conflict Resolution Strategies and Organisational Citizenship. Europe’s Journal of Psychology , 2, 41-63.

  • Thomas, K. (1974), “Conflict and conflict management”, in Dunnette, M.D. (Ed.), Handbook of Industrial and Organizational Psychology, Rand McNally, Chicago, IL, pp. 889-935.


Abstract Views: 442

PDF Views: 2




  • Exploring the Predictive Power of Demographic Factorson Conflict Management Styles of Individuals : A Study of Moserbaer Photovoltaic Ltd

Abstract Views: 442  |  PDF Views: 2

Authors

Divya Goel
, India

Abstract


History of conflict is deeply ischolar_mained in the very existence of human beings on this planet. This phenomenon can be observed and felt in every aspect of our life be it personal, professional, political, international (state and country conflicts) conflicts for border and power or environmental. Workplace conflict is one of the key issues to be addressed and managed so as to get the desired results. To get the functional outcome and resolve the dysfunctional conflicts is the key to employee performance and organizational effectiveness. Therefore organizations are turning their focus from conflict resolution to conflict management so as to harness the positive effects of conflict. The purpose of the study was to explore the extent to which various selected demographic variables play a predictive role for the conflict management strategies of employees in Moserbaer Photovoltaic Ltd. A demographic instrument was developed to measure the independent demographic variables viz. age, gender, work experience, family type and marital status. Rahim Organizational Conflict Inventory – II (ROCI-II) (Rahim, 1983), a 28 item measure of conflict handling styles was used to measure the dependent variable viz. conflict handling styles of the employees. The study was conducted in Moserbaer Photovoltaic Limited, Greater Noida. The sample was drawn from managerial positions of the organization using convenient sampling design. The sample size constituted 25 employees from managerial positions of the organization with a diverse demographic profile. The sample however could have only three females out of the total 25 due to less number of female workers being employed in the departments targeted. Most of the respondents were from purchase, production planning and control or broadly from the supply chain function of the organization. The data analysis was done by using frequency distribution and one way ANOVA. The findings of the study indicate that gender do predict the compromising and dominating conflict handling styles. Also marital status would predict if the employee will use avoiding conflict handling style. Obliging and integrating styles are not associated with any of the demographic variables selected.

References