International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Impact of Workplace Conflict Resolution on Organizational Performance Aish h...aishuprabhayadav90
The document discusses a study on the impact of workplace conflict management on organizational performance in private sector enterprises. 800 employees participated in the study through questionnaires. The study found that conflicts can occur due to competition, leadership styles, or limited resources, and if not managed properly can reduce productivity. However, some conflicts when well-managed can produce positive results. The study aims to identify the causes and types of conflicts, examine conflict management strategies used, and determine the effect of management on organizational performance.
Conflict and Workers’ Morale in Manufacturing Companies in Rivers State, NigeriaAJSSMTJournal
This piece of work theoretically discussed workers’ morale and conflict in manufacturing
companies in Rivers State with specific elaborations on: the meaning of conflict, workers’ morale, causes and
types of conflict, review of extant literature on conflict and workers’ morale, conflict management, impacts
and the relationship betwixt conflict and workers’ morale in manufacturing companies in Rivers State.
Theoretical framework was based on the traditional and contemporary theories of conflict, the basis of
which the study found that, just like death, conflicts are omnipresent and inevitable in life and abounds in
manufacturing companies in Rivers State as virtually every sphere of the organizations gets ravaged by one
form of conflict or the other ranging from: interpersonal/intergroup conflict, intrapersonal/group conflict,
intra-organizational, constructive or functional conflict, dysfunctional or destructive conflicts. It was deduced
that conflicts occur in organizations as a result of: incompatible goals, different values and beliefs, inconsistent
evaluation and reward system, communication problems, struggle for power, authority/control, and
leadership style, scarcity of common resources, organizational demands and self-worth demands. It was also
found that if a conflict is not aptly and promptly managed, it can lead to truncated or reduced workers’ morale
causing decreased productivity, failure to attain set goals, absenteeism, low service delivery, profit reduction,
frustration, anger, fear, distrust or resentment amongst the workers’. Again, the nature of the conflict, though,
determines how best it could be managed and conflict can sometimes yield positive workers’ morale or result
if well managed, meaning that not all conflict situations are negatively inclined. The recommendation is that
efforts should constantly be made to ensure that the causes of conflicts are handled timely as apt detection
and handling of conflicting parties/issues will resolve concerns amicably. Workers should be oriented with the
importance of peaceful coexistence in the workplace as coercion or intimidation will only lead to counter
productivity/low morale. It is suggested that this study be repeated in different organizational setting and in
other states in Nigeria. This findings and recommendations would provide good practical and theoretical
background for conflict management in organizations in future
Chapter 09 conflict,communication,and coordinationPatel Jay
1. The document discusses conflict, communication, and coordination in organizations. It defines conflict as occurring when two or more individuals pursue incompatible goals.
2. Communication is defined as the act of making one's ideas and opinions known to others through words, letters, or messages. The communication process involves a sender encoding a message and a receiver decoding and providing feedback.
3. Coordination is defined as the orderly synchronization of employee efforts to efficiently achieve organizational objectives. Coordination involves developing unity of purpose and harmonizing implementation plans.
IRJET- Understanding the Co-Occurrence of Task Conflict and Relationship Conf...IRJET Journal
This document summarizes a study that examines the moderating role of political skill on the relationship between task conflict and relationship conflict in teams. The study hypothesizes that the association between task conflict and relationship conflict will be weaker for teams with members high in political skill, due to political skill's ability to reduce misattribution and adjust emotional expression. Survey data from 206 team members supports the hypothesis, with results showing the positive relationship between task and relationship conflict is weakened when political skill is higher. The study contributes to understanding how political skill impacts team conflicts.
This document discusses workplace conflict, its sources, and strategies for resolution. It notes that conflict often stems from unmet needs within an organization's systems and culture rather than just between individual parties. A case study shows how a long-term dispute reflected failures to adequately address inappropriate behavior, inconsistently manage complaints, and prioritize staff welfare over reputation. While mediation addressed the dispute, it did not remedy the entrenched, systemic causes. Broadening alternative dispute resolution approaches and directly addressing structural sources of conflict through timely responses, training, leadership, and reinforced values may better prevent and resolve workplace issues.
The document discusses bureaucracy and organizational structure. It defines Weber's model of bureaucracy, outlining its key characteristics like division of labor, authority hierarchies, and impersonal rules. The document also notes both advantages, like efficiency, and disadvantages, like goal displacement and employee alienation. It considers arguments that bureaucracy is becoming obsolete due to changes, but also reasons it remains prevalent, like its ability to control large organizations.
This document summarizes a study examining the relationship between conflict management styles and organizational commitment among bank employees in Penang, Malaysia. The study investigated the styles employees use to handle conflicts, including integrating, compromising, dominating, obliging, and avoiding styles. An inventory was used to measure conflict management styles, identifying the main styles used as integrating, compromising, and dominating. The results showed employees were more committed when using integrating styles, while dominating and avoiding styles lowered organizational commitment. The document provides background on conflict management and organizational commitment in organizations.
Organizational change can face resistance from both individuals and the organization itself. Sources of individual resistance include habits, fear of the unknown, and threats to established power relationships, while organizational resistance stems from structural inertia and threats to expertise or resources. To minimize resistance, organizations should focus on clear communication, training, employee involvement, and stress management. Successfully implementing change also requires pilot programs, top management support, diffusion strategies, and evaluating results to stabilize changes.
Impact of Workplace Conflict Resolution on Organizational Performance Aish h...aishuprabhayadav90
The document discusses a study on the impact of workplace conflict management on organizational performance in private sector enterprises. 800 employees participated in the study through questionnaires. The study found that conflicts can occur due to competition, leadership styles, or limited resources, and if not managed properly can reduce productivity. However, some conflicts when well-managed can produce positive results. The study aims to identify the causes and types of conflicts, examine conflict management strategies used, and determine the effect of management on organizational performance.
Conflict and Workers’ Morale in Manufacturing Companies in Rivers State, NigeriaAJSSMTJournal
This piece of work theoretically discussed workers’ morale and conflict in manufacturing
companies in Rivers State with specific elaborations on: the meaning of conflict, workers’ morale, causes and
types of conflict, review of extant literature on conflict and workers’ morale, conflict management, impacts
and the relationship betwixt conflict and workers’ morale in manufacturing companies in Rivers State.
Theoretical framework was based on the traditional and contemporary theories of conflict, the basis of
which the study found that, just like death, conflicts are omnipresent and inevitable in life and abounds in
manufacturing companies in Rivers State as virtually every sphere of the organizations gets ravaged by one
form of conflict or the other ranging from: interpersonal/intergroup conflict, intrapersonal/group conflict,
intra-organizational, constructive or functional conflict, dysfunctional or destructive conflicts. It was deduced
that conflicts occur in organizations as a result of: incompatible goals, different values and beliefs, inconsistent
evaluation and reward system, communication problems, struggle for power, authority/control, and
leadership style, scarcity of common resources, organizational demands and self-worth demands. It was also
found that if a conflict is not aptly and promptly managed, it can lead to truncated or reduced workers’ morale
causing decreased productivity, failure to attain set goals, absenteeism, low service delivery, profit reduction,
frustration, anger, fear, distrust or resentment amongst the workers’. Again, the nature of the conflict, though,
determines how best it could be managed and conflict can sometimes yield positive workers’ morale or result
if well managed, meaning that not all conflict situations are negatively inclined. The recommendation is that
efforts should constantly be made to ensure that the causes of conflicts are handled timely as apt detection
and handling of conflicting parties/issues will resolve concerns amicably. Workers should be oriented with the
importance of peaceful coexistence in the workplace as coercion or intimidation will only lead to counter
productivity/low morale. It is suggested that this study be repeated in different organizational setting and in
other states in Nigeria. This findings and recommendations would provide good practical and theoretical
background for conflict management in organizations in future
Chapter 09 conflict,communication,and coordinationPatel Jay
1. The document discusses conflict, communication, and coordination in organizations. It defines conflict as occurring when two or more individuals pursue incompatible goals.
2. Communication is defined as the act of making one's ideas and opinions known to others through words, letters, or messages. The communication process involves a sender encoding a message and a receiver decoding and providing feedback.
3. Coordination is defined as the orderly synchronization of employee efforts to efficiently achieve organizational objectives. Coordination involves developing unity of purpose and harmonizing implementation plans.
IRJET- Understanding the Co-Occurrence of Task Conflict and Relationship Conf...IRJET Journal
This document summarizes a study that examines the moderating role of political skill on the relationship between task conflict and relationship conflict in teams. The study hypothesizes that the association between task conflict and relationship conflict will be weaker for teams with members high in political skill, due to political skill's ability to reduce misattribution and adjust emotional expression. Survey data from 206 team members supports the hypothesis, with results showing the positive relationship between task and relationship conflict is weakened when political skill is higher. The study contributes to understanding how political skill impacts team conflicts.
This document discusses workplace conflict, its sources, and strategies for resolution. It notes that conflict often stems from unmet needs within an organization's systems and culture rather than just between individual parties. A case study shows how a long-term dispute reflected failures to adequately address inappropriate behavior, inconsistently manage complaints, and prioritize staff welfare over reputation. While mediation addressed the dispute, it did not remedy the entrenched, systemic causes. Broadening alternative dispute resolution approaches and directly addressing structural sources of conflict through timely responses, training, leadership, and reinforced values may better prevent and resolve workplace issues.
The document discusses bureaucracy and organizational structure. It defines Weber's model of bureaucracy, outlining its key characteristics like division of labor, authority hierarchies, and impersonal rules. The document also notes both advantages, like efficiency, and disadvantages, like goal displacement and employee alienation. It considers arguments that bureaucracy is becoming obsolete due to changes, but also reasons it remains prevalent, like its ability to control large organizations.
This document summarizes a study examining the relationship between conflict management styles and organizational commitment among bank employees in Penang, Malaysia. The study investigated the styles employees use to handle conflicts, including integrating, compromising, dominating, obliging, and avoiding styles. An inventory was used to measure conflict management styles, identifying the main styles used as integrating, compromising, and dominating. The results showed employees were more committed when using integrating styles, while dominating and avoiding styles lowered organizational commitment. The document provides background on conflict management and organizational commitment in organizations.
Organizational change can face resistance from both individuals and the organization itself. Sources of individual resistance include habits, fear of the unknown, and threats to established power relationships, while organizational resistance stems from structural inertia and threats to expertise or resources. To minimize resistance, organizations should focus on clear communication, training, employee involvement, and stress management. Successfully implementing change also requires pilot programs, top management support, diffusion strategies, and evaluating results to stabilize changes.
Strategic Intervention is a method that extracts effective forms of strategic action from various disciplines like therapy and psychology. The aim is to develop a practical method for taking strategic action to fulfill human needs and get things done. Strategic Intervention examines power dynamics and hierarchies in families, and how symptoms reflect and maintain these dynamics. It analyzes transitions in the family life cycle and how problems can occur from disruptions. The goals are to move the family to the next stage of life, address power struggles, and alter harmful interaction patterns.
Organizational change is inevitable as organizations must change and adapt to remain effective over time. Change impacts organizations at the individual, group, and organizational levels and can involve aspects like management structures, employee roles, and business operations. Resistance to change is common and stems from things like fear of the unknown, disruption of habits and routines, and threats to power or resources. Overcoming resistance requires understanding its sources at both the individual level like security concerns or selective information processing, and organizational level like structural inertia or threats to expertise. Effective strategies include education, communication, participation, support and addressing concerns through negotiation or other means.
Environment and conflict management - introduction , definition , Collaborative approaches, Environmental law policy ,Initiating a process , Conflict assessment ,Design- stakeholder process , Design- public innolment process ,Working with stakeholder ,Policy development, Communication capicity building , Implementation and evaluation , Sustaining community relations. , Conclusion
Large scale change and high performance systems - comprehensive OD intervent...manumelwin
When a number of OD and other interventions are combined to create major changes in the total culture of an organization, the term large scale is used.
The creation of high-performance systems, high-performance organizations, high- involvement organizations, or self designing organizations- usually involve a broad array of interventions, and typically extensive member participation and involvement.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
This document provides an overview of a course on management and leadership in education. Specifically, it summarizes Topic 5 which discusses power and politics in schools. It defines power and different sources of power, such as reward power, coercive power, legitimate power, referent power, and expert power. It also discusses politics in schools and different political tactics used, such as ingratiating, networking, managing information, and coalition building. Additionally, it covers conflict management styles like avoiding, compromising, competing, accommodating, and collaborating.
This document discusses organizational development (OD) consulting and the consultant-client relationship. It outlines the roles and responsibilities of consultants, including providing information and recommendations to clients, solving problems, making diagnoses, and assisting with implementation. The document also discusses areas of issues that can arise in the relationship, such as defining responsibilities, building trust, and ensuring ethical standards. Finally, it provides tips for consultants on building effective relationships with clients and achieving positive outcomes.
This document discusses different types and levels of organizational change. It describes episodic change as infrequent, discontinuous and intentional periods of change triggered by external forces. Continuous change is described as ongoing, incremental modifications driven internally. The ideal organization is capable of adapting continuously through both types of change. Different metaphors and frameworks are provided for analyzing episodic versus continuous change processes, along with the role of change agents in redirecting organizational change.
Strategic human resource practice implementation the critical role of line manager. it was a design to write a new research paper on which this presentation was given. it is also a model for new researcher paper writer to how to write and develop a bases for your paper.
step by step details given in PPT
at the end of last PPT further steps are also mentioned.
Problems with Organizational Development Organizational Change and Developme...manumelwin
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of “reductionist thinking legacy”.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
Conflict management OD interventions - Organizational Change and Development...manumelwin
This document discusses conflict management in organizational settings. It defines conflict management as limiting negative aspects of conflict while increasing positive aspects to enhance group outcomes and performance. Properly managed conflict can improve outcomes by resolving employee conflicts that take up 18-25% of supervisor and manager time. Conflict significantly impacts employee morale, turnover, and litigation, and must be addressed to help or hinder company prosperity.
The document discusses the roles and relationships between clients and consultants in organizational development projects. It defines consultants as independent advisors contracted to help clients identify and solve management problems. The ideal relationship involves building trust and mutual understanding, with the consultant acting as a facilitator rather than expert to help develop the client's own problem-solving abilities over time.
The document discusses organizational responses to change, including both internal and external pressures for change. It outlines different types of change such as incremental, continuous change and radical or transformational change. It also discusses models for understanding and managing change, such as Gleicher's formula for the factors needed for change to occur, and the ADKAR model for change. Finally, it examines reasons for resisting change and different strategies for dealing with resistance at the individual, group and system levels of an organization.
This document discusses conflict management in organizations. It defines conflict as a disagreement between two parties where one feels wronged in terms of needs, interests, or concerns. The document outlines various types of conflicts including interpersonal, intergroup, and person-group conflicts. It also discusses causes of conflicts like personality differences, scarce resources, and conflicting interests. The document explores approaches to conflict management including different styles like competing, collaborating, compromising, and avoiding. It emphasizes that conflict is an inevitable part of human interaction and the key is to constructively resolve conflicts for organizational effectiveness.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
U 4.1 ob bba-ii organization power & structureRai University
This document discusses types of organizational power and structure. It describes five types of power: legitimate, coercive, reward, expert, and referent power. It also discusses matrix and boundaryless organizational structures. The matrix structure combines functional and product departmentalization. Boundaryless organizations eliminate vertical boundaries through cross-functional teams and lateral job rotations. Virtual organizations are highly centralized and outsource major functions. Finally, it summarizes Lewin's three-step change model of unfreezing, changing, and refreezing an organization.
This document summarizes a presentation on organizational stress, change management, and conflict resolution. It includes sections on organizational stress and how misaligned expectations can cause stress, change management and how misaligned attitudes can make change difficult, and conflict resolution relating to misaligned opinions. It provides examples, models, and exercises to illustrate these concepts. The presentation aims to provide solutions for improving performance through addressing culture.
El documento describe el proceso de benchmarking. El benchmarking implica evaluar sistemáticamente los productos, servicios y procesos de trabajo de otras organizaciones para identificar y aplicar las mejores prácticas. Tiene como objetivos evaluar continuamente el desempeño, aprender de las mejores prácticas líderes y mejorar procesos. Existen diferentes tipos de benchmarking como el competitivo, funcional y de procesos.
1) O documento apresenta as diretrizes para implantação de um Banco de Alimentos, descrevendo os diferentes setores necessários e fluxos entre eles.
2) São detalhados 10 setores principais, incluindo recepção, seleção, descarte, processamento, acondicionamento, estocagem, higienização e expedição.
3) Recomenda-se que os espaços sejam flexíveis e modulares, com fluxos bem definidos, para facilitar a supervisão e integração entre os setores.
Strategic Intervention is a method that extracts effective forms of strategic action from various disciplines like therapy and psychology. The aim is to develop a practical method for taking strategic action to fulfill human needs and get things done. Strategic Intervention examines power dynamics and hierarchies in families, and how symptoms reflect and maintain these dynamics. It analyzes transitions in the family life cycle and how problems can occur from disruptions. The goals are to move the family to the next stage of life, address power struggles, and alter harmful interaction patterns.
Organizational change is inevitable as organizations must change and adapt to remain effective over time. Change impacts organizations at the individual, group, and organizational levels and can involve aspects like management structures, employee roles, and business operations. Resistance to change is common and stems from things like fear of the unknown, disruption of habits and routines, and threats to power or resources. Overcoming resistance requires understanding its sources at both the individual level like security concerns or selective information processing, and organizational level like structural inertia or threats to expertise. Effective strategies include education, communication, participation, support and addressing concerns through negotiation or other means.
Environment and conflict management - introduction , definition , Collaborative approaches, Environmental law policy ,Initiating a process , Conflict assessment ,Design- stakeholder process , Design- public innolment process ,Working with stakeholder ,Policy development, Communication capicity building , Implementation and evaluation , Sustaining community relations. , Conclusion
Large scale change and high performance systems - comprehensive OD intervent...manumelwin
When a number of OD and other interventions are combined to create major changes in the total culture of an organization, the term large scale is used.
The creation of high-performance systems, high-performance organizations, high- involvement organizations, or self designing organizations- usually involve a broad array of interventions, and typically extensive member participation and involvement.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
This document provides an overview of a course on management and leadership in education. Specifically, it summarizes Topic 5 which discusses power and politics in schools. It defines power and different sources of power, such as reward power, coercive power, legitimate power, referent power, and expert power. It also discusses politics in schools and different political tactics used, such as ingratiating, networking, managing information, and coalition building. Additionally, it covers conflict management styles like avoiding, compromising, competing, accommodating, and collaborating.
This document discusses organizational development (OD) consulting and the consultant-client relationship. It outlines the roles and responsibilities of consultants, including providing information and recommendations to clients, solving problems, making diagnoses, and assisting with implementation. The document also discusses areas of issues that can arise in the relationship, such as defining responsibilities, building trust, and ensuring ethical standards. Finally, it provides tips for consultants on building effective relationships with clients and achieving positive outcomes.
This document discusses different types and levels of organizational change. It describes episodic change as infrequent, discontinuous and intentional periods of change triggered by external forces. Continuous change is described as ongoing, incremental modifications driven internally. The ideal organization is capable of adapting continuously through both types of change. Different metaphors and frameworks are provided for analyzing episodic versus continuous change processes, along with the role of change agents in redirecting organizational change.
Strategic human resource practice implementation the critical role of line manager. it was a design to write a new research paper on which this presentation was given. it is also a model for new researcher paper writer to how to write and develop a bases for your paper.
step by step details given in PPT
at the end of last PPT further steps are also mentioned.
Problems with Organizational Development Organizational Change and Developme...manumelwin
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of “reductionist thinking legacy”.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
Conflict management OD interventions - Organizational Change and Development...manumelwin
This document discusses conflict management in organizational settings. It defines conflict management as limiting negative aspects of conflict while increasing positive aspects to enhance group outcomes and performance. Properly managed conflict can improve outcomes by resolving employee conflicts that take up 18-25% of supervisor and manager time. Conflict significantly impacts employee morale, turnover, and litigation, and must be addressed to help or hinder company prosperity.
The document discusses the roles and relationships between clients and consultants in organizational development projects. It defines consultants as independent advisors contracted to help clients identify and solve management problems. The ideal relationship involves building trust and mutual understanding, with the consultant acting as a facilitator rather than expert to help develop the client's own problem-solving abilities over time.
The document discusses organizational responses to change, including both internal and external pressures for change. It outlines different types of change such as incremental, continuous change and radical or transformational change. It also discusses models for understanding and managing change, such as Gleicher's formula for the factors needed for change to occur, and the ADKAR model for change. Finally, it examines reasons for resisting change and different strategies for dealing with resistance at the individual, group and system levels of an organization.
This document discusses conflict management in organizations. It defines conflict as a disagreement between two parties where one feels wronged in terms of needs, interests, or concerns. The document outlines various types of conflicts including interpersonal, intergroup, and person-group conflicts. It also discusses causes of conflicts like personality differences, scarce resources, and conflicting interests. The document explores approaches to conflict management including different styles like competing, collaborating, compromising, and avoiding. It emphasizes that conflict is an inevitable part of human interaction and the key is to constructively resolve conflicts for organizational effectiveness.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
U 4.1 ob bba-ii organization power & structureRai University
This document discusses types of organizational power and structure. It describes five types of power: legitimate, coercive, reward, expert, and referent power. It also discusses matrix and boundaryless organizational structures. The matrix structure combines functional and product departmentalization. Boundaryless organizations eliminate vertical boundaries through cross-functional teams and lateral job rotations. Virtual organizations are highly centralized and outsource major functions. Finally, it summarizes Lewin's three-step change model of unfreezing, changing, and refreezing an organization.
This document summarizes a presentation on organizational stress, change management, and conflict resolution. It includes sections on organizational stress and how misaligned expectations can cause stress, change management and how misaligned attitudes can make change difficult, and conflict resolution relating to misaligned opinions. It provides examples, models, and exercises to illustrate these concepts. The presentation aims to provide solutions for improving performance through addressing culture.
El documento describe el proceso de benchmarking. El benchmarking implica evaluar sistemáticamente los productos, servicios y procesos de trabajo de otras organizaciones para identificar y aplicar las mejores prácticas. Tiene como objetivos evaluar continuamente el desempeño, aprender de las mejores prácticas líderes y mejorar procesos. Existen diferentes tipos de benchmarking como el competitivo, funcional y de procesos.
1) O documento apresenta as diretrizes para implantação de um Banco de Alimentos, descrevendo os diferentes setores necessários e fluxos entre eles.
2) São detalhados 10 setores principais, incluindo recepção, seleção, descarte, processamento, acondicionamento, estocagem, higienização e expedição.
3) Recomenda-se que os espaços sejam flexíveis e modulares, com fluxos bem definidos, para facilitar a supervisão e integração entre os setores.
Este documento presenta nociones básicas sobre la teoría del color, incluyendo que el color es una percepción subjetiva, no una característica del objeto. Explica el círculo cromático y los colores primarios, secundarios y terciarios. También describe la importancia del color en el diseño y la comunicación visual.
Este documento describe la instalación y configuración de aplicaciones web y sistemas operativos, así como técnicas para garantizar la tolerancia a fallos. Se instalan CentOS y Windows Server 2008, y se discuten métodos como RAID y redundancia de red. También se analizan aplicaciones como OsCommerce, Joomla y Moodle, y se instalan tres aplicaciones en cada sistema operativo.
This document discusses sexually transmitted infections (STIs) caused by Treponema pallidum (syphilis), Neisseria gonorrhoeae (gonorrhea), and Chlamydia trachomatis (chlamydia). It describes the clinical manifestations of primary, secondary, and late syphilis. It also discusses gonococcal and chlamydial infections in males and females, including urethritis, cervicitis, pelvic inflammatory disease, and disseminated gonococcal infection. The document provides details on laboratory testing, treatment, and clinical presentation of these common STIs.
XNN001 Methods to measure physical activity at the individual and population ...ramseyr
This document discusses various methods for measuring physical activity, including questionnaires, diaries, direct observation, accelerometers, pedometers, heart rate monitoring, indirect calorimetry, and room calorimetry. It provides details on the principles, strengths, limitations, and validity of each method. The optimal choice of method involves balancing the research question, available resources, and feasibility of the study. Objective methods like accelerometers are now suitable for large epidemiological studies, while more precise tools are needed to quantify relationships between physical activity and health outcomes.
Sharing is caring keynote 'Enriching cultural heritage collections through a ...Mia
Today I'd like to present both a proposal for something called the 'Participatory Commons', and a provocation (or conversation starter): there's a paradox in our hopes for deeper audience engagement through crowdsourcing: projects that don't grow with their participants will lose them as they develop new skills and interests and move on. This talk presents some options for dealing with this paradox and suggests a Participatory Commons provides a way to take a sector-wide view of active engagement with heritage content and redefine our sense of what it means when everybody wins.
[I was invited to Copenhagen to talk about my research on crowdsourcing in cultural heritage at the 3rd international Sharing is Caring seminar on April 1. I'm sharing my notes in advance to make life easier for those awesome people following along in a second or third language, particularly since I'm delivering my talk via video. My notes are at http://openobjects.blogspot.co.uk/2014/03/sharing-is-caring-keynote-enriching.html ]
Lean Product Management for Web 2.0 ProductsDan Olsen
This document discusses lean product management for web 2.0 products. It defines lean product management as achieving product-market fit quickly in a resource-efficient manner. It discusses understanding customer needs, prioritizing features based on importance and satisfaction, designing easy-to-use user interfaces, gathering feedback through low-fidelity prototypes and pivoting based on learnings. The document provides a case study of validating a new product concept called MarketingReport.com through lean product management techniques without writing code.
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Intergroup conflict arises from the interdependence of subgroups within an organization that have differing goals and norms. It is driven by social identity theory as individuals seek positive identity from their own group. Intergroup conflict can have both functional and dysfunctional effects depending on how it is handled. Sources of intergroup conflict are primarily structural due to overlapping responsibilities between subgroups. Managing intergroup conflict involves diagnosing the issues, facilitating collaborative problem solving between groups, and addressing underlying structural causes through interventions like clarifying rules or changing personnel.
Impact of Workplace Conflict Management on Organizational Performance A Case ...ijtsrd
This Motivational research analyzes the impact of workplace conflict on organizational output in Indian industrialized sector participants consisted of 250 employees' selected through the use of a technique which is a stratified random technique. The data was collected from the respondents through a structured questionnaire. The result of the empirical testing showed the positive relationship between management strategies and organizational performance that is collective bargaining compromise and accommodation by using Spearman correlation while on the other side non integrated conflict has an adverse effect on the organizational performance that is domination avoidance and competition . Moreover, the regression analysis results also indicate the collective bargaining strategy is shown as the most important positive correction correlation with organizational performance. Furthermore, the findings of the study showed different factors for the conflicts in the organization which are dependence on one resource, communication barrier individual differences, cultured differences, status inconsistent certain ambiguities, etc. In the workplace, the most common conflict in the industry at a particular time and place is the union management conflict. The study concluded that there are certain things in an organization that cannot be eradicated which include conflict in any organization and can affect organizational performance in the workplace. Riya Singh | Vinay Kumar Yadav "Impact of Workplace Conflict Management on Organizational Performance: A Case of Indian Manufacturing Firm" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30884.pdf Paper Url :https://www.ijtsrd.com/management/hrm-and-retail-business/30884/impact-of-workplace-conflict-management-on-organizational-performance-a-case-of-indian-manufacturing-firm/riya-singh
Conflict Management: A Win-Win Strategy for Organisational Effectiveness in t...IJSRED
This document discusses conflict management strategies in organizations. It defines conflict as a disagreement between two or more parties where each tries to have their views accepted. The document outlines that conflict can be functional when it increases ideas and competitiveness, but dysfunctional when it hinders goals. It also discusses different types of conflict like intra-personal, inter-personal, and inter-group conflicts that can occur due to differences in goals, communication issues, or between organizational sub-units. Overall, the document advocates that some minimal level of conflict can be positive for innovation, but it must be properly managed to avoid becoming disruptive.
In organizations, conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. There are different views surrounding the origin of conflict in organizations and institutions. From the draw of creation mankind has been presented with conflict. Conflict appears to be inevitable;
once there is human interaction conflict seem to fester. This paper seeks to describe the concepts of conflict management, conflict in organizations and conflict management and
its effect.
Managing team and organizational conflictMasum Hussain
This document provides an overview of organizational conflict and ways to manage it. It begins with an introduction discussing different views of conflict - the traditional view that sees it as negative, and more modern views that see proper management as key. It then discusses sources and causes of conflict within organizations, including structural issues, role conflicts, and personal disputes. The document outlines costs of conflict for both organizations and employees, including lost time and productivity. It proposes several conflict resolution strategies for managers, such as conflict management styles, structural changes, and open communication. The summary aims to provide a concise yet comprehensive overview of the main topics and arguments covered in the document.
Contribution of Conflict Management on Employees' Performance in Tanzania: A ...AI Publications
This study examines the contribution of conflict management on employee’s performance in Tanzania with particular reference to Dar es Salaam Maritime Gateway Project (DMGP). Specifically, the study intended to examine the nature of communication flow at DMGP, to identify the conflict resolution approaches practiced at DMGP and to associate practiced conflict resolution approaches with employees’ performance in Dar es Salaam Maritime Gateway Project. The study adopted the use of case study research design in generating the required primary data and was limited to the employees of DMGP. The study involved 45 technical employees who were conveniently and purposively selected for inclusion in the sample. Collected data was coded then analyzed with the help of SPSS version 23. Findings revealed that employees fear to speak out their inner concerns to supervisors because of insecurity of their job despite having a chance to express their opinions. Results have also indicated that interpersonal conflicts were predominantly solved by involving the conflicted parties. Workers at DMGP prefer more settling job issues with their immediate supervisors than third parties. Also, training and development offered at DMGP has significantly contributed to the performance of employees in different departments. Generally, it was revealed that conflict management has significant contribution to employees’ performance at DMGP. The study recommends to managers to enhance interpersonal relationships amongst co-workers to inculcate trust, unleash communication and consequentially boost morale of the employees.
CONFLICT MANAGEMENT IN HEALTHCARETekeste AbateWest.docxdonnajames55
CONFLICT MANAGEMENT IN HEALTHCARE
Tekeste Abate
West Coast University
LDR 432 Principles of Leadership for Healthcare Organizations
Professor Coleen Poitinger
February 12, 2017
CONFLICT MANAGEMENT IN HEALTHCARE
The aim of conflict management is to enhance learning and group outcomes,
including effectiveness or performance in organizational settings. Properly managed conflict
can improve group outcomes. (Rahim, 2002).
The opportunities inherent in a conflict management system can be categorized
recognition of conflict as indicator to allow early identification of problems, promotion of a
proactive response to problems and conflict, encouragement of a culture of mutual respect,
open communication, and problem solving during inquiry or intervention relating to conflict,
and a means of working towards potential resolution.
Unaddressed interpersonal conflict can interfere with the personal well-being of the
individual, result in negative co-worker relationships, undermine safe patient care/outcomes;
and be disruptive to the organization. High relationship conflict appears to cause dysfunction
in team work, diminished commitment to team decisions and decrease organizational
commitment (Registered Nurses’ Association of Ontario, 2012). Conflict occurs at many
levels within an organization, among and between many healthcare providers and can be
about many things.
The management and resolution of conflict is critical to the effective functioning of the
organization. The nature of the health-care delivery system creates tension as professional
care-givers seek to meet the needs of patients and their families as well as the sometimes
competing demands of the system itself. Differences in perspectives based on the educational
socialization to their professions, position, authority and power often lead to conflicts in the
health care arena (Mills, 2002).
The increasing prevalence and subsequent impact of interpersonal conflict in health-
care settings necessitates for requirement for organizations to have a process to manage
conflict that may occur. Interpersonal conflictive interactions among members of the Health-
care team create subtle unpleasant experiences that result in negative attitudes and behaviors.
In turn, this can create a stressful work environment with negative consequences such as job
dissatisfaction, weak organizational commitment, and a lack of trust and sense of support in
the workplace.
Conflict, resentment and interpersonal disputes occur when someone believes their
values, needs or identity have been undermined or challenged. The most strongly negative
feelings associated with interpersonal conflict are anger, fear and contempt, which lead
people to disengage, or to engage destructively (“Developing Conflict, Resilient”). Without
a current conflict management system in place, it is difficult to know how various dis.
A Supporting Hand In Dealing With Interpersonal Conflicts The Role Of Intera...Justin Knight
This study examined how conflict management styles and interactional justice influence subordinates' psychological strain. The researchers hypothesized that a bargaining style would be positively related to strain, while a problem-solving style would be negatively related. They also hypothesized that interactional justice from supervisors would weaken the relationship between bargaining and strain. Data was collected through surveys of 390 Malaysian public sector employees. Results supported the hypotheses, indicating that bargaining relates to increased strain, problem-solving relates to decreased strain, and interactional justice buffers the negative impact of bargaining. This research highlights the importance of interactional justice and conflict management styles for subordinates' well-being.
A Supporting Hand In Dealing With Interpersonal Conflicts The Role Of Intera...Amy Cernava
This study examined the relationship between conflict management styles (bargaining and problem-solving) used by subordinates when dealing with conflicts with supervisors, and the subordinates' psychological strain. It also explored the moderating role of interactional justice in these relationships. The study found that bargaining was positively associated with subordinates' somatic strain, while problem-solving was negatively associated with somatic strain and depressive symptoms. Interactional justice buffered the negative consequences of bargaining on strain. This highlights interactional justice as providing support that protects against the negative impacts of bargaining styles on subordinates' well-being. The implications are for organizations to consider interactional justice in managing conflicts to sustain employee well-being.
Healthy organizations from conflict management v1 pdfDavid Alman
This document discusses how conflict management can help create healthy organizations by balancing organizational performance and employee well-being. It presents a model that views some conflicts as constructive and others as unhealthy, depending on their intensity. The model proposes managing conflicts through a range of methodologies, including addressing intrapersonal, interpersonal, collaborative, and dispute-related conflicts. Key points covered include the importance of managing stress and using collaborative problem-solving and mediation approaches to resolve conflicts at different levels in an organization.
This document discusses organizational conflict and types of conflict. It defines conflict and describes its sources and different levels within organizations. The document outlines functional and dysfunctional conflict, explaining how functional conflict can benefit an organization through increased creativity and information sharing, while dysfunctional conflict hinders productivity and job satisfaction. Both the positive and negative effects of conflict are provided. The document concludes by describing procedures for resolving conflict, such as diagnosing the issue, using conflict handling modes like mediation, and mutual problem solving.
Conflict can occur when the interests and objectives of individuals or groups confront, block, or disable one another. Organizational conflict arises when employees engage in incompatible activities or when organizations compete over limited resources. Conflicts can be caused by personal characteristics, organizational design flaws, or differing departmental goals. While conflict may initiate positive changes, it can also reduce productivity and increase absenteeism if not managed properly. Effective conflict management involves diagnosing the root causes, implementing interventions, and using strategies like negotiation, mediation, or prioritizing shared goals.
IJMRR May 2013 Volume 3Issue 5Article No-32855-2862 .docxaryan532920
IJMRR/ May 2013/ Volume 3/Issue 5/Article No-3/2855-2862 ISSN: 2249-7196
*Corresponding Author www.ijmrr.com 2855
INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH
AND REVIEW
ORGANIZATIONAL CONFLICT MANAGEMENT STRATEGIES ON EMPLOYEE
JOB SATISFACTION: A CONCEPTUAL RELATIONSHIP
Shehu Aliyu Mukhtar*
1
1
Department of Management Sciences, Kano State College of Arts and Sciences, Kano-
Nigeria.
ABSTRACT
The paper provides a general look at conflict and conflict management strategies in
workplace. As part of its objective, it discovered the common sources and types of conflict,
basic component to conflict, importance as well as problems associated with conflict in an
organizational setting.The paper delves on some aspect of employee job satisfaction. It
proposes anfuture empirical investigation between organizational conflict management
strategies and employee job performance.
Keywords: Conflict management, strategy, organization, workplace.
1. INTRODUCTION
Conflict is as old as man, because it coexists with human existence and interaction between
different social forces (human beings, religion, culture, marriage) that make up the human
society. The social composition of the society reveals the existence of various social elements
which share so many things in common in terms of culture, biological nature; identity and so
on (Veshki, Jazayeri, Shariff, Esfani, Aminjafari&Hosnije, 2012). However, human beings
differs in so many respect as a result of individual differences which manifested in form of
emotional feelings, perception, physical structures, psychology etc. Despite, these differences
the social nature of man necessitates the interaction of man with another fellow human
being(s). However, the more they interact the more there is bound to be a conflict, as a result
of their differences in either personal, family and societal levels, making conflict endemic
and ubiquitous and as well pervasive in every human society past or present, traditional or
modern, simple or complex, and at all levels of the society. Hence conflict is inevitable as all
human societies, communities, organizations and interpersonal relationships experience
conflict at one time or the other in the process of their regular interactions (Bagobiri and
Kassah, 2009). Conflict affects the entire organisation, its segments, sub-segment and
components the same way it affects the society in general.Therefore, conflict is inevitable
between organization and organizational members within the environment, which simply
means that conflict is a common phenomenon between workers and the management and
between individual workers within the organization.
Conflict management may be perceived as a wider concept involving conflict resolution and
transformation when necessitated and it is more of a ...
This document summarizes a research study that examined the impact of role conflict and work environment on job satisfaction and employee performance at PT Alpha Sistem Kreasi. The study used a quantitative survey methodology with 60 employees. The results found that role conflict had a positive effect on job satisfaction, and job satisfaction positively impacted employee performance. The work environment also positively impacted job satisfaction. Role conflict was found to indirectly impact performance through job satisfaction, as did the work environment.
Mathematical Model to Predict Leader Self-Awareness and Effective Conflict Ma...Triple A Research Journal
This document presents a mathematical model to predict leader self-awareness and effective conflict management in manufacturing companies. It begins with an abstract that outlines the study's objectives to evaluate self-awareness and conflict management and their impact on collaboration and communication. The introduction then provides background on the importance of emotional intelligence competencies like self-awareness for organizational success. The literature review discusses theories of emotional intelligence, increased collaboration, leader self-awareness, improved communication, and their relationships. The study aims to examine how self-awareness influences increased collaboration and improved communication using a mathematical model. It presents the model development and discusses variables. The goal is to monitor leader self-awareness and evaluate effective conflict management to enhance communication between customers
We live in a very complex and culturally diverse society. When we br.pdflakshmijewellery
We live in a very complex and culturally diverse society. When we bring individuals together
from diverse backgrounds in a work environment conflict can arise when expectations are not
realized or met. Rather than hoping conflict will go away, this paper will explore and identify the
reasons for conflict and how to successfully address them in a team environment. Write a four-
to five-page paper (excluding title and reference pages) assessing the components of conflict.
The following need to be addressed within your paper: Describe a conflict within an organization
or team with which you are familiar. Identify and describe the source(s) and level of the conflict
and support with evidence. Describe the steps taken to resolve the conflict or, if it is an ongoing
conflict, propose steps to resolve the conflict. Describe a minimum of three conflict outcomes
that could reasonably occur as a result of the conflict resolution. Support your reasoning for each
possible outcome.
Solution
(GFI, “About The Group”), Global Finance, Inc. (GFI) is well-known financial company that
manages thousands of accounts across Canada, the United States, and Mexico. It’s a public
company traded on the NYSE (New York Stock Exchange) and specializes in financial
management, loan application approval or wholesale loan processing and investment of money
management for their customers. Therefore, this is a financial services offering company where
most of the time customers have directly interaction with many employees which includes; sales,
marketing, accounting, finance and support departments; where all of the employees need to
show humble behavior with customers even they may criticize but for the business purpose, it’s
essential for organization to achieve their goals.
2. GFI Organizational Conflict:
Since few months, organization have been facing issues of organizational conflict by their
individual employee, groups or due to organizational interpersonal factors where some people
are blaming that higher management is not that much good and even not listen employees
requests for which employees’ had gone for strike too and these issues are related to
organizational behavior, employees personal aspects from organization, etc. which have created
organizational conflict. Even now situation is in control but not that much effective which was
expected and continuously losing their business (AFZALUR RAHIM, AND THOMAS V.
BONOMA 1979). Hence, there is need to effectively handle the situation by applying conflict
resolution theories and models of conflict control.
As we know, conflict is an essential force governing all the aspects of life. It has always existed
between individuals, groups and organizations.
Therefore, understanding and managing conflict is a vital investment to improve organizational
performance where effective conflict management can assist GFI to keep in touch with new
developments and create suitable solutions for their threats where managing conflict, is .
ORGANIZATIONAL COMMUNICATION AND CONFLICTMANAGEMENTKen.docxgerardkortney
This document discusses organizational communication and conflict management. It states that good internal communication is necessary for good external communication and performance. Conflict is normal in organizations as people have different opinions, and too much or too little conflict can be dangerous. The document then reviews theories of organizational communication, such as downward, upward, horizontal and diagonal communication. It also defines and categorizes types of conflicts within organizations. Finally, it discusses models of the conflict process and approaches to managing conflicts.
This document summarizes a research study that examined the relationships between individual characteristics, group strength, emotional exhaustion, organizational citizenship behavior, job satisfaction, and service sabotage among restaurant employees in Bekasi City, West Java, Indonesia. The study used a quantitative research design and surveyed 107 restaurant employees. Statistical analysis using GSCA software found that acts of sabotage were not related to individual characteristics or group strength. However, service sabotage was related to employee job dissatisfaction and levels of organizational citizenship behavior. Specifically, employees with higher job satisfaction and who exhibited more organizational citizenship behaviors were less likely to engage in service sabotage. Emotional exhaustion was also found to influence job satisfaction and sabotage, such that employees with more stable emotions had
The application of ethics in power and politicsAafreenshah786
The document analyzes 5 case studies of conflict management in organizations that implemented in-house mediation schemes. It finds that mediation helped rebuild relations between disputants more quickly and at lower cost than traditional procedures. However, barriers included resistance from managers and difficulties maintaining mediation practices. Overall mediation did not seem to be integrated into a broader conflict management strategy in the organizations.
Similar to International Journal of Business and Management Invention (IJBMI) (20)
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka Satta Matta Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka Satta Matta Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
International Journal of Business and Management Invention (IJBMI)
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org Volume 2 Issue 11ǁ November. 2013ǁ PP.39-51
Role Conflict toward Employee Performance
(Studies in Government Budgeting Team at Kendari)
Jalaluddin Rum1 , Eka Afnan Troena2, Djumilah Hadiwidjoyo2, Surachman2
1
Doctoral Program Of Management Sciences, Brawijaya University, Malang-Indonesia ;
2
Economics And Business Faculty Of Universitas Brawijaya, Malang-Indonesia.
ABSTRACT : This research is motivated by phenomenon of employee’s poor performance as a result of
conflict. Conflict is caused by factors of different employee knowledge, low organizational commitment, and
based-interests power. This study analysis unit is Regional Working Units at Regional Apparatus Work Unit
(RAWU). Samples were 131 employees and analysis method is Structural Equation Modeling (SEM). This study
result showed that higher knowledge can increase employee’s performance and lower intensity conflict.
Organizational commitment can improve employee performance, but can not reduce conflict intensity. Power
can reduce intensity of conflict, but does not improve employee performance. Conflict can drive employee’s
performance. Study findings suggest that conflict can act as a complete mediation the relation between
knowledge and employees performance. Conflict becomes partial mediation that improves power and employees
performance. Practical implications of this study that knowledge of job procedures, commitment continue,
coercive power, environmental change and quality of work is biggest indicator the effect of conflict on employee
performance.
KEYWORDS: Conflict, Knowledge, Organizational Commitment, Power and Employee’s Performance.
I.
INTRODUCTION
One knowledge and skills that need to be owned by leaders, managers, and administrators is conflict
management. Political leaders use at least 25% of their time to face and manage conflict [59]. At least 20%
manager time is used to resolve conflicts. Conflict in their daily lives is something fundamental and essential.
Organization Conflict has power to establish staff performance, because the variables change simultaneously
and dynamically. Here, conflict is a natural process that occurs within an organization or community. Human
resource management is seen as line manager’s responsibility in many organizations [49]. Managers have to
deal with different participants (subordinate, supervisor) that often have different agendas, values, perspectives
and objectives. Organization conflict is interaction between two or more parties each other that interconnected
and interdependent, but separated by goal difference [41]. Conflict within organization, often asymmetrical,
occurs where only one party aware and provide a response to conflict, or one party perceives the other party that
has been or will be attacked by negatively [43]. Conflict management is ranking 7 of 10 priorities of manager
activities to lead company.
They inevitably face conflict in performing task. Conflicts can occur between leaders and followers;
conflicts among his followers, and conflicts between members of organization and outside organization.Time to
resolve conflict would increase if employees strike. Without knowledge and skills of conflict management, they
will not able to resolve conflicts faced. Conflict can be dysfunctional, which evolved from constructive to
destructive conflict that would hamper organizational goals achievement. Furthermore [59] states that conflict is
one of life essence and human development that have diverse characteristics. Humans have different gender,
social and economic strata, legal system, nation, tribe, religion, creed, politics, as well as culture and purpose of
his life.
Throughout human history, difference always leads to conflict. Organization Conflict is something that
inevitable and natural in a process of interaction between individuals. If conflict is not managed properly, then it
can become a serious problem in organization and can create a chaotic condition that makes employee unable to
work together. Conflicts have a major effect on lives of human beings, either individually or in groups, as well
as the positive and negative effect. Both of these effects can make a difference to human life. Conflict can
change and develop human life for the better. Conflict makes negative effect on organizations such as lower
productivity, high absenteeism, or turnover. In addition, conflict also had a positive effect as eliminating
stagnation, bring creative ideas and others. Therefore, organizational leaders need to manage conflicts between
individuals in order to have a positive effect on organization. Conflict management includes understanding
organization's leadership about when, what, and how to manage conflict.
www.ijbmi.org
39 | Page
2. Role Conflict Toward Employee…
One positive effect of conflict management is to increase satisfaction of organization members [38]. the
problem is how to manage conflict effectively and efficiently to minimize losses and maximize benefits for
employees and organizations to make positive effect on organizational performance. Conflict management
begins by mapping source, type and conduct of conflict from the perspective of individual members of
organization. If source, type and behavior when conflicts can not be managed properly then it will have a
negative effect on organization. Positive or negative effect of conflict on organization performance will affect
employee and organization as a whole. Several studies have been conducted at organization level about various
factors causing conflict. Conflict may be due to objectives differences between divisions or between
departments in an organization [16]. Study conflict in a Multi National Corporation (MNC) found that conflict is
caused by cultural differences [35]. Moreover, from analysis conducted on conflict in Multi National
Corporation, it cause a fundamental shift in decision-making process, distribution of power and authority, and
pattern of incorporation and supervision related to transnational.
Empirically, there are some research that has revealed about some negative effect of conflict between
individuals, groups, and organizations. An example is conflict is negatively associated with workers reaction
such as satisfaction, climate, which can reduce group effectiveness [28]. Task conflict can be beneficial in task
group that is not routine but it will hurt performance on routine tasks [7]. Relationship conflict (affective)
produces a negative result because it can reduce creativity and decisions quality, eroding unity and commitment
of team and limit acceptance and support of decision [1]. This conflict tends emotional and someone focuses on
discrepancies or disputes between individuals and usually will lead to hostility, distrust, cynicism, apathy and
other negative emotions. Therefore, it can be said that almost all types of conflicts can negatively effect both on
individuals, groups, or organizations. Conflict can have positive or negative effect on organizational
performance, depending on nature of conflict and how to resolve them. Every organization has an optimal
conflict level that can be considered truly functional. Conflict help to make positive performance. If conflict
level too low, it will have an effect on performance. Innovation and change becomes difficult, and organizations
will difficult to adapt to changes in its environment. If this low level conflict continues, organizational survival
can be threatened. Conversely, if conflict level is too high, it creates chaos that could also threaten organization
survival (60].
Research has been conducted on factors affecting employee performance with variable knowledge,
organizational commitment, power, conflict and employee performance, such as research on knowledge and
employees performance by [51], [39], [20], [24] where knowledge have significant effect on employee
performance. Good knowledge, ability of employee, mastery of technology, and experience is needed to grow
company. In contrast, knowledge does not have significant effect on performance due to ability of an individual
employee owned, mastery of technology and experience of employees will reduce teamwork effectiveness.
Because employees believed that they had more ability than his fellow team members, they tend to give rise to
personal ego attitude so that other fellow co-workers tend to vacuum [22].Research the effect of organizational
commitment on employee performance was conducted by [2], [44], and [34]. It was concluded that
Organizational Commitment has significant effect on Employee Performance, if employee felt himself as part of
organization and difficult to get another job, then employee will continue to work as closely as possible to meet
organization demands. In contrast, [21] concluded that organizational commitment does not significantly affect
performance of an employee because employee has a high commitment shown to have less attendance.
Research the effect of power on employee performance was done by [57], [60], [54], [53], [21]. They
found that power significantly affect employee performance because power can bring superior employee
commitment in duties performance and raise employee compliance attitude towards work. In contrast, study by
[46], [55] showed that coercive power does not have significant effect on employee performance because
employee worked constantly fear sanctions and penalties that will eventually lead to resentment. Previous
research found that knowledge significantly affect on conflict [58]. It concluded that employees with higher
knowledge level in carrying out the job tend have low intensity conflict, because employees only focus on work
that he was doing so tend not involve themselves in conflict. In contrast, study results of [29], [30] found that
knowledge does not significantly affect on conflict, where individual knowledge can reduce interdependencies
group/team so that conflict intensity is likely to increase as other employees tend to be utilized. Study found that
organizational commitment significantly affect on conflict [40], [19], [47], employees who feel an emotional
bond, identification, and her involvement in organization tend have low-intensity conflict. Adversely, study
results [5] showed that organizational commitment had no significant effect on conflict, but if employees get a
work environment that is not conducive due to unfair competition, the more likely a conflict will increase.
Research of [13], [31] and [8] found that conflict have significant effect on of power.
www.ijbmi.org
40 | Page
3. Role Conflict Toward Employee…
It concluded that power of authoritarian leaders who will give birth to fear that employees tend to avoid
conflict. In contrast, study results by [18] show that power does not affect significantly on conflict. It concluded
that coercive power is applied by leadership in short term it will only give birth to fear. Knowledge is overall
information and ideas contained in statements made about events, natural, social and individual. Individual
commitment is responsibility, dedication, speed and ease-response communication between individuals in team
to finish work [42]. Another factor related to management is individual power within a team. Management
processes within team can work well if individual know the duties and functions (duties) on team, so as to build
relationships between individuals in a team environment as well as knowing their work on structure of tasks and
authority. Power of individual within team relates to decisions in manufacture design and control management
process.
Previous studies have not connected all variables in an integrated and comprehensive (still partial) due
to differences in measurement and analysis methods and findings, as well as general object of previous studies
in manufacturing field. Therefore, originality of this study is to makes integrated and comprehensive analyzes of
Knowledge, Organizational Commitment, Power and Conflict on Employee Performance variables. the goal is
to determine how much effect Knowledge, Organizational Commitment, Power and Conflict on Employee
Performance variables, direct, indirect and total effect. Research location is Kendari City Government. Novelty
of this research is to analyze conflict as a mediating variable in which the result of this study is expected to
clarify relationship between Knowledge, Organizational Commitment and Power on Employee Performance
variables.
Problems in Kendari City Government Budgetary are paradigm shift in government finances
management since regulation of performance-based financial management, shorter bureaucracy mutations,
technological innovation, information availability more easily and quickly and faster cultural and social change.
Root causes of team's budget and work units (RAWU) is each individual brings their individual and institution
missions. the most prominent differences in each individual employee is lack knowledge to understand
mechanism of budget allocation needed, less employee organizational commitment to support budgeting
process, and based on interests of power. Therefore, conflicts often occur between fellow team budget with
work units and it makes unsatisfactory employee performance. Phenomenon shows employee performance (Tim
Budgetary) of Government Kendari is unsatisfactory. This show employee behaviors symptoms that less
disciplined, less concerned with their basic tasks and functions, less employee attendance less during budgetary
discussion, less efficient in utilizing time (schedule budget discussions often delayed). This conflict often occurs
between employees as Regional Apparatus Work Unit (RAWU) in one side and the other side as team's
budgeting. Conflict is characterized by tension, hatred, revenge, and interference between employee regarding
the disagreement between tasks being performed, including differences in viewpoints, ideas, and opinions.
Phenomenon and the reality at government budget team above can change and develop in accordance with
information found in field. Authors interested to study this phenomenon and focused on the effect between
variables that have been tested by previous researchers weather still consistent or generate new findings. This
study was conducted in Kendari city government and conflict is used as a mediating variable.
II.
CONCEPT FRAMEWORK AND RESEARCH HYPOTHESIS
Contradiction and inexistence the consensus concepts in literature and previous research about role of
conflict on performance, where conflict become mediation variable to links knowledge, organizational
commitment and authority on employee performance, encourage researchers to reexamine construction
developed by previous researchers that integrated from different viewpoints. Briefly, conceptual framework is
shown in Figure 1 below:
Figure 1. 1 Conceptual Framework
Knowledge (X1)
1a
2a
3a
Organizational
Commitment
(X2)
2b
Conflict (Y1)
3b
Employee
Performance
Y2)
1b
2c
Power (X3)
4
3c
1c
www.ijbmi.org
41 | Page
4. Role Conflict Toward Employee…
Figure 1 show relationship between variables. Hypothesis formulation of this study can be
explained as follows. Oxford Dictionary 2003 defines knowledge is defined as: "“Awareness or
familiarity gained by experience, person’s range of information, a theoretical or practical understanding of a
subject, language, etc, the sum of what is known, true, justified belief, certain understanding as opposed to
opinion” [67]. Similarly, [66] states "An employee who has high knowledge and skills will support achievement
of goals and objectives that have been established by organization".Etymologically, [60] stated that work
performance or achievements is desired outcome of behavior. High performance and good work in will be
achieved by an employee if they have expertise and skills in accordance with their work ([68]. According to [61]
"Addressing deficiencies in employee’s quality can be done by increasing personnel technical skills." Another
important factor is management should maintain and even improve employee skills when there are technology
and science developments. Research on knowledge and employees performance conducted by [51], [39] and
[22]. They found that knowledge significantly affect on employee performance. Based on explanation above,
proposed research hypothesis is follows:
H1a: Knowledge affect on employee performance.
Employee commitment formation is affected by various factors. Factors that stated by [37] include: (a)
personal: job expectations, psychological contract, job choice and personal characteristics factor, all of them can
create early commitment, (b) organizational factors: initial work experience, job scope, supervision, goal
consistency. All of them create responsibility organization (liability observed), and (c) non-organizational
factors: availability of alternative jobs. These three factors shape individual commitments for an employee
organization. Commitment is an effect of individual attitudes in organization [61]. Individual psychological
effects that obtained in dealing various changes can shape organizational commitment. Most important thing in
this context is formation of an employees high work commitment as expected by organization. Study
organizational commitment to employee performance conducted by [62], [63] and [64]. They found that
organizational has a significant effect on commitment to employee performance. Based on explanation above,
proposed research hypothesis is follows:
H1b: Organizational Commitment affect on employee performance.
Power is defined as a person's ability to obtain something desired in accordance with the way that used
by person ([60]. Performance is an overview of achievement level to implement activity/program/policy in
realizing goals or objectives, vision and mission of organization as stated in organization strategy planning [25].
Understanding performance emphasizes achievement of activities or programs implemented so that performance
can be achieved if activity or program is implemented in accordance with objectives, vision and mission of
organization. Research relationship between power and employee's performance was done by [54], [53]. They
found that power significantly affect on employee performance. Based on explanation above, proposed research
hypothesis is follows:
H1c: Power affect on employee performance.
Knowledge is individual capacity to perform various tasks in a job [43]. Everyone has strengths and
weaknesses in knowledge and that makes it superior to others in performing tasks or activities. Differences in
this knowledge will affect conflict. Furthermore, it is said that knowledge is an ability that allows a person doing
work psychologically. Knowledge show degree, type and level of knowledge, skills and abilities team members
to solve team problems. Differences experience will encourage and support the emergence proposed approach to
problem that led to conflict resolution [60]. Results of previous studies on knowledge with conflict as practiced
by [58] found that knowledge significantly affect on conflict. Based on explanation above, proposed research
hypothesis is follows:
H2a: Knowledge affect on conflict.
Commitment is one effect of a person's attitude and the changes aspect. Commitment has been defined,
among other things: (a) attachment namely "a sense of identification, engagement, and loyalty or allegiance is
expressed by one of company [60], (b) commitment is" degree of how far individual chose a particular
organization and objectives, intending to maintain membership in organization [43]. Commitment implies a
sense of identification, engagement, and loyalty/fidelity or degree, or nature of one's relationship to organization
that indicated by favoring to organizational goal, interested to maintain membership in organization, willingness
to try the best to organization interest, and trust and strong acceptance of values and goals of organization.
Organizational commitment associated with each group where there is a difference which usually ends up with a
conflict. Research result of [41], [19] and [47] show that organizational commitment has significant effect on
conflict. Based on explanation above, proposed research hypothesis is follows:
www.ijbmi.org
42 | Page
5. Role Conflict Toward Employee…
H2b: organizational commitment affect on conflict.
Power is defined as a person's ability to obtain something desired in accordance with the person’s way
[60].Study [20] showed that most dimensions of managerial power enable the acquisition of employee’s
knowledge. Furthermore, this study found that trust has a negative effect on acquisition of knowledge. Study [3]
found conflicts resolution within group marketing will improve performance of group. Research result of [13],
[31] and [8] show that power has a significant effect on conflict. Further research [40] shows that dominant
reaction to dominant behavior depends on position of opponent power. Managers will react more
complementary to their superiors and will react more reciprocal to their subordinates. Based on explanation
above, proposed research hypothesis is follows:
H2C: Power affect on conflict.
Conflict is a discrepancy or disagreement among members of team due to personal incompatibility that
eventually led to mutual suspicion, mistrust, and hostility among team members ([4]. Research show conflict
can reduce decision making effectiveness by reducing team ability to create high-quality policies and reduce the
ability of team members to accept team's decision. Affective conflict can lower willingness to receive
information, and higher conduct of hostilities between the team members, lowering ideas acceptance from
people who are not favored, lowering tolerance, and interfere with the effectiveness of communication and
cooperation within the team ([1], [3], and [4]).Work conflict is a disagreement among members of work team
toward team goals and activities required to achieve these goals. This conflict type arises as a result of
differences in perspectives lead to different points of view on an issue. Cross-functional work teams come from
different functional areas. They often have different backgrounds and perspectives. Research on conflict with
employee’s performance conducted by [40] and [27] that conflict significantly affect on employee performance.
Based on explanation above, proposed research hypothesis is follows:
H4: Conflict affect on employee performance.
III.
RESEARCH METHODS
This research use quantitative approach (positivism). Design of this study is explanatory research in
order to explain relationship between variables by testing hypotheses and drawing causality conclusions. Study
site is Kendari Government Employee, especially Kendari City Government Budgeting Team become analysis
unit of this study.
3.1 Population and Sample
This study population is employees that directly involved in Kendari City Government Budgeting. the
characteristics are Civil Servants in Regional Apparatus Work Unit (RAWU), directly involved in budget
preparation, and budget team area in government Kendari city with a total of 498 people. Sample size is
determined by proportional stratified random sampling technique so that resulting samples size are 131.
3.2 Data Collection Methods and Measurement
Data is collected by survey that conducted in a single stage (one short study) through questionnaires.
Questionnaires contain question that spread respondent. Furthermore, in-depth interviews is used to uncover the
facts behind the quantitative findings in order to perform synthesis of indicator used to measure study variables,
broaden horizons object of study, identify problems, and confirm the results of analysis/discussion.Measurement
data in this study is a Likert scale. Likert scale used to measure attitudes, opinions and perceptions of
respondents agreement on subject, a particular object or event. Likert scale range from 1 to 5 scales the
following criteria: strongly disagree (1), disagree (2), undecided (3), agree (4); strongly agree.
3.3 Analysis of Structural Equation Modeling (SEM)
SEM analysis was used to test causal relationship between exogenous and endogenous variables in a
model study. SEM analysis essentially consists of confirmatory factor analysis (CFA), and regression
analysis/path analysis. This analysis also used to check validity and reliability of research instrument as a whole
[48].Reason for the use of SEM in this study is based on consideration that: (1) SEM suitable to confirm
unidimensionality of various indicators for a construct/concept/factor, (2) SEM suitable to used to test
suitability/accuracy of a model based on empirical data under study; (3) SEM was suitable to test suitability of
model as well as a causal relationship between built and observed factors in model, and (4) SEM can examine
size effect, whether direct, indirect, or total effect of independent variable (exogenous variable) of dependent
variable (endogenous variable). Therefore the SEM can be used to determine the dominant variable [48].
www.ijbmi.org
43 | Page
6. Role Conflict Toward Employee…
IV.
ANALYSIS AND RESULTS
4.1 Feasibility Testing of Structural Model
Feasibility testing of a structural model aims to know compliance with data and observations
constructed using estimated value of standardized regression weights, consisting of direct relationships and
indirect relationships. Structural model is conform to observational data if the Chi-square is small and
significant at α = 0.05; probability values ≥ 0.05; CMI/DF ≤ 2.00; GFI, AGFI, TLI, NFI and CFI ≥ 0.90, and
RMSEA ≤ 0.80. Feasibility testing results of complete structural model that become basis for comparison of
model suitability index is presented in Table 1 below:
Table 1. Testing of Overall Model Goodness of Fit
Goodness of Fit
Calculation Result
Result
Meaning
Chi Square
202,497
Small
Probabilita
0,000
>0,05
CMI/DF
1,680
≤2
GFI
0,852
≥0,90
AGFI
0,798
≥0,90
TLI
0,943
≥0,90
CFI
0,953
≥0,95
RMSEA
0,079
≤0,08
Source: results of data processing.
Good Condition
Small
>0,05
≤2
≥ 0,90
≥0,90
≥ 0,95
≥0,95
≤0,08
Description
Good
Less
Good
Marginal
Good
Good
Good
Good
Model test results in Table 1 indicate that from eight criteria Goodness of Fit models are built to
estimate structural parameters according to observed data, there are six criteria that meet the minimum
requirements (cut off point) required the Chi-square value; CMI/DF ; AGFI; TLI; CFI, and RMSEA. While the
other two criteria, namely probability and GFI is marginal. Referring to principle of parsimony [48] that if there
are one or two criteria of goodness of fit that has met the expected value, then model can be said well or
development of conceptual models and theoretical hypotheses can be said to be supported by empirical data.
Therefore, it concluded that structural model that constructed in this study are consistent with results of
observation and allows for analysis of structural relationships and testing hypotheses. Model tests are performed
after developing structural relationship model in this research according to data observation and structural
models suitability index. Purpose of structural relationship model testing is to determine relationship between
latent variables that designed in this study. Details of complete structural relationship model are presented in
Figure 2 below:
Figure 2. Standardized estimate of full structural relationship models
www.ijbmi.org
44 | Page
7. Role Conflict Toward Employee…
Description: s = significant path, ns = non-significant path
Figure 2 shows that from all seven direct relationships in this study, there are five significant and two
insignificant. Structural model shows structural relationships in addition to latent variables. It also describes
relationship of latent variables with observable variables and measurement error on each observed variable.
Suitability analysis results of structural model become a basis to analyze relationship between latent variables
and hypothesis testing in order to determine relationship between latent variables and hypothesized causal
relationships that significance levels are presented in Table 2.
Table 2. Path Coefficients (Standardized) Relation between Variables
Relation between variables (Independent
Dependent)
Knowledge(X1)
Organizational
Commitment (X2)
Power (X3)
Knowledge(X1)
Organizational
Commitment (X2)
Power (X3)
Conflict (Y1)
Conflict (Y1)
Conflict (Y1)
Conflict (Y1)
Employee
Performance
(Y2)
Employee
Performance
(Y2)
Employee
Performance
(Y2)
Employee
Performance
(Y2)
Mediation
variables
Path coefficient
(Standardized)
Path Coefficient of Direct Effect
-0.183
-0.069
Hypothesis testing result
p-value
Description
Significant
.436
Insignificant
-0.222
.018
Significant
Significant
0.265
< 0.001
0.222
.029
Significant
-0.006
.930
Insignificant
-0.681
-
.046
< 0.001
Significant
-
Significant
-
Insignificant
-
Significant
-
-
-
Path Coefficient of Mediation Effect
Knowledge(X1)
Organizational
Commitment(X2)
Power (X3)
Employee
Performance
(Y2)
Employee
Performance
(Y2)
Employee
Performance
(Y2)
Conflict (Y1)
0.124
Conflict (Y1)
0.047
Conflict (Y1)
0.151
Source: Results of hypothesis testing
Table 2 and Figure 2 shows that there are seven direct relationship model built in this study: 1)
Knowledge have significant effect on employees performance, 2) organizational commitment have a significant
effect on employee performance, 3) power have insignificant effect on employee performance; 4) knowledge
have significant effect on conflict; 5) organizational commitment have insignificant effect on conflict; 6) Power
have significant effect on conflict; 7) conflict have significant effect on employee performance. Indirect effect
test results can be explained as follows: 1) indirect effect relationship between knowledge on employee
performance that mediated by conflicts show that good performance is not only affected by knowledge but also
have been affected by relatively low intensity conflict. Pattern of relationship is complete mediation. Secondly,
indirect effect relationship between power and employee performance that mediated conflict shows that power
can act as a partial mediation. It means that despite better employee’s performance, intensity conflict likely to be
high.
V.
DISCUSSION OF RESEARCH FINDINGS
Employee performance will achieve maximum results when supported by knowledge owned [40]. Each
employee is expected to continue to explore knowledge and not just rely to existing system. It can be said that
every employee has a role to improve company. While [19] states that factors that affect the business
environment today are no longer information, but have switched to knowledge. Based on analysis the effect of
knowledge on employee performance, it shows that value of standardized path coefficient = 0.265 and p-value
<0.001, thus said to be significant.
www.ijbmi.org
45 | Page
8. Role Conflict Toward Employee…
Testing results showed that hypothesis of knowledge significantly affect on employee performance is
accepted. It means that higher knowledge significantly can increase employee performance. These finding is
consistent with studies of [51], [39], [20], [24], that knowledge significantly affect on employee performance.
Where with good knowledge, the ability of employee, mastery of technology, and experience is needed to grow
company. Adversely, this result is inconsistent with study [22] that knowledge was not a significant effect on
performance due to ability of individual employee, mastery of technology and experience of employees will
reduce the effectiveness of teamwork. Because employees believed that they had more ability than his fellow
team, they tend to bring out personal ego to co-workers so that other team members tend to feel left out.
These findings reinforce theory of knowledge that essentially knowledge can be divided into two
interrelated parts. First, Theoretical Knowledge, knowledge base that owned by employees as working
procedures, as well as company 's motto and mission tasks and responsibilities, other information that required
and obtained both formal (schools, universities) as well as from non-formal (experiences). Second, Practical
Knowledge, knowledge that is given to employees in order to understand how and when employees behave and
act in the face various problems and implementation of work procedures based on knowledge theory and
experiences occurred. Theory of [68] state that a commitment is a form of attitudinal loyalty is expected to exist
in every organization. Furthermore, it is said that a commitment that arises not only positive as loyalty, but it
also involves an active relationship with the labor organization which has goal to provide every effort for
organization successful in work. Commitment can also be effected by tenure factors. Usually employee with
strong commitment will have long tenure, those who have achieved success with organization concerned. As a
logical consequence, there will be a condition that employees who have high job commitment will behave
properly and obey all organization wisdom. Direct effect analysis the effect of organizational commitment on
employee performance obtained path coefficient significant positive of 0.222 and p or-value of <0.001. This
results showed that hypothesis of organizational commitment have a significant effect on employee performance
is accepted. It means that stronger employee organizational commitment will significantly improve employee
performance. This result is consistent with previous studies of [13], [31], [8], [14], and [21] that person's
preferences in organizational commitment can affect employee performance.
Power theory by [60] state power is defined as one's ability to obtain something desired by people. This
theory provides a strong argument that power comes from (1) access to resources, information, and support, (2)
the ability to obtain cooperation needed to accomplish task. Direct effect analysis the effect of power on
employee performance obtained insignificant negative path coefficient of -0006 and p-value of 0.930. It means
that power has no effect on employee performance. Stronger power will not improve employee’s performance.
Thus, hypothesis that power has a significant effect on employee performance is rejected. It is because power is
not dominated by a particular individual or group of budgeting team but by all budgeting team. However, the
empirical fact is different. Cecause of competition for limited resources (budget), team members sometimes feel
ego, feel a close connection to ruling, was a senior and led the unit works, so decision has generated often
sidelined. This result is consistent with previous research of [57], [60], [54], [53], [21] that power significantly
affect on employee performance because power can create superior employee commitment in tasks
implementation and attitude adherence of employees to work. But this result inconsistent with research of [46],
[55] that coercive powers affect insignificant on employee performance because coercive power of employees in
workplace will always create afraid of sanctions and penalties that will eventually lead to resentment.
Conflict theory by [69] state that to face life conflict, scientific knowledge can make conflict as a
driving force for advancement of science. Scientific knowledge tries to find and introduce systematic patterns of
explanation for a number of facts to reinforce the rules by showing logical relations of propositions one another.
Hypothesis testing results show that path coefficients (standardized) of direct effect knowledge on conflict is
negative and significant of -0183 to at p-value of 0.046. Thus, hypothesis that knowledge significantly affect on
conflict is accepted. This shows that there is a significant negative effect of knowledge level on conflict, ie
higher knowledge can significantly reduce conflict. Commitment theory by [37] state that there are multiple
determinants of one's commitment to organization. First, the commitment is effected by several aspects of work
scope itself that called organizational factors. These factors will create a responsible attitude towards the success
of task performed. Secondly, organizational commitment is affected by alternative employment opportunities
owned workers that called non-organizational factors. the greater the turnover opportunity, the greater desire to
work elsewhere, worker’s organizational commitment tends low. Third, employee commitment to organization
was effected by employee's personal characteristics. These factors create initial commitment. Initial
commitment arise when workers just starting to come in as a member of organization. A person who has
commitment at starting work has a tendency to not change jobs for a relatively long period.
www.ijbmi.org
46 | Page
9. Role Conflict Toward Employee…
Including this factor is job satisfaction, age seniority, and tenure. the older workers or the longer work
and more senior, as well as higher satisfaction to work makes people tend to have a relatively high commitment.
Hypothesis testing results showed that path coefficients (standardized) the direct effect of
organizational commitment on conflict variables are negative insignificant at -0069 and p-value of 0.436.
Hypothesis that organizational commitment significantly affect on conflict is rejected. It means organizational
commitment indicators that consist of affective commitment, normative commitment, and continue commitment
can not reduce conflict intensity that tends to be high. Empirical fact show that it closely related to existence of
effective team Budgetary less than 2 (two) months based on Kendari Mayor Decision where employee
organizational commitment is not so prominent. This of research result consistent with [41], [19] and [47] that
organizational commitment have significant effect on conflict, where employees who feel any emotional
attachment, identification, and involvement in organization tend have low conflict intensity. Adversely, study of
[5] shows that organizational commitment does not have significant effect conflict. If employees get a work
environment that not conducive due to unfair competition, conflict will more likely increase. Organizational
commitment of government managers was lower than executives of private companies, because managers in
general government less involved, less loyal, and display weaker identification than private sector executives.
Fundamental concept in conflict theory is power. In interpersonal conflicts, power structure is heart of
a conflict analysis. Power has an important role in process of conflict, Conflict management style and conflict
resolution techniques are chosen by parties to resolve conflict. Is conflict process complicated and timeconsume or not? It depends on power possessed by each party to conflict. Hypothesis test result value of path
coefficient (standardized) direct effect of power on conflict is negative and significant at -0222 and p-value =
0.018. This suggests that power affect on Conflict. Hypothesis that power significantly affect on conflict is
accepted. This shows that there is a significant negative effect of conflict level on power, ie higher power it can
significantly reduce conflict. This result is consistent with research conducted by [44], [34], [2] and [15] that
power has a significant effect on conflict. Power is an important factor for employee as an individual because of
large power reflects competencies among employees themselves. Partially [46] concluded that coercive power
does not have significant effect on performance because coercive power usage will only produce unwanted side
effects that hatred of subordinates. Theory developed by [43] stated that organization conflict is known as the
Conflict Paradox, namely a view that on one side the conflict is considered to improve performance of group,
but on other hand most of groups and organizations seek to minimize conflict. Theory proposed by [10] states
that relationship between conflict and performance follows an inverted U-shaped curve, where conflict is
productive at a moderate level and not productive at a very low or very high level.
Hypothesis testing result shows that direct effect of conflict on employee performance show significant
negative path coefficient value of -0681 and p-value of <0.001. Hypothesis that conflict has significant effect on
employee performance is accepted. It means that lower conflict can significantly improve employee
performance. Empirical strategy approach that taken by employees to manage Team Budgeting is a strategic
approach to conflict management style [52]. It consist of: 1) competition; it happened when one party feels has
power and other resources to impose something to opponent; when decision and action needs to be taken
quickly, such as in emergencies, 2) collaboration; to create an integrated solution; both parties do not have
sufficient powers and resources to impose in order to achieve its objectives. This result is consistent with
research that conflict can improve employee performance. These findings reinforce study results [6] with object
on Dual Career Couple in Jabodetabek). But this is inconsistent with research results of [56], [17], [27], [11],
[11], [6], [45], and [50] which states that dysfunctional conflict significantly affect on employees performance
degradation. Other inconsistent result is done by [1] that affective conflict reduces group performance due to
hostility where affective conflict makes individuals in group are more resistant to job-related ideas expressed by
other group members. Furthermore, study results of [26], in a non-marketing context, describe conflict is
associated with productivity as U inverted graph. Number of conflicts is essential to productivity and change,
whereas organization with little or no conflict will stagnate.
VI.
RESEARCH FINDINGS
Knowledge has direct and significant effect on employee’s performance, as well as through conflict as
mediation. These findings indicate that knowledge with indicator of personal knowledge, job procedures, and
technology is so important to improve employee performance. Conflict becomes complete mediation the
relation between knowledge and employees performance. Conflict become partial mediation to relates
relationship between power and employees performance
www.ijbmi.org
47 | Page
10. Role Conflict Toward Employee…
VII.
RESEARCH CONTRIBUTION
Theoretically, this study contributes to support of view of human relationships (humanist) that conflict
is a natural occurrence in all groups and organizations as well as outlining the interactionist view that
cooperative groups, quiet, peaceful and harmonious tend to become static, apathetic and unresponsive to
changes and innovation. Therefore, this view encourages group leaders to maintain a minimum level of ongoing
conflict. Partial support of research by [58], [36], [9], [33], [23] states that knowledge has a significant effect on
conflict, [41], [19] and [47], [32] states that organizational commitment has not significant negative effect on
conflict [44]. [34], [2] [15] that significantly lowers power conflict. Power is important for employees as
individuals because Power reflects authority size among employees themselves, [51], [39], [22], [20], , [24].
Knowledge has significant effect on employee performance; [13], [31] and [8], [14, [21] states a person's
preferences in Organizational Commitment may affect on employee performance [54], and [53], [21 ], that
power has no significant effect on employee performance and [56], [17], [27], [11, [12], [6], [45], [50] which
states that conflict significantly affect on lower employee performance. This study result has been able to justify
and develop theory of human resource management in a holistic (whole) that management should harmonize
conflict between knowledge and power to improve employee performance. This study contributes to support
formulation programs and policies adopted by Kendari Government to improve employee performance in
organization especially with regard to conflict role on employee performance. Research was conducted at
Kendari Government, capital of Southeast Sulawesi province. the results are expected to generalize and
contributing to implement the district/city governments in Indonesia. Results of this study contribute to unit
leader that conflict significantly affects on employee performance. Conflict is not a threat but a potential for
organization to improve performance.
VIII.
LIMITATIONS OF RESEARCH
There are limitations of this study. First, researchers are civil servants at Government of Kendari.
Therefore, it is possible that respondents fill questionnaire by looking at researcher background to give a
subjective answer. Secondly, busyness and time constraints of respondents at the time of filling the
questionnaire will affect respondents' answers to describe phenomena that happen at work; third, study was
conducted in the area with a culture difference from other regions. Further research is needed on an area that has
a different culture. It would likely increase validity and generalizability of this study.
IX.
CONCLUSION
Knowledge has significant positive effect on employee performance. It means that higher knowledge
(with indicator of employee personal understanding of knowledge, job procedures, and technology) can improve
employee performance. Organizational commitment has significant effect on employee performance. It means
that higher organizational commitment of employees (with indicators of affective commitment, normative
commitment and continue commitment) will improve employee performance. Power does not significantly
affect on employees performance. It means that power (with indicators of replies power, coercive power and
authority continue) can not improve employee performance. Team budgeting power is collective, but sometimes
arise ego from team members so that decision that generated can be countered back and eventually affect
employee performance. Knowledge has significant negative effect on conflict, ie the higher knowledge can
significantly reduce conflict. It means that individual's understanding of personal knowledge, job procedures and
mastering technology will reduce interdependence level among team members. Organizational commitment
does not have significant effect on conflict. It means that organizational commitment can not reduce conflict
intensity, so tends to be high. Power has significant effect on Conflict. It means higher power will decrease
conflict intensity because a tendency to apply coercive power and return (reward power). Knowledge has
significant effect on employees performance who mediated by conflict. It means that higher individual
knowledge will increase employee’s performance. Although conflict intensity tends to be high, individual
employees remain focused to finish his work. Organizational commitment does not have significant effect on
employees performance that mediated by conflict. It means that employee's performance will tend to decrease
when conflict intensity tends to be high. Power has significant effect on employees performance that mediated
by conflict. It means that coercive power, legitimate power and reward power that applied by leader will
decrease intensity of conflict. Conflict has significant effect on employee performance. It means that lower
conflict will increase employee performance. Conflict happened is at minimal conflict and considered as group
dynamics.
www.ijbmi.org
48 | Page
11. Role Conflict Toward Employee…
X.
SUGGESTIONS
Based on research limitations, it can be suggested to next researchers as follows:
1. This study is limited to a quantitative approach that supported by qualitative information. Further research
is expected to use qualitative approach in order information about effect conflict on employee performance
can be obtained more comprehensively.
2. Future studies are expected to accommodate ethnic and cultural diversity. It makes study will broader and
deeper.
3. Complexity the factors that affect employee performance should be observed continuously. Other factors
beyond studied variables provide opportunity to be reassessed.
4. Budget team should come from employees who have knowledge as well as high organizational commitment
to job.
This study proves that Conflict affect on employee performance. High intensity conflict it can degrade
employees performance. Conversely, low intensity conflict will likely improve performance. Therefore, it is
necessary to create conflict management to provide atmosphere and comfort in workplace through improvement
and understanding of knowledge, organizational commitment and power in order to keep employees excited and
eager to work.
BIBLIOGRAPHY
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
[9]
[10]
[11]
[12]
[13]
[14]
[15]
[16]
[17]
[18]
[19]
[20]
[21]
[22]
Amason, A.,C., Hochwarter, W.,A., Thompson, K.,R.,Harrison, A.,W. (1995) Conflict: an important dimension in succesful
management teams. Organizational Dynamic 24 (2) 20-35.
Bart, Chris and Nick Bontis. 2003. Distinguishing between t h e board and management in company mission
Implications for corporate governance Ontario, Canada. Journal of Intellectual Capital. Vol. 4 No. 3, 2003 pp. 361-381 MCB
UP Limited 1469-1930.
Bradford, Kevin D. (2001) Managing Conflict to Improve the Effectiveness of Adhoc Marketing Teams.
Brehmer, B. (1976) Social Judgement Theory and the Analysis of Interpersonal Conflict. Psychological Bulletin, Vol. 83, No. 6, pp.
985-1003, November.
Caykoylu, Sinan and Carolyn P. Egri; Stephen Havlovic Christine Bradley. (2011) Key organizational commitment
antecedents for nurses, paramedical professionals and non-clinical staff. Canada. Journal of Health Organization and
Management. Vol. 25 No. 1, 2011 pp. 7-33.
Christine W.S, Oktorina Megawati dan Indah Mula (2010) Pengaruh Konflik Pekerjaan dan Konflik Keluarga Terhadap Kinerja
dengan Konflik Pekerjaan Keluarga Sebagai Intervening Variabel. Studi pada Dual Career Couple di Jabotabek. Fakultas Ekonomi
Univ. Katolik Atma Jaya. Jurnal Manajemen dan Kewirausahaan, Vol. 12 No. 2. pp121-132.
Chuang, You-ta, Chursh, Robbin dan Zikic, Jelena.(2009) Organizational Culture, Group Diversity and Intra-Group Conflict. Team
Performance Management. Vol. 10. pp. 26-34.
Cohen, Aaron, (2009) Individual values and t h e work/family interface Haifa, Israel. Journal of Managerial Psychology
Vol. 24 No. 8, 2009 pp. 814-832.
Djuaidi, Djohan. Qosbi, Ahmad.(2006) Korelasi Antara Pengetahuan Manajemen Konflik dan Kredibilitas Kepala Kandepag
Terhadap Budaya Kerja Pegawai di Kantor Departemen Agama Kota Medan. Jurnal Penelitian Sekolah Tinggi Ilmu Ekonomi dan
Bisnis. Indonesia Jakarta.
Duarte, Margarida, Gary Davies (2003) Testing the Conflict-performance assumption in business-to business relationships.
Industrial Marketing Management.
Elbanna, Said (2009) the Impact of Affective Conflict on Firm Performance. College of Business and Economics, United Arab
Emirates University, Al Ain, United Arab Emirates. Journal of Management Research News. Vol. 32 No. 9, pp. 789-803.
Gallenkamp, Julia. et al. (2010) Conflict, Conflict Management, and Performance in Virtual Teams. Americas Confrence on
Information System (AMCIS) AMCIS 2010 Proceedings.
Gaski, John F. and Nina M. Ray 2004. Alienation in t h e
distribution channel Conceptualization, measurement,
and initial theory testing. Indiana, USA. International Journal of Physical Distribution & Logistics Management Vol. 34
No. 2, 2004 pp. 158-200.
Gilbert, Kay (2004) Exploring Equal Value Dispute Procedures. Power and Conflict Under Labour. HRM Departmen,
University of Strathclyde, Glasgow, UK. Journal of Employee Relations Vol, 26 No. 4, pp 392 -403.
Handayani, Wiwik. (2008) Dampak Komitmen Organisasional, Self Afficacy Terhadap Konflik Peran dan Kinerja Karyawati PT.
HM. Sampoerna Tbk., Surabaya. Jurnal Riset Ekonomi dan Bisnis Vol. 8 No. 2. FE-UPN Veteran. Jatim.
Inderst, Roman, Holger M. Muller, Karl Warneryd (2006) Distributional Conflict in Organizational. Eropean Economic Review. Pp.
385-402.
Irani, Zahir and Jyoti Chandrie (2002). Sustaining TQM Throughselt directed Work Teams North Dormauth USA. International.
Jurnal Management Vol. 19. No 5. 2002. PP 596.609.
Johnson, Patsy E. and Susan J. Scollay (2001) School-based, decision-making councils Conflict, leader power and
social influence in t h e
vertical team., Kentucky, USA. Journal of Educational Administration, Vol. 39 No. 1, 2001, pp.
47-66.
Kinman, Gai and Fiona Jones. (2008). Effort-reward imbalance, over-commitment and work-life conflict: testing an
expanded model. University of Bedfordshire, Luton, UK, Journal of Managerial Psychology. Vol. 23 No. 3, 2008 pp. 236-251.
Kosasih, Natalia dan Budiani, Sri. (2007). Pengaruh Knowledge Management Terhadap Kinerja Karyawan: Studi Kasus pada
Departemen Front Office Surabaya Plaza Hotel. Jurnal Manajemen Perhotelan. FE-Universitas Kristen Petra, Vol. 3. No. 2.
September 2007.
Lee, Don Y., (2001) Power, Conflict, and Satisfaction in IJV Supplier-Chinese Distributor Channels. Journal of Business Research.
Departement of Business Studies, Hongkong Polytechnic University, Hung Hom, Kowloon, Hongkong, People’s of China.
Lin, Hsiu-Fen. 2007. Knowledge sharing and firm innovation capability: an empirical study Keelung, Taiwan
International. Journal of Manpower Vol. 28 No. 3/4, 2007 pp. 315-332.
www.ijbmi.org
49 | Page
12. Role Conflict Toward Employee…
[23]
[24]
[25]
[26]
[27]
[28]
[29]
[30]
[31]
[32]
[33]
[34]
[35]
[36]
[37]
[38]
[39]
[40]
[41]
[42]
[43]
[44]
[45]
[46]
[47]
[48]
[49]
[50]
[51]
[52]
[53]
[54]
[55]
[56]
[57]
[58]
[59]
Long, D. De, Seemann (2000) Confronting Conceptual Confusion and Conflict in Knowledge Management. Journal Organizational
Dynamics, Vol. 29, No. 1, pp.33-44.
Lopez, Carolina. Nicolas. Merono, Angel L. Cerdan (2011) Strategic Knowledge Management, Innovation and Performance.
Departmen of Management and Finance, University of Murcia, Spain. International. Journal of Information Management.
Mahsun, Mohamad. (2006). Pengukuran Kinerja Sektor Publik. Yogyakarta, Penerbit: BPFE – Yogyakarta.
Marwan, (2006) Konflik Dalam Pengelolaan Sumberdaya Alam dan Lingkungan Di Era Otonomi Daerah (Studi pada Pemerintah
Provinsi dan Kabupaten/Kota di Maluku Utara). Disertasi PDIM FE Universitas Brawijaya Malang.
McCormick. Donald W. (2007) Dramaturgical analysis of organizational change and conflict. California, USA. Journal
of Organizational Change. Management Vol. 20 No. 5, 2007.
Medina, Fransisco J., Munduate, Lourders, Dorodo dan Migual A. (2005). Type of Intra Group Conflict and Affective Relation.
Journal of Management Psycologi. Vol. 20. Pp. 219-230.
Mohamed, Mirghani,. Arthur Murray and Mona Mohamed. (2010). the role of information and communication
technology (ICT) in mobilization of sustainable development knowledge: a quantitative evaluation. New York, USA.
Journal Of Knowledge Manajement vol 14 NO. 5 2010, pp. 744-758
Moore, Ami R., Mark Vosvick & Foster K. Amey. (2006). Stress, social suppor t and depression in informal caregivers
´
ogo. Texas, USA. International Journal of Sociology and Social Policy Vol. 26 No. 1/2,
to people with HIV/AIDS in Lome , T
2006 pp. 63-73.
Moore, Christopher M. and Grete Birtwistle., (2004) Channel power, conflict and conflict resolution in international
fashion retailing. Caledonian University European. Journal of Marketing Vol. 38 No. 7, 2004 pp. 749-769.
Namasivayam, Karthik and Zhao Xinyuan (2006) An Investigation of the Moderating Effect of Organizational Commitment on
the Relationships Between Work-Family Conflict and Job Satisfaction among Haspitality Employees in India. Journal of Tourism
Management, pp 1212-1223.
Panteli, Niki and Sockalingam, Siva (2004) Trust and Conflict Within Virtual Inter-Organizational Alliances: A Framework for
Facilitating Knowledge Sharing. Journal Decision Support Systems. Pp. 599-617.
Park, Sungmin; Alan B. Henkin and Robert Egley.(2006) Teacher team commitment, teamwork and trust: exploring
associations Florida, USA; Journal of Educational Administration Vol. 43 No. 5, 2005 pp. 462-479.
Petermann, Ursula Mense. (2006). Micro Political or Inter-Cultural Conflict-An Integrating Approach. Journal International Management. 302-317.
Pitta, Dennis A. (1999). Ethical issues across cultures: managing t h e differing perspectives of China and t h e USA. Journal
Of Consumer Marketing, Vol. 16 No. 3 1999, pp. 240-256.
Porter, L.,W., Steers, R.M., Mowday, R.T., dan Boulin,P.V., (1982) Organizational Commitment, Job Satisfaction, and Turn Over
Among Psyatric Tehnicans. Journal of Applied Psychology. Vol. 59. 603-609.
Prasetio, Indra, (2008). Pengaruh Pengetahuan, Komitmen, Kekuasaan, Perilaku dan Type Konflik Terhadap Kepuasan Kerja.
Disertasi Program Doktor Ilmu Manajemen FE-UB Malang.
Rasmussen, Palle end Nielsen, Peter,(2011) Knowledge management in t h e firm: concepts and issues. California,
USA International Journal of Manpower Vol. 32 No. 5/6, 2011.
Reuver, Renee de (2006) the Influence of Organizational Power on Conflict Departmen of Human Resources Studies, Tilburg
University, Tilburg, the Netherlands. Dynamics.Journal Personal Review Vol. 35 No. 5, pp589-603.
Reuver, Renee de and Marianne van Woerkom., (2010). Can conflict management be an antidote to subordinate
absenteeism? the Netherlands Journal of Managerial Psychology Vol. 25 No. 5, 2010 pp. 479-494.
Robbins, S. P. (1974) Managing Organizational Conflict: A Non-traditional Approach. Englewood Cliffs, NJ: Prentice Hall.
Robbins, S. P. (1989) Organizational Behavior: Concepts, Controversies and Applications. Englewood Cliffs, NJ: Prentice Hall.
Rod, Michel, and Nicholas J. Ashill (2010) Management commitment to service quality and service recovery
performance A study of frontline employees in public and private hospitals. New Zealand. International Journal of
Pharmaceutical and Healthcare Marketing Vol. 4 No. 1, 2010 pp. 84-103.
Rozikin, Zainur (2006) Pengaruh Konflik Peran, Stres Kerja Terhadap Kinerja Karyawan pada Bank Pemerintah di Kota Malang.
Jurnal Aplikasi Manajemen, Vol. 4 No. 2 Agustus 2006.
Rumapea, Patar (2004). Pengaruh Penggunaan Kekuasaan Paksaan Terhadap Kinerja Karyawan pada PT. (Persero) PLN Wilayah VII Cabang
Manado. Jurnal Forum Penelitian Thn 16, No. 2, hlm. 159-170.
Shafer, William E.(2009). Ethical climate, organizational-professional conflict and organizational commitment.
Hong Kong Accounting, Auditing & Accountability Journal Vol. 22 No. 7, 2009. pp. 1087-1110.
Solimun (2010). Analisis Multivariat Pemodelan Struktural. Metode Partial Least Squere-PLS. CV. Citra Malang.
Storey, J., (1992) “HRM in Action: the truth is out at last”, Personal Management, Vol. 24, pp. 28-31.
Sungkawati Endang (2007) Analisis Konflik dan Stres serta Pengaruhnya Terhadap Kinerja Pekerja Perempuan di PR Karya
Bersama Malang. FE Universitas Wisnuwardhana Malang. Jurnal Arthavidya, Tahun 8, No. 2.
Tews, Michael J., Michel John W. And Lyons, Brian D. (2009). Beyond personality: t h e
impact of GMA on
performance for entry-level service employees. California, USA. Journal of Service Management Vol. 21 No. 3, 2010 pp.
344-362.
Thomas, K.,W., dan Kilmann R.,P.,(1974) Thomas Kilmann Conflict Mode Instrumen. Mountain View, CA: Xicom and CPP.
Thompson, L. (1990) the influence of experience on negotiation performance. Journal of Experimental and Social Psychology, Vol
26.
Tjosvold, Dean and Haifa Sun. (2006). Effects of power concepts and employee performance on managers’
empowering Guangzhou, People’s Republic of China Leadership & Organization Development. Journal Vol. 27 No. 3, 2006 pp.
217-234.
Tzafrir, Shay S. (2008). A universalistic perspective for explaining the relationship between HRM practices and
firm performance at different points in time. Haifa, Israel. Journal of Managerial Psychology Vol. 21 No. 2, 2006 pp. 109130.
Wadongo, Billy; Oscar Kambona Edwin Odhuno.(2011) Emerging critical generic managerial competencies A challenge
to hospitality educators in Kenya African. Journal of Economic and Management Studies Vol. 2 No. 1, 2011 pp. 56-71.
Yukl, G., Falbe, C.M. and Youn, J.Y. (1993) Patterns of Influence Behavior for Manager. Group & Organization Management.
Vol. 18, pp. 5-28.
Zaretsky, Lindy (2004) Advocacy and administration: from conflict to collaboration. Ontario, Canada. Journal of
Educational Administration Vol. 42 No. 2, 2004 pp. 270-286.
Irawanto, Wirawan Dodi (2007) Strategi Pengembangan Kapasitas SDM Melalui Knowledge Management. Jurusan Manajemen
www.ijbmi.org
50 | Page
13. Role Conflict Toward Employee…
[60]
[61]
[62]
[63]
[64]
[65]
[66]
[67]
[68]
[69]
Fakultas Ekonomi Universitas Brawijaya Malang. Jurnal Aplikasi Manajemen, Volume 5, Nomor 3, Desember 2007.
Gibson, C. (1996). Do you hear what I hear? A framework for reconciling intercultural communication difficulties arising from
cognitive styles and cultural values. In M. Erez & P. C. Earley (Eds.), New perspectives on international industrial/Organizational
psychology. San Francisco, CA: Jossey-Bass
Davis, Martha. 2001. Messages: the Communication Skills Book. New Harbinger Publications
Kanchana. 2011. 2007. Commitment and performance in manufacturing SMEs. Journal of Small Business and Enterprise
Development, Volume 12 Number 1 pp. 321-338
Daif, Yousef, A. 2011. Satisfaction As a Predictor of Organizational Commitment and Job Performance In A Multicultural
Environment, Internasional Journal of Manpower, Volume 12, No. 5, pp: 174-191
Raza, Zhaomi. 2011. the moderating effects of organizational commitment on work–family conflict and job satisfaction. Journal of
Tourism Management Volume 24 pp. 121–133
Reuver, Renee de and Marianne van Woerkom., (2010). Can conflict management be an antidote to subordinate
absenteeism? the Netherlands Journal of Managerial Psychology Vol. 25 No. 5, 2010 pp. 479-494.
Brown, A.J. (2000). Social influences on individual commitment to self-directed learning at work. In: G.A. Straka, G.A., ed.
Conceptions of Self-Directed Learning. Münster: Waxmann, pp. 23-36. ISBN 3-89325-864-7
Soanes, C. and A. Stevenson. 2005. Oxford Dictionary of English, Revised Edition, Oxford University Press, , ISBN 0-19861057-2, ISBN 978-0-19-861057-1
Stoner, C. (1995), Strategic planning for the new and small business, Upstart Pub. Co.
Nagel. 1939. http://navelmangelep.wordpress.com/2012/02/21/ accessed 21/11-2012)]
www.ijbmi.org
51 | Page