Constructive conflict at work

Two field studies of interpersonal conflict in organizations and a simulated dyadic negotiation show that problem solving and forcing are frequently combined simultaneously and sequentially. As a robust finding, conglomerations of problem solving and forcing appear to enhance the parties' joint effectiveness. The best substantive and relational outcomes for the organization are reached through forcing followed by problem solving. Copyright © 1999 John Wiley & Sons, Ltd.     

Reliability and validity of aggressive driving measures in China

The present research was designed to examine the psychometric properties of Chinese versions of the Self Report Driver Behavior Aggression and Assertiveness subscales, the Driving Vengeance Questionnaire, and the Violent Driving Questionnaire. Study 1 found that the all scales demonstrated good internal consistency, with alphas ranging from .76 to .87 and that assertive driving was related to demerit points received over the past 12 months while driver aggression and violence were linked to collisions over the past 12 months. Study 2 found that the scales exhibited reasonable test-retest reliability, with correlations ranging from .82 to .89. Finally, Study 3 showed that each scale was predicted by other dangerous driving attitudes and behaviors, similar to the original versions. The consistency between the translated and original scales, the implications for use in a Chinese sample, and the uniformity of actions in the traffic environment across cultures are discussed.     

Managing relationship conflict and the effectiveness of organizational teams

Past research has revealed that team effectiveness and satisfaction suffer when teams experience relationship conflict—conflict related to interpersonal issues, political norms and values, and personal taste. This study examined how teams should respond to these conflicts. Three types of conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non‐routine task showed that collaborating and contending responses to relationship conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effectiveness. It is suggested that collaborating and contending responses to relationship conflict distract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task performance. Copyright © 2001 John Wiley & Sons, Ltd.     

Factorial validity of the Maslach burnout inventory—Dutch version (MBI‐NL) among dentists

Burnout is considered to be a long‐term reaction to occupational stress. It is characterized by emotional exhaustion, depersonalization, and diminished personal accomplishment. The most widely used instrument to measure burnout is the Maslach Burnout Inventory (MBI), developed by Maslach and Jackson (1986). From this instrument, Schaufeli and van Dierendonck (1995a) developed a somewhat modified Dutch version: the MBI‐NL. Burnout among dentists has hardly been studied. Since the professions that the MBI‐NL was developed upon are quite different from dentistry, the aim of this study was to test the three‐factor structure of the MBI‐NL against alternative structures among dentists. Both principal components analysis (PCA) and confirmatory factor analysis (CFA) were examined in a representative sample of 709 Dutch general dental practitioners (75 per cent response rate). The three‐factor structure shows the best fit to the underlying data, while other psychometric qualities are very satisfactory. It is concluded that the three‐factor structure of the MBI‐NL is superior to alternative structures, and that the MBI‐NL is a highly suitable instrument to measure burnout among dentists. Copyright © 1999 John Wiley & Sons, Ltd.     

Multi‐wave,multi‐variable models of job insecurity: applying different scales in studying the stability of job insecurity

The study had two specific targets: first, to examine the stability of job insecurity by utilizing three‐year longitudinal data (n = 109) collected in Finland and, second, to clarify psychometric properties of four job insecurity scales, i.e., the global scale, the importance scale, the probability scale and the powerlessness scale. The study was carried out by means of questionnaires, which were answered on three occasions. Analyses were conducted using multi‐wave, multi‐variable models which were estimated and tested via the LISREL program. Generally, the results showed that job insecurity remained relatively stable during the follow‐up period, although there were some variations in the stability as well as in the psychometric properties of the four job insecurity scales examined. More specifically, three of the scales studied showed good psychometric properties, whereas the probability scale could not be estimated longitudinally. Furthermore, working organization and time had effects on the level of job insecurity measured via the different scales. Copyright © 2001 John Wiley & Sons, Ltd.     

Source attribution matters: Mediation and moderation effects in the relationship between work‐to‐family conflict and job satisfaction

On the basis of the source attribution perspective of work–family conflict, this study aims to first test whether threat to the family role mediates the relationship between work‐to‐family conflict and job satisfaction. We then examine boundary conditions of the source attribution perspective by drawing on boundary management and gender role orientation theories to examine whether role segmentation enactment and gender role orientation moderate the relationship between work‐to‐family conflict and job satisfaction. Using a scenario‐based experiment in Study 1, we find that threat to the family role mediates the relationship between work‐to‐family conflict and job satisfaction. This finding provides evidence supporting the appraisal process proposed by the perspective of source attribution. Using survey data collected from 216 Chinese managers and their spouses in Study 2, we find that work‐to‐family conflict has a negative relationship with job satisfaction only among people with high levels of role segmentation between work and home. In addition, for male managers, the negative moderating effect of role segmentation enactment on the relationship between work‐to‐family conflict and job satisfaction is stronger for those with a nontraditional gender role orientation, compared with those with a traditional gender role orientation. Theoretical and managerial implications are discussed.     

Work–family conflict and mindfulness: Investigating the effectiveness of a brief training intervention

This experimental switching replications design study examined the effectiveness of a brief mindfulness‐based training intervention that included a one‐hour mindfulness‐based workshop followed by 13 days of behavioral self‐monitoring (BSM) in an attempt to reduce work–family conflict. The intervention increased participants' mindfulness and decreased work‐to‐family conflict, but did not reduce family‐to‐work conflict. In addition, those who participated in BSM reported greater mindfulness, less work‐to‐family conflict, and less family‐to‐work conflict than did those who did not participate in BSM. Theoretical and practical implications, as well as future research directions, are discussed. Copyright © 2017 John Wiley & Sons, Ltd.     

Re‐thinking burnout

The conceptualization and psychometric properties of the Maslach Burnout Inventory (Maslach and Jackson, 1981 ) were examined by this study. A new structure of five burnout factors was identified using a sample of 480 Australian law enforcement managers. An examination of each item, along with single and confirmatory factor analyses supported both emotional exhaustion and the lack of personal accomplishment factors splitting into two factors while depersonalization remained a single factor. The new five‐factor structure incorporates psychological and somatic strain aspects of emotional exhaustion, and two aspects of the lack of personal accomplishment, namely self and others. This expanded factor structure clarifies the multi‐dimensional nature of the MBI. Further research directions are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

Error orientation questionnaire (EOQ): reliability,validity, and different language equivalence

An Error Orientation Questionnaire (EOQ) was developed, consisting of eight scales on attitudes to and on coping with errors at work. In Study I (representative sample of a German city, N=478) six scales were developed with the help of a confirmatory factor analysis using LISREL techniques. They comprise error competence, learning from errors, error risk taking, error strain, error anticipation, covering up errors. All constructs were validated. In a second study, items were added to the scales and two additional scales, ‘error communication’ and ‘thinking about errors’, were included. The scales were translated into English and Dutch and 160 students in the Netherlands filled out both language versions (Study II). The 8‐factor solutions in English and Dutch were replicated. The issue of language equivalence of these two language versions were taken up (equivalence across correlations exists). Potentially biasing variables did not influence the solutions. Practical uses of the EOQ are pointed out. Copyright © 1999 John Wiley & Sons, Ltd.     

Integrating safety,health and environmental management systems: A conceptual framework for achieving lean enterprise outcomes

IntroductionExpectations from external stakeholders for eco-safe products and production processes and internal stakeholders for transparent, stable, and robust environment, safety, and health operations have driven high technology organizations to adopt multipart management systems. Organizations can protect workers and the environment and simultaneously contribute to lean management principles by implementing integrated management systems. This research adds to the existing discourse and theory pertaining to the integration of environment, safety, and health management systems. Methods: The research was exploratory and inductive in nature and used mixed methods. Specifically, qualitative methods included use of an iterated Delphi method to elicit information from a panel of experts and detailed case studies conducted at four high technology performance manufacturing firms, while quantitative analysis of variance of correlated data investigated the within-firm and between-firm variability in motivating factors for adopting integrated systems and methods used for implementing integrated systems. Results: The results offer an integrated-lean management system framework and the strategies available and used by a sample of high technology performance organizations to simultaneously protect workers, the environment, and support lean enterprise outcomes. Practical applications: Organizations can protect workers, the environment, and simultaneously contribute to lean management principles by implementing integrated management systems requiring joint management that allow for the shared design, evaluation, and continuous improvement of environmental, safety, and health practices that are compatible with the lean enterprise movement in today’s high-performance driven organizations.     

Tracking managerial conflict adaptivity: Introducing a dynamic measure of adaptive conflict management in organizations

Since Darwin, adaptation to change has been associated with survival and fit. Yet, despite this, leaders and managers often get stuck in dominating approaches to conflict, and few scholars have examined the role of adaptation in managing conflicts effectively over time and across changing situations. The goal of this paper is threefold. First, we develop a new measure for assessing conflict adaptivity of managers [the Managerial Conflict Adaptivity Assessment (MCAA)], based on a situated model of conflict in social relations. We define conflict adaptivity as the capacity to respond to different conflict situations in accordance with the demands specified by the situation. The measure consists of 15 distinct work‐conflict scenarios and provides five behavioral response options, which represent five primary strategies employed in conflict. Individuals who tend to respond to the conflicts in a manner consistent with the situations provided are considered to be more adaptive. Second, we test and find that managerial conflict adaptivity is related to higher levels of satisfaction with conflict processes at work as well as higher levels of well‐being at work. Third, we test the MCAA's construct validity and provide evidence that the MCAA is positively related to behavioral flexibility and self‐efficacy. Copyright © 2014 John Wiley & Sons, Ltd.     

Exploring the role of hope in job performance: results from four studies

According to Snyder's hope theory, high hope individuals possess more goal‐related strategies and are more motivated to achieve their goals than their low hope counterparts. Therefore, we examined the relationship between hope and job performance using three different samples of employees of different job levels and industries. We found that more hopeful sales employees, mortgage brokers, and management executives had higher job performance, as measured a year later, even after controlling for their self‐efficacy and cognitive ability. In a fourth study, we examined if more hopeful employees attempt to solve problems differently than do those with less hope. Higher hope management executives produced more and better quality solutions to a work‐related problem, suggesting that hopefulness may help employees when they are confronted with problems and encounter obstacles at work. Copyright © 2007 John Wiley & Sons, Ltd.     

Self‐management perceptions and practices: a structural equations analysis

Self‐management has many potential benefits for organizations. However, application of self‐management to organizational settings has been hampered by lack of theoretical frameworks for self‐management specifically applied to work settings and by a corresponding dearth of psychometrically sound measures. This paper presents results of structural equations modeling of measures of self‐management anchored in a revised version of the Brief and Aldag (1981) model of the self in organizational behavior. Using confirmatory factor analysis procedures (CFA), two a priori measures of self‐management are examined. Results point to two relatively distinct facets of self‐management, each of them composed of four relatively independent subscales. Finally, a structural model evidencing a pervasive set of relationships between self‐management perceptions and self‐management practices is provided. Copyright © 1999 John Wiley & Sons, Ltd.     

Team conflict management and team effectiveness: the effects of task interdependence and team identification

The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy‐seven intact work teams from high‐technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright © 2008 John Wiley & Sons, Ltd.     

Polish adaptation of three self-report measures of job stressors: the Interpersonal Conflict at Work Scale,the Quantitative Workload Inventory and the Organizational Constraints Scale

Aim. The objective of the present study was to test the psychometric properties, reliability and validity of three job stressor measures, namely, the Interpersonal Conflict at Work Scale, the Organizational Constraints Scale and the Quantitative Workload Inventory. Method. The study was conducted on two samples (N?=?382 and 3368) representing a wide range of occupations. The estimation of internal consistency with Cronbach's α and the test–retest method as well as both exploratory and confirmatory factor analyses were the main statistical methods. Results. The internal consistency of the scales proved satisfactory, ranging from 0.80 to 0.90 for Cronbach's α test and from 0.72 to 0.86 for the test–retest method. The one-dimensional structure of the three measurements was confirmed. The three scales have acceptable fit to the data. The one-factor structures and other psychometric properties of the Polish version of the scales seem to be similar to those found in the US version of the scales. It was also proved that the three job stressors are positively related to all the job strain measures. Conclusions. The Polish versions of the three analysed scales can be used to measure the job stressors in Polish conditions.     

Applying models of employee identity management across cultures: Christianity in the USA and South Korea

Identity management refers to the decisions individuals make about how they present their social identities to others. We examined cross‐cultural differences in distancing and affirming identity management strategies of Christian‐identified employees utilizing samples from the USA and South Korea. Religious centrality, risks of disclosure, pressure to assimilate to organizational norms, and nation were key antecedents of chosen identity management strategies. Risks of disclosure and pressure to assimilate related to more distancing and less affirming strategies when religious centrality was low, but nation served as a boundary condition for the moderating effects of religious centrality. Distancing strategies related to negative outcomes regardless of religious centrality, but affirming strategies only related to positive outcomes when religious centrality was low. We discuss how this work contributes to theoretical and practical understanding of identity management in the workplace and across cultures. Copyright © 2014 John Wiley & Sons, Ltd.     

A within‐individual study of interpersonal conflict as a work stressor: Dispositional and situational moderators

Focusing on interpersonal conflict as a work stressor, the authors used a within‐subjects research design to examine the effect of conflict episodes on employees' negative affect on the job. The roles of agreeableness and social support in moderating the negative effects of conflict episodes were also examined. A two‐week experience‐sampling study revealed that interpersonal conflict influenced employees' intraindividual fluctuations in negative affect. As predicted, agreeableness and social support influenced individuals' patterns of affective responses to conflict, such that conflict was more strongly associated with negative affect for agreeable employees, and for those with lower levels of social support at work. Overall, the results suggest that both personality (agreeableness) and context (social support) significantly moderate the affective implications of interpersonal conflict at work. Copyright © 2010 John Wiley & Sons, Ltd.     

The virtue and vice of workplace conflict: food for (pessimistic) thought

Many authors, myself included, have suggested that workplace conflict may be beneficial to the organization. I argue that the support for this conclusion is rather weak. A selective and necessarily limited review of the literature shows that: (1) the positive functions of conflict are found only under an exceedingly narrow set of circumstances, (2) the conclusion that (particular forms of) conflict and conflict management has positive functions can be criticized on methodological grounds, (3) even under favorable circumstances a number of serious negative functions can be identified as well, (4) negative functions easily outweigh positive functions, prohibiting the emergence of ‘positive workplace conflict’ (where conflict has predominantly positive consequences), and (5) organizations need cooperative conflict management not because it brings positive conflict, but because it prevents workplace conflict to hurt too much. Copyright © 2007 John Wiley & Sons, Ltd.     

Balancing work and family: a field study of multi‐dimensional,multi‐role work‐family conflict

Little is known about the effectiveness of family‐friendly policies (FFPs) in reducing interrole conflicts involving work and family. The present study examined the influence of FFPs, work‐family culture, and family characteristics on salient job outcomes, and multiple dimensions of work‐family conflict (WFC) and family‐work conflict (FWC). Results from a survey of 564 workers, indicate that FFPs exert minimal effects on felt conflict, and that a positive work‐family culture and family support may be more instrumental in helping employees balance work and home roles. Findings also suggest that sources of conflict varied among workers, as did the mechanisms used to address WFC and FWC. This study underscores the importance of examining WFC as a multi‐dimensional phenomenon affecting employees in a variety of family structures, as well as considering the impact of FFPs in conjunction with work‐family culture. Copyright © 2007 John Wiley & Sons, Ltd.     

The role of regulatory fit in visionary leadership

It is generally argued that leader visions motivate followers by focusing on reaching desirable end‐states. However, it has also been suggested that visions may motivate followers by focusing on avoiding undesirable situations. In this paper we investigate the effects of appeals that focus on preventing an undesirable situation (i.e., prevention‐appeals) as well as appeals that focus on promoting a desirable situation (i.e., promotion‐appeals). We argue that the effectiveness of promotion‐ and prevention‐appeals is contingent on follower regulatory focus. In two experiments we show that prevention‐appeals lead to better performance than promotion‐appeals for more prevention‐focused followers, while the reverse is true for more promotion‐focused followers. We find this pattern for a dispositional measure of follower regulatory focus (Study 1) as well as for a manipulation of follower regulatory focus (Study 2). Copyright © 2009 John Wiley & Sons, Ltd.