The Relationship Between Conflict Management and Job Performance

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dc.contributor.authorMajid, Mohd Yunus
dc.contributor.authorMaarof, Fariedah
dc.date.accessioned2022-04-22T06:04:46Z
dc.date.available2022-04-22T06:04:46Z
dc.date.copyright© 2017
dc.date.issued2017
dc.descriptionThis conference paper is not available at CUD collection. The version of scholarly record of this paper is published in Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy. Springer Proceedings in Business and Economics (2017), available online at: https://doi.org/10.1007/978-3-319-43434-6_60en_US
dc.description.abstractThe aim of this study is to examine the relationship between conflict management (CM) and job performance (JP). There are five styles of conflict management which are integrating, dominating, obliging, avoiding, and compromising. However, in this research the author only focuses on integrating, obliging, and compromising styles which are considered as our independent variables and job performance as our dependent variable. Accordingly, dominating (high concern for self and low concern for others) and avoiding (low concern for self and others) styles do not fit Malaysian culture. Data consists of respondents in the banking sector. Correlation analysis was used to support the findings. It was found out that obliging and compromising have a significant relationship with job performance while no relationship exists between integrating and job performance. It appears that the reserved and soft-spoken Malaysian would opt to sacrifice their goals (obliging) and can easily agree with the outcomes of the conflict management (compromise), as supported by research findings by Wang et al. (Manag Int Rev 45:3–21, 2005). The individualistic-collectivist culture characteristics indicate different approaches between Western and Asian managers in handling conflict management, Wang et al. (Manag Int Rev 45:3–21, 2005). © 2017, Springer International Publishing Switzerland.en_US
dc.identifier.citationMajid, M.Y. & Maarof, F. (2017). The Relationship Between Conflict Management and Job Performance. In R. Benlamri & M. Sparer (Eds.) Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy. Springer Proceedings in Business and Economics (pp. 687 - 695). Springer, Cham. https://doi.org/10.1007/978-3-319-43434-6_60en_US
dc.identifier.isbn978-331943433-9
dc.identifier.issn21987246
dc.identifier.urihttps://doi.org/10.1007/978-3-319-43434-6_60
dc.identifier.urihttp://hdl.handle.net/20.500.12519/545
dc.language.isoenen_US
dc.publisherSpringer Science and Business Media B.V.en_US
dc.relationAuthors Affiliations : Majid, M.Y., Universiti Tenaga Nasional, Bangi, Malaysia; Maarof, F., Canadian University of Dubai, Dubai, United Arab Emirates
dc.relation.ispartofseriesLeadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy. Springer Proceedings in Business and Economics;
dc.rightsLicense to reuse the abstract has been secured from Springer Nature and Copyright Clearance Center.
dc.rights.holderCopyright : © 2017, Springer International Publishing Switzerland.
dc.rights.licenseLicense Number : 5292360154702 License date : Apr 19, 2022
dc.rights.urihttps://s100.copyright.com/CustomerAdmin/PLF.jsp?ref=fa724e5f-fd1a-41f5-8915-51a3505e3257
dc.subjectCompromisingen_US
dc.subjectConflict managementen_US
dc.subjectIntegratingen_US
dc.subjectJob satisfactionen_US
dc.subjectObligingen_US
dc.titleThe Relationship Between Conflict Management and Job Performanceen_US
dc.typeConference Paperen_US
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