The Relationship Between Conflict Management and Job Performance

dc.contributor.author Majid, Mohd Yunus
dc.contributor.author Maarof, Fariedah
dc.date.accessioned 2022-04-22T06:04:46Z
dc.date.available 2022-04-22T06:04:46Z
dc.date.copyright © 2017
dc.date.issued 2017
dc.description This 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_60 en_US
dc.description.abstract The 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.citation Majid, 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_60 en_US
dc.identifier.isbn 978-331943433-9
dc.identifier.issn 21987246
dc.identifier.uri https://doi.org/10.1007/978-3-319-43434-6_60
dc.identifier.uri http://hdl.handle.net/20.500.12519/545
dc.language.iso en en_US
dc.publisher Springer Science and Business Media B.V. en_US
dc.relation Authors Affiliations : Majid, M.Y., Universiti Tenaga Nasional, Bangi, Malaysia; Maarof, F., Canadian University of Dubai, Dubai, United Arab Emirates
dc.relation.ispartofseries Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy. Springer Proceedings in Business and Economics;
dc.rights License to reuse the abstract has been secured from Springer Nature and Copyright Clearance Center.
dc.rights.holder Copyright : © 2017, Springer International Publishing Switzerland.
dc.rights.license License Number : 5292360154702 License date : Apr 19, 2022
dc.rights.uri https://s100.copyright.com/CustomerAdmin/PLF.jsp?ref=fa724e5f-fd1a-41f5-8915-51a3505e3257
dc.subject Compromising en_US
dc.subject Conflict management en_US
dc.subject Integrating en_US
dc.subject Job satisfaction en_US
dc.subject Obliging en_US
dc.title The Relationship Between Conflict Management and Job Performance en_US
dc.type Conference Paper en_US
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