집단적 요인과 개인적 요인이 갈등관리유형 선호에 미치는 영향에 관한 연구
An Effect of the Group and Personal Factors on the Preference of the Conflict Handling Styles
0
조회
0
다운로드
1
인용
0
참고문헌
키워드
초록
This study is to categorize five types of conflict handling styles that employees can take when conflict occurs. The five types are integrating, avoiding, dominating, obliging, and compromising. I found these factors that explain conflicts handling styles divided them into organizational structure, task group functioning and need styles and how certain factors explain different kinds of conflict handling styles without other factors. To measure conflict handling styles, this study used the scale of conflict style devised Rahim. Data were collected by the survey method from employees engaged in the service industry located Seoul, the Province of Gyeonggi, and the Province of Gangwon. In addition, in order to prove my hypothesis, I used hierarchical regression analysis method to find the pure explanation that each factors have without multicollinearity. According to the study’s result, in a person’s type of needs, if the need for achievement is high, they prefer integrating style. In contrast, if the need for achievement is low, they prefer avoiding style. Also, if the need for affiliation is high, the employees prefer compromising style. But if the need for affiliation is low and the need for dominance is high, the employees favor dominating style. However, in task group functioning, group homogeneity, group cohesiveness, and group goal clarity are high, or the confidence in peers and management is high, the employees prefer obliging style to other conflicts handling styles. As well as if group homogeneity, group cohesiveness, and group goal clarity are high, it was found that they prefer compromising style. Also, if the role conflict that is related to organizational structure is serious, employees prefer obliging style, but they have weakenss in explanation. To sum up these results, if the employees have obliging style that shows lack of concerns over themselves and at the same time, have high concerns to others, is affected by task group or organization. And we can infer that the other conflicts handling styles are effected by personal characteristic.
Abstract
This study is to categorize five types of conflict handling styles that employees can take when conflict occurs. The five types are integrating, avoiding, dominating, obliging, and compromising. I found these factors that explain conflicts handling styles divided them into organizational structure, task group functioning and need styles and how certain factors explain different kinds of conflict handling styles without other factors. To measure conflict handling styles, this study used the scale of conflict style devised Rahim. Data were collected by the survey method from employees engaged in the service industry located Seoul, the Province of Gyeonggi, and the Province of Gangwon. In addition, in order to prove my hypothesis, I used hierarchical regression analysis method to find the pure explanation that each factors have without multicollinearity. According to the study’s result, in a person’s type of needs, if the need for achievement is high, they prefer integrating style. In contrast, if the need for achievement is low, they prefer avoiding style. Also, if the need for affiliation is high, the employees prefer compromising style. But if the need for affiliation is low and the need for dominance is high, the employees favor dominating style. However, in task group functioning, group homogeneity, group cohesiveness, and group goal clarity are high, or the confidence in peers and management is high, the employees prefer obliging style to other conflicts handling styles. As well as if group homogeneity, group cohesiveness, and group goal clarity are high, it was found that they prefer compromising style. Also, if the role conflict that is related to organizational structure is serious, employees prefer obliging style, but they have weakenss in explanation. To sum up these results, if the employees have obliging style that shows lack of concerns over themselves and at the same time, have high concerns to others, is affected by task group or organization. And we can infer that the other conflicts handling styles are effected by personal characteristic.
참고문헌 (36)
- 양기동, "개인의 욕구 강도와 갈등관리유형과의 관계에 관한 연구", 국민대학교 경영연구소 논문집, 1, pp.261~274 (1995)
- 이광로, "Type A", B에 따른 갈등관리유형 선호의 차이, 1998, pp.9, 221~238
- 이광로, "국가간 문화차이에 따른 갈등관리유형의 선호에 관한 비교 연구", 생산성논집, 13(1), pp.327~361 (1999)
- Bell, E. C., "Personality Correlates of Conflict Resolution Models", Human Relations, 30, pp.849~957 (1977)
- Brief, A., "Correlates of Role Indices", Journal of Applied Psychology, 61, pp.468~472 (1976)
- Chanin, M. N., "A Study of the Relationship between Jungian Personality Dimension and Conflict-handling Behavior", Human Relations, 37, pp.863~879 (1984)
- Cook, J. D., "The Experience of Work", pp.259~260 (1981), Academic Press
- Greene, C., "Role Ambiguity, Locus of Control, Role Dynamics and Job Behavior", Journal of Applied Psychology, 58, pp.101~102 (1973)
- Hamner, W. C., "Relationship of Role Conflict and Role Ambiguity to Job Involvement Measures", Journal of Applied Psychology, 59, pp.497~499 (1974)
- House, R. J., "Role Conflict and Ambiguity as Critical Variables in a Model of Organizational Behavior", Organizational Behavior and Human Performance, 7, pp.467~505 (1972)
- Jones, R. E., "Personality and the Preference for Models of Conflict Resolution", Human Relations, 35, pp.649~658 (1982)
- Kahn, R. L., "Organizational Stress:Studies in Role Conflict and Ambiguity" (1964), Wiley
- Kilmann, R. H., "Interpersonal Conflict-handing Behavior as Reflections of Jungian Personality Dimensions", Psycholo-gical Reports, 37, pp.863~879 (1975)
- Kilmann, R. H., "Developing a Forced-choice Measure of Conflict Handling behavior : The “MODE” Instrument", Educational and Psychological Measurement, 37, pp.309~325 (1977)
- Lawrence, P. R., "Organization and Environment, Graduate School of Business Administration" (1967), Harvard University
- Lyons, T. F., "Role Clarity, Need for Clarity, Satisfaction, Tension, and Withdrawal", Organizational Behavior and Human Performance, 6, pp.99~110 (1971)
- Miles, R. H., "An Empirical Test of Causal Inference Between Role Perceptions of Conflict and Ambiguity and Various Personal Outcomes", Journal of Applied Psychology, 60, pp.334~339 (1975)
- Miles, R. H., "Role Requirements as Sources of Stress", Journal of Applied Psychology, 61, pp.699~710 (1976)
- Miles, R. H., "Organizational Role Conflict : Its Antecedents and Consequences", Organizational Behavior and Human Performance, 17, pp.19~44 (1976)
- Moch, K. M., "Structure, Task Characteristics, and Experienced Role Stress in Organizations Employing Complex Technology", Organizational Behavior and Human Performance, 24, pp.258~268 (1979)
- Morris, J. H., "Influence of Organization Structure on Role Conflict and Ambiguity for Three Occupational Groupings", Academy of Management Journal, 22, pp.58~71 (1979)
- Myers, I. B., "Myers-Briggs Type Indicator, Educational Testing Service" (1962), Princeton
- Nicholson, P. J., "The Relationship of Organization Structure and Interpersonal Attitudes to Role Conflict and Ambiguity in Different Work Environments", Academy of Management Journal, 26, pp.148~155 (1983)
- Owen, W. F., "Metaphor Analysis of Cohesiveness in Small Groups", pp.107~116 (1985), Small Group Behavior
- Perrewe, P. L., "The Moderating Effects of Activity Level and Locus of Control in the Personal Control-Job Stress Relationship", International Journal of Psychology, 22, pp.179~193 (1987)
- Perrewe, P. L., "The impact Type A Behavior and Personal Control on Perceptions of Anxiety, Conflict and Satisfaction among Members of a Decision Making Group", Journal of Social Behavior and Personality, 5, pp.123~135 (1990)
- Rizzo, J. R., "Role Conflict and Ambiguity in Complex Organizations", Administrative Science Quarterly, 15, pp.150~163 (1970)
- Rosers, D. L., "Organizational Antecedents of Role Conflict and Ambiguity in Top Level Administrators", Administrative Science Quarterly, 21, pp.598~610 (1976)
- The Structure of Interpersonal Trust in the Work Place, "Schindler, P. C.", 563~573 (1993)
- Schuler, R. S., "Role Perceptions, Satisfaction, and Performance : A Partial Reconciliation", Journal of Applied Psychology, 60, pp.683~687 (1975)
- Schneer, J. A., "Manifest Needs as Personality Predispositions to Conflict-handling Behavior", Human Relations, 40, pp.575~590 (1987)
- Seligman, M. E. P., "Helplessness : On Depression, Development, and Death" (1975), Freeman
- Sims, H. P., "Leader Structure and Satisfaction of Nurses : A Path Analysis Approach", Journal of Applied Psychology, 60, pp.194~197 (1975)
- Steers, R. M., "Braunstein, A Behaviorally-Based Measure of Manifest Needs in Work Setting", Journal of Vocational Behavior, 9, pp.251~266 (1976)
- Thomas, K. W., "Conflict Management in:Handbook of Industrial and Organizational Psychology", pp.889~935 (1976), Rend McNally
- Tosi, H. W., "Organizational Stress as a Moderator of the Relationship between Influence and Role Response", Academy of Management Journal, 14, pp.7~20 (1971)