Interpersonal Conflict Management styles on Conflict Sources in Services Settings

Abstract

Interpersonal conflict in work place is a potential problem that organizations can neither avoid nor encourage. It's a potential problem faced by the managers cited in literature, observed in practice as well. While eliminating interpersonal conflict from the work place which is a tough task, managing such conflict could be beneficial to organizations such as services enterprises. Hence, the present work is aimed at developing the scheme of things that can be beneficial to the services enterprises in terms of organizational conflict sources and its inadvertent resolution styles. Based on the survey data generated from 550 employees working in various service firms, the outcome of three independent multiple regression model conceived in the present work confirms the existence of dependency relationship between the conflict sources such as Perceived organizational politics, Perceived uncivil behavior, Perceived organizational injustice and the conflict resolution strategies such as integrating style, obliging style, dominating style, avoiding style and compromising style in services settings. The corresponding findings and implications constitute the outcome associated with this work.