Approach to Interpersonal Conflicts in Workplace and Work Engagement

• Autorzy: Tomasz Gigol

Warianty tytułu

Podejście do konfliktów interpersonalnych w miejscu pracy a zaangażowanie w pracę

• Języki publikacji: EN

Abstrakty

EN

Interpersonal conflict at work causes negative consequences such as lowered self-esteem, stress or burnout that intensify when passive approach to conflict is preferred. Therefore, we decided to examine the correlations between the preferred method of conflict management in the workplace and work engagement. We formulated a hypothesis that an active approach to interpersonal conflict management in the workplace influences work engagement. We conducted a quantitative questionnaire study on a group of 786 respondents. As regards conflict management, the theoretical basis was the dual concern model by de Dru et al. [2003] supplemented by the papers by Dijkstra et al. [2009]. In the study, the concept of engagement by Schaufeli et al. [2002] was adopted. It seems that examination of conflict management meth- ods in an organization as a factor that affects work engagement is pioneering and expands knowledge on work engagement. What is more, the influence of conflict management on job satisfaction and the intercorrelations between work engagement and job satisfaction were studied. A hypothesis concerning the influence exerted by the active approach to interpersonal conflict has been confirmed in research. A statistically significant influence of active conflict management over all work engagement components, that is, vigor, dedication, and absorption, was noticed. Examination of satisfaction, in turn, confirmed previous studies in this respect. Research results reinforce scepticism about the frequent conflict management style through avoiding or yielding. If employee engagement is a desirable state in an organization, active conflict management should not be disregarded. A postulated practical conclusion from the study is that active conflict management should be taught in training programs for managers and academic courses for future managers.(original abstract)

Konflikt interpersonalny w pracy powoduje negatywne skutki, takie jak: obniżenie poczucia własnej wartości, stres czy wypalenie, które potęgują się, gdy preferuje się pasywne podejście do konfliktów. W związku z tym podjęto badanie zależności między preferowanym sposobem zarządzania konfliktem w miejscu pracy a zaangażowaniem w pracę. Sformułowano hipotezę, że aktywne podejście do konfliktów interpersonalnymi w miejscu pracy ma wpływ na zaangażowanie w pracę. Przeprowadzono ilościowe badania ankietowe na grupie 786 respondentów. Podstawą teoretyczną w zakresie zarządzania konfliktem był model dualnej troski de Dreu i in. [2003], uzupełniony o prace Dijkstry i in. [2009]. W badaniu przyjęto koncepcję zaangażowania Shaufeliego i in. [2002]. Wydaje się, że badanie metod zarządzania konfliktem w organizacji jako czynnika wpływającego na zaangażowanie w pracę jest pionierskie i stanowi wkład w wiedzę na temat zaangażowania w pracę. Ponadto zbadano wpływ zarzą- dzania konfliktem na satysfakcję z pracy oraz interkorelacje między zaangażowaniem w pracę a satysfakcją z pracy. Hipoteza o wpływie aktywnego podejścia do konfliktów interpersonalnych znalazła potwierdzenie w badaniach. Zanotowano istotny statystycznie wpływ aktywnego zarządzania konfliktem na wszystkie komponenty zaangażowania w pracę, tj. wigor, oddanie i zaabsorbowanie pracą. Natomiast badania nad satysfakcją potwierdziły wcześniejsze badania w tym zakresie. Wyniki badań wzmacniają sceptycyzm co do spotykanego stylu zarządzania konfliktem, przez jego unikanie lub uleganie. Skoro zaangażowanie pracowników jest stanem pożądanym w organizacji, to nie należy zapominać o aktywnym zarządzaniu konfliktem. Postulowanym praktycznym wnioskiem z badań jest uczenie aktywnego zarządzania konfliktem w programach szkoleniowych dla kierowników i w kształceniu akademickim przyszłych menedżerów.(abstrakt oryginalny)

Słowa kluczowe

EN

Conflict management; Employees conflicts; Conflicts in organisation; Employees' engagement; Interpersonal relations; Job satisfaction

PL

Zarządzanie konfliktami; Konflikty pracownicze; Konflikty w przedsiębiorstwie; Zaangażowanie pracowników; Relacje międzyludzkie; Zadowolenie z pracy

• Czasopismo: Organizacja i Kierowanie
• Rocznik: 2019
• Numer: nr 2
• Strony: 25--41

Twórcy

autor

Tomasz Gigol

• Szkoła Główna Handlowa w Warszawie

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