Work conflict : meaning, measurement, and management

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dc.contributor.advisor Gilin Oore, Debra
dc.creator LeBlanc, Diane Elizabeth 2019-01-23T14:28:08Z 2019-01-23T14:28:08Z 2018
dc.identifier.other BF637 I48 L43 2018
dc.description 301 leaves : illustrations ; 29 cm
dc.description Includes abstract and appendices.
dc.description Includes bibliographical references (leaves 163-186).
dc.description.abstract Scholars have explored conflict work conflict for more than 70 years and yet the basis for this research—a definition and severity scale—are not available. The absence of such a measure limits research linking the psychological experience of work conflict—how individuals think, feel, and behave—to employee functioning and health. To address this gap, the present research reviewed prior theory as a foundation for four studies. Study I was a scale development study with 19 cross-industry workers who recalled critical incidents. Thematic analysis supported the proposed definition and scale development. Study II was a scale validation study conducted with 1029 healthcare and university workers. Quantitative results suggested that a two-factor solution fit the data better than the proposed 3-factor solution. In addition, qualitative analysis of conflict descriptions suggested that the scale was incomplete. Study III was a second scale validation study with 268 workers who were contemporarily experiencing a conflict. Exploratory structured equation modeling supported a 3-factor model. Results indicated that focal work conflicts predict strain even after accounting for other job stressors and intragroup conflict. Rumination, emotion regulation, and psychological distancing each partially mediated the relationship between focal work conflict and strain. The quality of social interactions and one’s power relative to one’s conflict partner moderated the focal work conflict-strain relationship. Finally, Study IV was a diary study with 24 workers who were contemporarily in conflict and participating in conflict coaching. Results provide evidence that conflict coaching is beneficial. Taken together, the four studies suggest that work conflict is a state of social discord (i.e., norm violation or interpersonal friction) characterized by relational negativity (i.e., negative emotions and relational dissonance) that poses a threat to some core human need or state (i.e., one’s interests, identity, security, or sense of inclusion). en_CA
dc.description.provenance Submitted by Greg Hilliard ( on 2019-01-23T14:28:08Z No. of bitstreams: 1 LeBlanc_Diane_PHD_2018.pdf: 2243773 bytes, checksum: 9afe124ed8552b0fa278ebef84f1f28a (MD5) en
dc.description.provenance Made available in DSpace on 2019-01-23T14:28:08Z (GMT). No. of bitstreams: 1 LeBlanc_Diane_PHD_2018.pdf: 2243773 bytes, checksum: 9afe124ed8552b0fa278ebef84f1f28a (MD5) Previous issue date: 2018-12-06 en
dc.language.iso en en_CA
dc.publisher Halifax, N.S. : Saint Mary's University
dc.subject.lcc BF637.I48
dc.subject.lcsh Interpersonal conflict
dc.subject.lcsh Conflict management
dc.subject.lcsh Work environment
dc.subject.lcsh Psychometrics
dc.title Work conflict : meaning, measurement, and management en_CA
dc.title.alternative Focal work conflict
dc.type Text en_CA Doctor of Philosophy in Industrial/Organizational Psychology Doctoral Psychology Saint Mary's University (Halifax, N.S.)
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