An integrative framework of supervisor responses to workgroup conflict
Way, Kirsten, Jimmieson, Nerina L., & Bordia, Prashant (2011) An integrative framework of supervisor responses to workgroup conflict. In Alexander-Stamatios, Antoniou & Cooper, Cary (Eds.) New Directions in Organizational Psychology and Behavioral Medicine. Gower, Farnham, Surrey, pp. 191-219.
It is well-established that prolonged exposure to workplace conflict, as a work stressor, is linked to physical illness and psychological dysfunction in employees (see Spector and Jex, 1998; Romanov, Appelberg, Honkasalo, and Koskenvuo, 1996; Skogstad, Einarsen, Torsheim, Aasland, and Hetland, 2007). In addition to the negative implications for physiological and psychological health, workplace conflict has been shown to influence employee behaviors that have consequences for organizational effectiveness (e.g., turnover and impaired performance; see Bowling and Beehr, 2006; De Dreu and Weingart, 2003). Further, research suggests that managers spend approximately 20 percent of their time managing conflict (Thomas, 1992; Baron, 1989). There also are substantial financial implications associated with workplace conflict. For example, in the United Kingdom, costs at the national level for sickness absence and replacement costs has been estimated to be close to £2 billion per annum (Hoel, Sparks, and Cooper, 2001).
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|Item Type:||Book Chapter|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Deposited On:||19 May 2014 01:31|
|Last Modified:||24 Aug 2016 15:53|
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