Conflict management can be stated as the procedure to limit every negative characteristic of conflict, when incrementing every positive aspect of conflict (Choi and Ha 2018). The most significant objective of this conflict management is the subsequent enhancement of group as well as learning outcome after involvement of performance and effectiveness within the organizational settings. As per Choi and Ha 2018, the conflict management culture is the most significant and noteworthy factors that affect productivity and job satisfaction within the work place. There are two types of effects for job satisfaction, which are positive and negative and each of these effects provide significant outcome of group level and a dominant conflict management culture enables major changes in any specific organization or company (Choi and Ha 2018). The journal article by Choi and Ha has covered several factors and aspects of conflict management culture with proper details. However, it comprises of literature gap in some of the areas as well. The literature has not covered every example of conflict management culture and extremely few examples are being covered in this article. The research methods and data collection are covered with analysis; however, the literature has gaps in research variables and conditions (Choi and Ha 2018). Moreover, the details of decision making process due to conflict management in any organization is not being provided in this literature.
Conflict and style of the conflict management majorly influences groups, individuals a well as organizational effectiveness (Choi and Ha 2018). The conflict management culture has a stronger influence on the entire procedure of conflict management. Several researchers have eventually conceptualized various style of conflict managing culture in respect to be agreeable, competitive and cooperative. There are various concepts of the culture for conflict management and there core influences on the individual level results (Choi and Ha 2018). Choi and Ha 2018, have focused on significant organizational environment in respect to psychological atmosphere and not on the simplified styles of conflict management. They have discussed about three distinct types of conflict management culture styles. These three styles helps to predict that whether an employee is satisfied or not. The first and the foremost type of conflict management culture is dominant culture system, which is majorly featured by the active confrontation since the normal behavioural strategy are utilized for solving conflicts publicly and thus the individual competitive behaviour in terms of disagreement resolving are correct in the environment (Choi and Ha 2018) (Choi and Ha 2018).
The second important and significant conflict management culture described in this specific study is the conflict managing culture of collaborative style (Choi and Ha 2018). This particular style of such culture is subsequently featured by the proper support since the strategy of normal behaviour is being utilized for the purpose of resolving conflicts and hence the cooperative actions and behaviour that are correct and proper in the environment (Choi and Ha 2018). The final and the third type of conflict management culture style that is being discussed in this journal article of Choi and Ha 2018 is avoidant conflict management culture. This typical culture style of conflict management could be featured by the passive withdrawals from several conflicts as the normal behavioural strategies and is considered as suitable for preserving the group agreement (Choi and Ha 2018). The individual feelings, psychological outcomes and attitudes are eventually influenced by these organizational culture for conflict management.
The conflicts are being observed within daily interpersonal interaction within any organization and hence there are several major and significant aspects such as psychological outcomes, attitudes and individual feelings, which have influence on the respective organizational culture subsequently (Choi and Ha 2018). In several researches, it was being reported that the various cultures of conflict management comprise of different effects on the individual levels of job satisfaction. As job satisfaction subsequently represents enjoyment, enthusiasm and work satisfaction; it is being considered as one of the major and the most important or noteworthy factor to determine respective work place results like decreased rate of turnover and increment in organizational commitment. Various studies have also showed that the conflict managing culture of dominant associates with the job satisfaction negatively and the conflict managing culture of collaborative is positively linked with the job satisfaction (Choi and Ha 2018). However, there are no consistent results in respect to avoidant conflict management culture style.
Moreover, for affecting the psychological feelings and individual satisfaction, the atmosphere and culture of conflict management within the work places could even have significant influence on the productivity and work effectiveness of every individual (Choi and Ha 2018). Withdrawal, delay and lethargy are majorly associated with the individual work place culture and psychological conditions. The employees could eventually produce innovative and creative results within the collaborative conflict management culture as they could easily express the ideas. Thus, the procedure of individual perception of work productivities are being inclined by such culture eventually. The relationship between culture of conflict management and job satisfaction is extremely significant and should be maintained under every circumstances (Choi and Ha 2018). Furthermore, the issues such as cultural differences in respect to the conflict managing culture could be resolved with work productivity and job satisfaction.
4. Discussion of Mediating Effect of Organizational Culture in Relationship between Conflict Management Culture and Productivity
One of the major and the most important organizational factors amongst the staffs is job satisfaction (Choi and Ha 2018). This inner feeling is assumed as the most basic factor, which is being emerged by the several elements at work place. As per the several role of elements on job satisfaction, each and every organizational manager must consider the appropriate management style. The lack of consideration to the human requirement eventually leads to seem different abnormal behaviours within work place (Choi and Ha 2018). The most important purpose of this mediating effect of organizational culture is to focus on the major role of conflict management style over major job satisfaction amongst staffs and even tests the relation within culture of conflict management and employee productivity within work place. The correct management styles at the company is solely dedicated with proper accurateness. The required and appropriate behaviours and actions could even vary in several countries as the understanding with such significant culture like avoidant, collaborative and dominant (Choi and Ha 2018). Moreover, this conflict management also undertakes the cultural differences into account for the purpose of reducing the requirement of training as well as support in respect to the organizational culture and environment by simply giving subsequent work friendly experiences to the employees. Hence, the significant cultural differences could easily influence the job satisfaction as well as work productivity to a higher extent (Choi and Ha 2018). The productivity and job satisfaction for the employees are highly influenced and the employees obtain major benefits eventually.
There are several important and significant strengths and weaknesses of the journal article by Choi and Ha 2018. These strengths and weaknesses help to understand the depth of the research area as well as literature gap. The major strengths of this particular journal article are as follows:
iii) Job Satisfaction: The next important strength of this study is job satisfaction. This particular journal article provides a basic idea of job satisfaction after resolving conflicts or bringing conflict management culture within the work place and helping the employees in understanding the requirement of conflict management culture. (Choi and Ha 2018)
The weaknesses of the article by Choi and Ha 2018 are as follows:
Whenever, various individuals work together, the occasional conflict is extremely common (Choi and Ha 2018). The procedure of setting any organization apart from the other is by the process of people responding to conflicts as soon as it is arising. Although, major disagreements could take place within the individuals, the organizational culture could eventually effect on how people are arguing. When the employees are involved in conflicts, it becomes extremely difficult to enhance productivity within any particular company. The easy resolution of conflict could even help the organizational management in saving the entire organization as well as the employees (Choi and Ha 2018). Moreover, valuable organizational resources like money and time are also saved with the help of conflict management culture.
When the employees will be motivated and satisfied, it is evident that they would work properly without any type of issue or complexity (Choi and Ha 2018). The employee representation is encouraged, which could easily help to identify as well as addressing of performance, personal issues and attendance before developing the deep rooted issues. In this article, three distinct styles are the dominant culture, collaborative culture and avoidant culture of conflict management. The most suitable style of conflict management for the United States of America is collaborative conflict management culture style and the most suitable style of conflict management of Korea is dominant conflict management culture style (Choi and Ha 2018). However, there is no statistically difference between two countries for the work productivity.
References
Choi, Y. and Ha, J., 2018. Job satisfaction and work productivity: The role of conflict-management culture. Social Behavior and Personality: an international journal, 46(7), pp.1101-1110.
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