THE EFECT OF CONFLICT MANAGEMENT STYLES ON EMPLOYEE PERFORMANCE AMONG LEBANESE INDUSTRIAL FIRMS
This paper studies the effect of conflict management on employees’ performance among some industrial firms in Lebanon. First, conceptual framework was developed based on extensive literature review where conflict management styles and employee performance were discussed comprehensively in terms of definitions and related previous studies. Due to the lack of empirical studies in the Lebanese industrial sector, this empirical study was conducted to test the proposed research hypotheses. Thus, a quantitative approach was adopted through conducting an online survey among 93 employees from three different industrial organizations specialized in producing construction materials, plastics, and wood and metal furniture in Lebanon. The response rate was limited due to COVID-19 Pandemic, where only 63 employees responded. Data analysis was conducted through SPSS. Descriptive statistics were obtained and research hypotheses were tested using Pearson correlation and regression analysis. The results obtained showed that in general, conflict management has positive and significant effect on employees’ performance but to a weak extent. Particularly, only collaborative, compromising and accommodating styles had weak positive correlation with employee performance. Future surveys may involve more companies on a larger geographical scale, and include additional number of workers, for the purpose of attaining more reliable results.
Aminudin, N., Sundari, E., Shankar, K., Deepalakshmi, P., Fauzi, R. I., & Maseleno, A. (2018). Weighted Product and Its Application to Measure Employee Performance. International Journal of Engineering & Technology, 7(2.26), 102-108.
Badreddine, Z., & Aoun, M. (2019). Performance Appraisal Systems in Hiram Hospital and its Relationship with Employees’ Performance: Empirical Study. Journal of Business and Social Review in Emerging Economies, 5(2), 275-286.
Bahari, S. F. (2010). Qualitative versus quantitative research strategies: contrasting epistemological and ontological assumptions. Sains Humanika, 52(1).
Baillien, E., & De Witte, H. (2009). The relationship between the occurrence of conflicts in the work unit, the conflict management styles in the work unit and workplace bullying. Psychologica Belgica, 49(4), 207.
Balouch, R., & Hassan, F. (2014). Determinants of job satisfaction and its impact on employee performance and turnover intentions. International Journal of Learning & Development, 4(2), 120-140.
Bartlett, M. E. (2009). Workplace incivility and conflict management styles of community college leaders in the nine mega states (Doctoral dissertation). Retrieved from ProQuest Dissertations and Theses database.(Doc No. 3355130).
Dhammika, K. A. S. (2013). Measuring Employees’ Performance in the Public Sector in Sri Lanka: Testing of Two Models.
Ezzeddine, R., & Aoun, M. (2020). The Effect of 5S on Employee Performance: An Empirical Study among Lebanese Hospitals. International Business and Accounting Research Journal, 4(1), 44-50.
Frost, J. (2013). Regression analysis: How do I interpret R-squared and assess the goodness-of-fit. The Minitab Blog, 30.
Havenga, W., & Visagie, J. (2011). Managing conflict in a South African non-profit organization: An analysis of conflict generating factors and conflict management styles. Journal of International Management Studies, 6(1), 1-12.
Huan, L. J., & Yazdanifard, R. (2012). The difference of conflict management styles and conflict resolution in workplace. Business & Entrepreneurship Journal, 1(1), 141-155.
Idowu, A. (2017). Effectiveness of performance appraisal system and its effect on employee motivation. Nile Journal of Business and Economics, 3(5), 15-39.
Jha, S., & Jha, S. (
This work is licensed under a Creative Commons Attribution 4.0 International License.
The Journal of Technology and Operation Management (JTOM) has taken all reasonable measures to ensure that material contained in this website is the original work of the author(s). However, the Journal gives no warranty and accepts no responsibility for the accuracy or the completeness of the material; no reliance should be made by any user on the material. The user should check with the authors for confirmation. Articles published in the Journal of Technology and Operation Management (JTOM) do not represent the views held by the editors and members of the editorial board. Authors are responsible for all aspects of their articles except the editorial screen design.