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Process conflict and employee well-being

Process conflict and employee well-being The primary objective of this paper is to extend the Activity Reduces Conflict Associated Strain (ARCAS) model. To test the ARCAS model, the study aims to examine the effect of process conflict on employee well-being and the role of negative affect as an intrapersonal mechanism linking process conflict and employee well-being. Further, to extend the emerging ARCAS model, the study examines whether the assumed indirect effect of process conflict on employee well-being through negative affect is conditional upon levels of conflict management styles.Design/methodology/approachIn total, 554 software engineers working in information technology firms responded to the administered questionnaire and hypothesised relationships were tested using Process Macros.FindingsThe findings indicate that process conflict is negatively related to employee well-being and the negative affect state mediates the relationship between process conflict and employee well-being. As hypothesised, it was found that the indirect effect of process conflict on employee well-being through the negative affect state is conditional upon levels of conflict management styles of the employees.Research limitations/implicationsThe study contributes to the conflict literature by establishing the detrimental effect of process conflict on employee well-being. The study also established the explanatory mechanism linking process conflict and employee well-being. Further, the study extended the emerging ARCAS model by establishing the moderating role of conflict management styles as well as the conditional indirect effect.Practical implicationsThe study highlighted the within-individual effect of process conflict in deteriorating employee well-being. The study provides valuable insights to the managers and practitioners about how individuals’ conflict management styles influence well-being.Originality/valueThe study specifically examined the effect of process conflict, which was omitted from conflict literature considering it the same as task conflict, on employee well-being. The study established the within-individual mechanism through which process conflict diminishes employee well-being. Also, the study extended the ARCAS model by examining the effect of conflict management styles with the aid of Affective Events Theory. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Conflict Management Emerald Publishing

Process conflict and employee well-being

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1044-4068
DOI
10.1108/ijcma-12-2018-0142
Publisher site
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Abstract

The primary objective of this paper is to extend the Activity Reduces Conflict Associated Strain (ARCAS) model. To test the ARCAS model, the study aims to examine the effect of process conflict on employee well-being and the role of negative affect as an intrapersonal mechanism linking process conflict and employee well-being. Further, to extend the emerging ARCAS model, the study examines whether the assumed indirect effect of process conflict on employee well-being through negative affect is conditional upon levels of conflict management styles.Design/methodology/approachIn total, 554 software engineers working in information technology firms responded to the administered questionnaire and hypothesised relationships were tested using Process Macros.FindingsThe findings indicate that process conflict is negatively related to employee well-being and the negative affect state mediates the relationship between process conflict and employee well-being. As hypothesised, it was found that the indirect effect of process conflict on employee well-being through the negative affect state is conditional upon levels of conflict management styles of the employees.Research limitations/implicationsThe study contributes to the conflict literature by establishing the detrimental effect of process conflict on employee well-being. The study also established the explanatory mechanism linking process conflict and employee well-being. Further, the study extended the emerging ARCAS model by establishing the moderating role of conflict management styles as well as the conditional indirect effect.Practical implicationsThe study highlighted the within-individual effect of process conflict in deteriorating employee well-being. The study provides valuable insights to the managers and practitioners about how individuals’ conflict management styles influence well-being.Originality/valueThe study specifically examined the effect of process conflict, which was omitted from conflict literature considering it the same as task conflict, on employee well-being. The study established the within-individual mechanism through which process conflict diminishes employee well-being. Also, the study extended the ARCAS model by examining the effect of conflict management styles with the aid of Affective Events Theory.

Journal

International Journal of Conflict Management – Emerald Publishing

Published: Sep 4, 2019

Keywords: Conflict management styles; Employee well-being; ARCAS model; Negative affect state; Process conflict

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