CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

280 SPECTOR AND BRUK-LEE
Job satisfaction is a psychological strain traditionally studied in the
occupational stress literature. Various studies have consistently shown a
significant negative correlation between the experience of conflict at work
and levels of overall job satisfaction. For example, Frone (2000) reported
that employees who reported more conflict with supervisors also reported
lower levels of overall satisfaction their jobs (r 5 –.44). Furthermore, a metaanalysis
of 10 studies showed that the ICAWS correlated negatively (average
r 5 –.32) with job satisfaction (Spector & Jex, 1998). Lastly, a study testing
a model of voluntary behaviors looked at the mediating role of job satisfaction
in the stress process and found that conflict had a direct negative
relationship with a measure of overall job satisfaction (Spector et al., 2003).
These results indicate that employees who report experiencing higher levels
of interpersonal conflicts at work also report lower job satisfaction.
Given the key role that job satisfaction plays in turnover models, it is not
surprising that increased turnover intentions are also an organizational
outcome resulting from higher levels of interpersonal conflict. Given the
positive relationship between turnover intentions and actual turnover,
self-reports of intentions to quit are a good indicator of actual turnover
(Carsten & Spector, 1987). In his study of young employees, Frone (2000)
found that employees who reported more conflict with supervisors indicated
higher intentions of quitting and were less committed to the organization.
Rainey (1995) reported that referees who indicated higher levels of
interpersonal conflict were more likely to quit their jobs. Chen and Spector
(1992) also found a strong positive correlation (r 5 .39) between interpersonal
conflict and intentions to quit in a large sample of employees from
a variety of occupations. Furthermore, the correlation between interpersonal
conflict and intentions to quit was the strongest from among various
job strains (Spector & Jex, 1998). These findings are also supported by
research on intragroup conflict where both task and relationship conflict
result in less intention to stay with the group (Jehn, 1995).
Perhaps one of the organizational outcomes of conflict that has received
the most attention is counterproductive work behavior (CWB). CWBs are
behaviors aimed at hurting the organization and/or the individuals who
are part of it. Numerous terms exist to refer to research in this area, such
as deviance (Hollinger, 1986; Robinson & Bennett, 1995), organizational retaliatory
behavior (Skarlicki & Folger, 1997), antisocial behaviors (Giacalone &
Greenberg, 1997), and workplace aggression (Baron & Neuman, 1996). All
of these terms share the fact that each refers to detrimental behaviors that
affect an organization’s productivity and coworkers’ performance. Behaviors
that are considered counterproductive may include coming to work
late without permission, stealing things from the workplace, aggressing
against a coworker or supervisor, or taking unauthorized breaks. CWBs
have a bottom line impact on organizations due to the billions of dollars
that are lost annually in employee absence, lost productivity, and theft.
Murphy (1993) estimated the cost of a variety of counterproductive work
behaviors to be between $6 and $200 billion annually.