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Vázquez, Ernesto (Vázquez-Sáenez). "Managing conflict across generations in the workplace." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/50103.
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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2009.Includes bibliographical references (p. 75-76).
The current American workplace is made up of members of four distinct generations: "Veterans" (born between 1922-1943), "Boomers" (born between 1943-1960), "Generation X" (born between 1960 - 1980), and "Generation Y" (born between 1980 and 2000). Members of each generation bring to the workplace very distinct assumptions regarding technology, expertise, and rewards. This thesis explores the nature of differences in assumptions across all four generations. It takes the two most relevant to the current work environment, Boomers and Generation Y, and analyzes how their different approaches to technology, expertise and rewards cause conflict in the workplace. After conducting a literature review on conflict and change management at work, I propose a process for preventing and mitigating generational conflict at work.
by Ernesto Vazquez.
S.M.
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Govitvatana, Wipanut Venique. "Generation gap in the workplace between Baby Boomers and Generation X." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001govitvatanaw.pdf.
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Walton-Robertson, Supaporn. "The Effect of a Multigenerational Workforce on Workplace Bullying." Diss., NSUWorks, 2019. https://nsuworks.nova.edu/shss_dcar_etd/130.
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Workplace bullying has become increasingly prevalent in the workplace, and as such has led to instances of job dissatisfaction, and in extreme cases, workplace violence. It is important to understand workplace bullying as an organization, a manager, and particularly in the role of human resources in order to best address such situations. Current studies have evaluated the effects of workplace bullying, along with possible suggested causes – however with the vast differences in the four generations now working together in the workplace – this is an area that also needs to be addressed as the problem of workplace bullying continues to grow. The quantitative study of workplace bullying and the effect of multiple generations will be conducted using a survey, where respondents can disclose their experiences with workplace bullying anonymously. The data will be collected and analyzed using SPSS to determine any correlations between different generations and bullying in the workplace. Current theories such as social exchange theory (SET), social cognitive theory (SCT) and affective events theory (AET) will be used to support the current research. Upon reviewing the results of the study, the conclusions that can be made will help provide further research in the field, for both human resource professionals and organizations.
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Milligan, Rodney S. "Conflict and Diversity Associated with Four Generations in the Workforce." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2222.
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Four generations of workers share the workforce for the first time in history. Business leaders' failure to address generational conflict may lead to low productivity, high turnover rates, employee frustration, and reduced profits. The purpose of this phenomenological study was to explore the experiences of business leaders, managers, and supervisors in leading a multigenerational workforce within their companies. The conceptual framework was based on McClelland's theory, identifying key motivators that drive characteristics of people, including affiliation. A purposive sample of 20 local employees, spanning 4 generations from the retail grocery industry in Hampton Roads, Virginia, were interviewed to explore general characteristics, attitudes, values, and behaviors at work. Transcribed interview data were divided into categories to find shared phenomenon and identify themes based on the participants' perceptions. The findings were categorized and coded, patterns were established, and themes were generated to answer the central research question. Trustworthiness of the interpretations was achieved through member checking. The findings from this study revealed that the employees perceived that business leaders, managers, and supervisors lacked sufficient knowledge to successfully communicate with their employees or peers from different generations in the workplace. The employees perceived that those communication failures and lack of interaction between the different generations generated conflict. The implications for positive social change include the potential to bridge the gap between younger and older workers and minimize conflict resulting from miscommunication among the different age groups.
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Ohmer, Whitney S. "Generational Differences in the Workplace: How Does Dissimilarity Affect the Different Generations in Relation to Work Teams?" Xavier University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1421852575.
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Bober, Amy L. "A renewed focus on generational issues in the workplace." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.Source: Masters Abstracts International, Volume: 45-06, page: 2932. Typescript. Abstract precedes thesis as 2 preliminary leaves (iii-iv). Includes bibliographical references ( leaves 91-93 ).
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Zhang, Xiaoying. "Mental violence and Chinese new educated youth : a study of workplace conflict in modern China." Thesis, Loughborough University, 2012. https://dspace.lboro.ac.uk/2134/10104.
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Mental Violence in present study is similar to a western concept, bullying. But is has its characteristics, forms and causes in Chinese workplace. It is a form of indirect interpersonal aggression and identified through the perceptions of its receivers. It does not involving touching receivers physically but is psychologically damaging. It exists between individuals of equal status, such as colleagues. Moreover, it is a two-way phenomenon, which could be reversible. Mental Violence may be the result of a conflict of values. It is particularly evident among the Chinese New Educated Youth. Chinese New Educated Youth is that cohort of young people who were partly Confucian and Collectivistic for emphasizing harmony but also partly Individualistic and Westernized for pursuing personal goals. For this cohort, the above two orientations were incompatible and dissonant leading to stress. Furthermore, they had a competitive lifestyle which was no longer supported by the welfare of a planned economy this exacerbates their stress. To relieve stress, Mental Violence was employed in their daily contacts, e.g. in workplaces. The evidence in support of this account was discussed and evaluated. There is no excuse for any violence. However, we have to say sometimes a kind of violence is not always too noxious for someone, such as the sender of violence. To some limited extent, violence could be considered as positive and it at least helped people to relieve stress and recover a balance from unbalanced situation. Mental Violence is such violence. It is a result of negotiation and a side effect of stress as well. Nevertheless, most of things are double-edged swords. Mental Violence is no exception. For the sender, it might be a buffer and makes him or her relaxed; for the receiver, it is absolutely negative, discomfort and even aggressive. For helping readers to clearly understand such violence, and for advising others to raise their awareness of the violence, this study would explore its causes and characteristics. From ancient traditional society to the present modern one, Confucianism and Collectivism afterwards represent a kind of gentle culture which deeply influences traditional Chinese. Chinese traditional philosophy, such as Confucianism and Taoism, stresses the significance of the harmony relationship for the growing, maturing and success of the Chinese. Chinese New Educated Youth who were disciplined for such a culture in thoughts and behaviours while growing up. Therefore, to keep harmony and to avoid conflict becomes a key characteristic for Chinese interactions in a collective society. However, the opening policy to the West world exposed China to the influence of Individualism which is absolutely unlike Confucian or Collectivism. Confucianism s influence has been challenged by Westernized values because of globalization. The difference between two values made Chinese New Educated Youth confused in their thoughts and appropriate behaviours in interpersonal relationships. To recover a balance, they need to relieve such a stress from the confusion and other stressors as well. While using the two value systems in interaction with others, Mental Violence usually happened. Therefore, the conflict of two different values in dealing with social relationship became one cause for Mental Violence. In present research, I tried to reveal Mental Violence, a particular kind of daily conflict in interactions among modern Chinese. For pursuing why Chinese New Educated Youth was special and experienced Mental Violence often, they were compared with other generations in China. Therefore, this research invited participants from three generations (Chinese New Educated Youth, the older generation who were born before 1970s, and the younger generation who were born in 1980s) and from different cities in China. Participants occupations covered different professions, and all of them worked in three sizes of offices (small, big and single). Both of qualitative and quantitative data collecting methods were used in the study. They contained semi-structural interviewing and filling up the questionnaire. And main methods of data analysis are factor analysis, correlation and Thematic Analysis. The result indicated that Mental Violence of Chinese educated youth occurred in workplace was the most often, but was largely unseen by people outside of the group. Because I had to establish why this cohort would be inclined to apply more Mental Violence in daily life, I compared them with their previous generation and the later generation through measuring demographics, westernised, individualism and collectivism. Three generations are different in the Individualism-Collectivism tendency. Chinese New Educated Youth were always in the middle. They were seemed as partly Collectivistic and partly Individualistic. Linked with categories of Mental Violence Chinese New Educated Youth usually experienced, it seems they applied double standards to deal with social interactions. Due to such standards made them failed in establishing good relationships with colleagues, in other words, whatever Chinese New Educated Youth or their colleagues did not feel happy in their social interactions, it means Chinese New Educated Youth have conflict in Individualism-Collectivism tendency. Otherwise, through the investigation, I noticed significant demographical difference other than the generation in experiencing Mental Violence. Male participants reported experiencing Mental Violence more than female ones. The higher education the participant got, the more he or she experienced Mental Violence. Comparing with other occupations, intellectual respondents reported sending Mental Violence the most. Participants who worked as staffs experienced Mental Violence more than people who worked as administrators in the workplace. And people who were singles experienced Mental Violence the most in workplace. Because conflict of relationship seems a sensitive topic for Chinese, I started interviews from talking about overviews of participants workplaces with them. Therefore, the result also shows characteristics of structure and social relationship of Chinese modern offices. China had lot of small size offices in which 2 to 10 staffs worked. Small offices organised small relative closed groups. In such a group, staffs had long time for face to face interaction everyday. Such offices were much more than single offices where only one person worked in and big offices where more than ten persons in. Both of the above characteristics of workplace are not beneficial for physical aggressions as previous study proved but could considered as a structural factor for Mental Violence. Actually, the Mental Violence which reported occurring in small offices is the most often, especially among Chinese New Educated Youth. Hope this research could be a model for further more thorough relevant study. All of the above would be a step towards further study on Mental Violence and Chinese New Educated Youth.
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Roux, Daniel Francois. "Approaches, expectations and perceptions of different generations regarding culture and leadership in the engineering department at Sishen mine." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/15056.
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Thesis (MBA)--Stellenbosch University, 2008.ENGLISH ABSTRACT: People's life experiences and backgrounds shape who they are - whether they are young or old, male or female, and across all races, ethnicities and religions. Today's workplace environment represents the largest diversity of generations of any time in history, and with this diversity comes new challenges. These challenges are directly due to the different generations and associated gaps based on different approaches, expectations and perceptions regarding culture and leadership in the workplace. There are generally four different generations employed in today's workplace: Traditionalists (Builders), Baby Boomers (Yuppies), Generation X (Yiffies), and Generation Y (Millennials). According to generation theory, Traditionalists were born between 1930 and 1949, Baby Boomers between 1950 and 1969, Generation X between 1970 and 1989, and Generation Yafter 1990. Although there are very few Traditionalists in contemporary workplaces, there are still some left to consider. More important than understanding the Traditionalists, though, is the need for a better understanding of the fast-growing group of Generation Y employees who are entering the workforce. At Sishen Iron Ore Mine (Sishen) there are also four generations employed, each with different approaches, expectations, perceptions, attitudes, loyalties, frames of reference, views of authority, job strengths, work ethics, relationships, work/life balances and other beliefs. The question that arises is whether the management team of the Engineering Department at Sishen can be more effective and productive through an improved and in-depth understanding of each generation's approaches, expectations and perceptions regarding culture and leadership. The purpose of this research study is to analyse the specific correlation of the different workforce generations in the Engineering Department with the general theoretical knowledge available about each generation by focusing more specifically on approaches, expectations and perceptions. The study also includes some recent research information regarding Generation Y and the related opportunities, challenges and effective ways of managing this generation. By focusing on the research results within the multigenerational workforce and the generation gaps, the possible solutions for managing conflict can improve through a better understanding of each generation. Each generation's typical characteristics are discussed in detail by means of a thorough literature study, with the overall aim of enhancing both team and organisational success. The employees and permanent contractors at the Engineering Department number approximately 1 945. The randomly selected participants in the generations survey were from the pool of permanent employees, excluding the contractors. The information was collected by means of a short questionnaire representing the typical characteristics of each generation. A sample of 250 participants from eight different sections within the department was asked to complete the questionnaire, but unfortunately a response rate of only 34% (85 questionnaires) was recorded. The research showed that the typical characteristics of the Traditionalists and Baby Boomers could be used to represent almost the entire Engineering Department. It also revealed specific influences in the working and social environment, leadership styles, and the mine's culture that affect the different generations regarding their approaches, expectations and perceptions. The report concludes with an assessment of the strengths and weaknesses of the study, as well as a few key findings and a summary, conclusion, and recommendations.
AFRIKAANSE OPSOMMING: Alle mense word gevorm deur lewensondervindings en agtergrond wat bepaal wie hulle is - ongeag of hulle oud of jonk, manlik of vroulik is, asook oor alle rasse, etniese groepe en geloofsoortuigings heen. Hedendaagse werksomgewings word gekenmerk deur die grootste generasiediversiteit van alle tye, wat nuwe uitdagings meebring. Die uitdagings is die direkte gevolg van die verskillende generasies en gepaardgaande gapings gebaseer op verskillende benaderings, verwagtinge en persepsies aangaande kultuur en leierskap in die werksplek. Daar is tans oor die algemeen vier verskillende generasies in diens in werksplekke, naamlik Tradisionaliste, Baby Boomers, Generasie X en Generasie Y. Volgens generasieteorie is Tradisionaliste persone gebore tussen 1930 en 1949, terwyl Baby Boomers tussen 1950 en 1969, Generasie X tussen 1970 en 1989 en Generasie Y na 1990 gebore is. Hoewel daar min Tradisionaliste in die werksplek oor is, is daar nog enkeles wat in ag geneem moet word. Van groter belang is egter die behoefte om die vinnig groeiende Generasie Y wat nou tot die werksmag toetree, beter te verstaan. By Sishen Ysterertsmyn (Sishen) is daar ook vier verskillende generasies in diens, elk met verskillende benaderings, verwagtinge, persepsies, houdings, lojaliteite, verwysingsraamwerke, menings oor gesag, werksverwante sterkpunte, werk-etiek, verhoudings, lewensbalanse asook ander oortuigings. Die vraag wat ontstaan, is of die bestuurspan van die Ingenieurswese Departement by Sishenmyn meer effektief en produktief kan wees deur hul kennis en begrip van elke generasie se benaderings, verwagtinge en persepsies ten opsigte van kultuur en leierskap te verbeter. Die doel van die studie is om te ontleed of daar 'n spesifieke ooreenstemming is tussen die verskillende generasies by die Ingenieurswese Departement en die algemene teoretiese inligting beskikbaar oor elke generasie deur meer spesifiek op benaderings, verwagtinge en persepsies te fokus. Die studie sluit ook onlangse navorsingsinligting aangaande Generasie Y in, met die gepaardgaande geleenthede, uitdagings en effektiewe maniere om die generasie te bestuur. Deur te fokus op die navorsingsresultate binne die multigenerasie-werksmag en die ooreenstemmende gapings, kan daar moontlik oplossings ontstaan om te help met konflikbestuur wat op 'n beter begrip van die generasies gegrond is. Elke generasie se tipiese eienskappe word in diepte bespreek deur middel van 'n deeglike literatuurstudie, met die oorhoofse doel om span- sowel as organisasiesukses te verhoog. Die totale aantal werknemers, insluitend permanente kontrakteurs, van die Ingenieurswese Departement is ongeveer 1 945. Die deelnemers aan die generasieopname is lukraak gekies, maar die kontrakteurs is uitgesluit. Die inligting is ingesamel met behulp van 'n kort vraelys wat die tipiese eienskappe van elke generasie verteenwoordig. Uit 'n steekproef van 250 deelnemers uit agt verskillende seksies binne die departement wat gevra is om die vraelys te voltooi, is 'n betreklik swak responskoers van 34% (85 vraelyste) behaal. Die navorsing het bevind dat die tipiese eienskappe van die Tradisionaliste en Baby Boomers tans gebruik kan word om feitlik die hele department te verteenwoordig. Dit toon verder ook dat daar spesifieke invloede in die werks- en sosiale omgewing, leierskapstyle en die myn se kultuur is wat die verskillende generasies se denkpatrone rondom benaderings, verwagtinge en persepsies vorm. Die navorsingsverslag word afgesluit met 'n bepaling van die sterk- en swakpunte van die studie, 'n paar kernbevindings en 'n opsomming, gevolgtrekking en aanbevelings.
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com, easther@telstra, and Eng Choo Elaine Teh. "Intergenerational tension in the workplace : a multi-disciplinary and factor analytic approach to the development of an instrument to measure generational differences in organisations." Murdoch University, 2002. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20051216.144720.
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An ageing population is changing the nature of the workplace, one outcome of which is an increase in the proportion of older workers. Unlike older workers of some twenty or so years ago, today's older workers plan to stay at work longer than at first anticipated. However, as many older workers have found, their intended and continued presence in the workplace is not always appreciated. As such, they are subject to subtle and not so subtle forms of discrimination associated with ageist practices, or ageism, and negative perceptions regarding their ability to compete on equal terms with younger workers. In turn, it is suggested that older workers, too, indulge in ageist practices and the stereotyping of younger workers. It is proposed that underlying generational differences,when combined with ageism, negative stereotyping and discriminatory organisational practices, are responsible for a new phenomenon called intergenerational tension in the workplace.
The notion of tension, which can be thought of as suppressed anxiety or a strained relationship between individuals and groups, is important because intergenerational tension is presented as a latent or covert phenomenon. From this comes the following definition: "lntergenerational tension in the workplace is a latent or covert form of intergroup conflict caused by value and attitudinal differences between the generations." lntergenerational tension can be thought of as an everyday fact of organisational life which exists as an undercurrent or type of background organisational noise that is so pervasive that it is rarely noticed. In this respect, intergenerational tension bears similarities to gender and ethnic tensions both of which have been recognised as counterproductive to organisational efficiency.
This thesis proposes a construct to measure this intergenerational tension. To investigate the generational differences associated with this new construct, a 25-item questionnaire was developed. The first stage in the development of the questionnaire was an informal experience survey that was completed by a small sample (n=54) of adults ranging in age from 21 years to 70+ years. A pilot study questionnaire was then constructed and administered to a small, stratified random sample of employees (n=60) from the Western Australia Police Service (WAPS). WAPS has recently changed from a seniority-based promotion system to a merit-based system for most positions and is undergoing a major cultural change in response to social and political pressure. Following data analysis, the final questionnaire was developed. The questionnaire, called the Intergenerational Tension Questionnaire (ITQ) was administered to a stratified random sample of employees from WAPS. Five hundred completed responses were subject to factor analysis in which principal components analysis extracted seven factors or dimensions thought to underlie intergenerational tension. Further data analysis revealed that on average, younger workers (i.e., less than 40 years of age) displayed less intergenerational tension than did older workers (i.e., more than 40 years of age). Data for workers a generation apart (i.e., 20 years apart) were also analysed, with the younger generation being those less than 30 years of age (the Under 30s) and the older generation being those more than 50 years of age (the Over 50s). The younger generation, on average, displayed less intergenerational tension than did the older generation.
Of the measures, organisational change was associated with the greatest degree of intergenerational tension for all groups. Multiple regression analysis revealed that the best predictors of intergenerational tension for younger workers and older workers were age, the length of service with one's current employer, and the number of years in the paid work force. For workers a generation apart, multiple regression analysis revealed that age was the only predictor. It was fortuitous that at the time of the study, the majority of younger workers were Generation X and the majority of older workers were Baby Boomers. This meant that to all intents and purposes, the questionnaire measured differences between two well-studied generational cohorts.
The findings supported the notion that organisations should not assume they are treating all workers equitably. In particular, older workers feel disenfranchised and angry at their treatment by organisations which, in their opinion, favours younger workers. The implication for organisations is that both groups should be treated independently, with each having its own special needs and expectations. This includes, for example, implementing strategies such as training methods suited to the needs of each age group and conducting age diversity training to raise awareness of what it means to be either a younger worker or an older worker.
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Iden, Ronald Lee. "Strategies for Managing a Multigenerational Workforce." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2087.
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The multigenerational workforce presents a critical challenge for business managers, and each generation has different expectations. A human resource management study of organizations with more than 500 employees reported 58% of the managers experiencing conflict between younger and older workers. The purpose of this single case study was to explore the multigenerational strategies used by 3 managers from a Franklin County, Ohio manufacturing facility with a population size of 6 participants. The conceptual framework for this study was built upon generational theory and cohort group theory. The data were collected through face-to-face semistructured interviews, company documents, and a reflexive journal. Member checking was completed to strengthen the credibility and trustworthiness of the interpretation of participants' responses. A modified van Kaam method enabled separation of themes following the coding of data. Four themes emerged from the data: (a) required multigenerational managerial skills, (b) generational cohort differences, (c) most effective multigenerational management strategies, and (d) least effective multigenerational management strategies. Findings from this study may contribute to social change through better understanding, acceptance, and appreciation of the primary generations in the workforce, and, in turn, improve community relationships.
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Harber, Jeffery G. "Generations in the Workplace: Similarities and Differences." Digital Commons @ East Tennessee State University, 2011. https://dc.etsu.edu/etd/1255.
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Occurrences of four generations working side by side are not unusual. The four generations include Traditionalist, Baby Boomers, Generation X, and Generation Y. Members of each generation have views and opinions about their work ethic and their definition of loyalty to the organization.
Hiring managers will need to know characteristics of each generation. This knowledge will enable the hiring managers to place the applicant in certain positions within their organizations. By matching applicants with the correct work positions, employees are able to use their skills and abilities to be productive and to establish measurable goals for themselves and their departments. Productive work enables the employees to work individually and as a team member. The research has shown that each generation has its own strengths and weakness. Members of the older generations show characteristics that accommodate customer service and loyalty to an organization. Members of the younger generations have the technical knowledge and the ability to train others in order to use this technology to the benefit of the organization.
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Lien, Vy Ngoc. "Workplace culture, workgroup identification, and workplace conflict." CSUSB ScholarWorks, 2002. https://scholarworks.lib.csusb.edu/etd-project/2334.
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The purpose of this thesis was to distinguish between which work factors contribute to emotional conflict in the workplace. Specifically, the factors of interest were existence and tolerance of multicultural diversity, work group culture and group identification.
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Naidoo, Kameshni. "Workplace conflict : the line manager's role in preventing and resolving workplace conflict." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95588.
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Thesis (MBA)--Stellenbosch University, 2012.ENGLISH ABSTRACT: The costs of conflict within organizations is higher than is often realized due, amongst others, to lowering morale and lower productivity of employees. One of the most common reasons provided during exit interviews when employees resign from organizations, is the manner in which conflicts were addressed by management. A high turnover of employees has a significant cost to organizations as companies have to spend more money to recruit new employees than they would have needed to had the conflicts that had arisen were effectively resolved. Often as a result of poor conflict resolution within organizations, companies are faced with high litigation costs when employees seek resolution from labour courts and other dispute resolution bodies. The main objective of this study was to identify the role line managers play in resolving and preventing conflicts and to establish strategies that line managers can implement when faced with conflict in their teams. The research methodology for this study first involved a study of relevant literature to determine the theory regarding conflict resolution within organizations. Research reports, dissertations, internet websites, articles and books were used in an attempt to formulate a theoretical basis for this study. Thereafter an empirical survey was conducted among employees of an organization that had already undergone a restructuring process as well as an organization that is currently undergoing a restructuring in order to determine the employees’ views on how conflict within their organizations has been or is being resolved. Questionnaires were formulated by the writer and submitted to responders. The reason the writer had used organizational restructuring as a point of departure for the empirical study, is that organizational restructuring is an example of a project within companies whereby many conflicts arise and line managers need to be proficient in being able to handle these conflicts as well as be able to prevent conflicts from arising. Finally, an analysis of the empirical study was performed so that adequate and relevant conclusions and recommendations could be established.
AFRIKAANSE OPSOMMING: Die koste van konflik binne organisasies is hoër as wat dikwels besef as gevolg van, onder andere, tot die verlaging van moraal en laer produktiwiteit van werknemers. Een van die mees algemene redes wat gedurende afrit onderhoude wanneer werknemers van organisasies bedank, is die wyse waarop konflikte deur die bestuur aangespreek is. 'N hoë omset van die werknemers het 'n beduidende koste vir organisasies as maatskappye het meer geld te spandeer om nuwe werknemers te werf as wat hulle sou nodig het om die konflikte wat ontstaan het is effektief opgelos. Dikwels as gevolg van swak konflikoplossing binne organisasies, maatskappye uitgedaag word met 'n hoë litigasie koste wanneer werknemers soek resolusie van arbeid howe en ander geskilbeslegting liggame. Die hoofdoel van hierdie studie was om te identifiseer die rol lynbestuurders speel in die oplossing en voorkoming van konflikte en strategieë wat lynbestuurders kan implementeer wanneer hulle gekonfronteer word met die konflik in hul spanne te vestig. Die navorsingsmetodologie vir hierdie studie het die eerste keer betrokke by 'n studie van die relevante literatuur om die teorie te bepaal ten opsigte van konflikhantering binne organisasies. Navorsingsverslae, proefskrifte, internet webtuistes, artikels en boeke is gebruik in 'n poging om 'n teoretiese grondslag vir hierdie studie te formuleer. Daarna was 'n empiriese opname uitgevoer onder die werknemers van 'n organisasie wat reeds 'n proses van herstrukturering ondergaan sowel as 'n organisasie wat tans herstrukturering ondergaan om die werknemers se menings te bepaal oor hoe konflik binne hul organisasies opgelos was en/of huidiglik opgelos word. Vraelyste is deur die skrywer geformuleer en aan individue uitgehandig. Die rede waarom die skrywer gebruik het organisatoriese herstrukturering as 'n punt van vertrek vir die empiriese studie, is dat organisatoriese herstrukturering is 'n voorbeeld van 'n projek binne maatskappye waarby baie konflikte ontstaan en lynbestuurders moet vaardig wees in staat is om hierdie konflikte te hanteer, asook in staat wees om die ontstaan van konflikte te voorkom. Ten slotte is 'n ontleding van die empiriese studie uitgevoer sodat voldoende en relevante gevolgtrekkings en aanbevelings vasgestel kon word.
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Jackson, Esther Lynn. "Technology Preferences of Multiple Generations in the Workplace Classroom." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5725.
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Differences in race, ethnicity, gender, and age have shaped the most diverse workforce in recent years and have also influenced the workplace learning environment. Variability in age created several generations that presented an instructional challenge in the workplace for trainers who have not recognized and understood generational differences. The purpose of this study was to investigate how employees in 4 generations differed with respect to attitudes toward instructional approaches using technology in the workplace classroom. A theoretical framework incorporating Knowles' learning theory of andragogy guided this study, which used survey research methods within a quantitative design. The sample of 731 city employees from various departments completed the Media and Technology Usage and Attitudes Scales administered through an online survey tool. One-way ANOVA indicated that only on the Positive Attitudes Toward Technology scale, scores of the oldest generation, the Traditionalists, were significantly less positive than those of the 3 younger generations (Baby Boomers, Generation X, and Millennials) who did not differ significantly from each other. Research findings led to the conclusion that some differences existed in generational attitudes toward instructional approaches. Based on this conclusion, a 3-day leadership workshop was created, which includes recommendations for a customized approach to instructing the generations. Implications for social change include the potential for organizations to modify instruction to correspond with attitudinal differences of the generations and allow organizations in all industries to take proactive steps for workforce changes in learning.
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Preston, Megan. "Creating Conflict: Antecedents of Workplace Incivility." TopSCHOLAR®, 2007. http://digitalcommons.wku.edu/theses/415.
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Incivility is defined as rude and discourteous behavior or displaying a lack of regard for others. As indicated by prior research (e.g., Pearson, Andersson, & Porath. 2000), the frequency and conscquences of uncivil behavior may result in a decline in psychological well-being, reduced job satisfaction, decreased organizational commitment, and increased turnover. However, much of the research to date has examined the relationship between personally experienced incivility and an assortment of job outcomes (Andersson & Pearson, 1999; Cortina et al., 2001; Pearson et al., 2000). The current study is distinct in that it addressed some of the potential factors that are likely to lead to incivility. Specifically, this study examined how job governance, autonomy, interaction style, competition, and email reliance relate to a climate of incivility. Data for the study come from a national sample of law school faculty (N =1,300; 52% males; 86% white) who were members of the Association of American Law Schools (AALS). Results from a series of multiple regression analyses indicated that four of the five proposed antecedents (autonomy, interaction style, governance, and competition) were predictive of an uncivil workplace climate. Results also show that autonomy is a particularly strong predictor of incivility as demonstrated by a stepwise regression analysis. Implications for organizations are discussed.
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Dijkstra, Maria Theresia Martina. "Workplace conflict and individual well-being." [S.l. : Amsterdam : s.n.] ; Universiteit van Amsterdam [Host], 2005. http://dare.uva.nl/document/19202.
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Jones-Sewell, Neisha S. "Lives and The Effects on Workplace Productivity." NSUWorks, 2017. http://nsuworks.nova.edu/shss_dcar_etd/64.
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The phenomenon of personal lives conflict is multifaceted and impacts the workplace in multiple ways. The aims of this study were to examine the various aspects of personal lives conflicts and how it affects the workplace’s productivity. Understanding productivity in the workplace, employers would better be able to manage conflicts at work as well as maintain productivity and by extensions profits. In order to fully understand this issue, the researcher framed the study around these questions: Do personal lives conflict affect productivity in the workplace? Do intimate partner conflicts affect productivity in the workplace? To what extent does intimate partner conflict affect productivity in the workplace? The research focused on a finance organization that offers services to Jamaican immigrants living in South Florida. A total of 10 participants were interviewed to complete the study and to gain insight and answer the research questions. Given the nature of the study, a case study was chosen to gain in-depth understanding of a specific group of people who work in a very specific organization that is often plagued by conflicts and allows for productivity to be measured. The findings indicated that employees often face challenges that are not related to the workplace, but given the culture of the organization, management does not see fit to assist employees who are experiencing personal lives conflict, rather these employees are left to resolve their conflicts with little or no guidance, despite the impact of the conflicts on their performance at work.
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De, Vos Nele. "Generations and intention to leave current job : Belgian nurses in the workplace." Thesis, Högskolan Dalarna, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:du-21704.
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This master thesis aims to identify work-related factors making Belgian nurses consider leaving their job voluntary and to compare the work-related factors across different generations. The purpose of this master thesis has a descriptive nature of research. The research approach chosen is a deductive approach and the research design chosen is a quantitative research design. Cluster sampling in combination with simple random sampling was used as sampling technique. 128 nurses were surveyed from April to May 2016. Nurses who reported to leave the organization due to retirement reasons, temporary employment contract or maternity leave were excluded from the study as this study investigates the voluntary turnover intention. A total of 68 nurses were included in the study which indicates an overall response rate of 53 %. Numerous of the findings in this master thesis are consistent with previous studies on turnover intention of different generations in other western-countries than Belgium. The work-related factor workload was most often reported by Belgian nurses with no intention to leave their job. Belgian nurses with an intention to leave their job indicated most often the work-related factor (non-)financial benefits. The generation-specific findings indicated both similarities and differences between the work-related factors selected. It was observed that Baby Boomers with an intention to leave their job selected most often variables related to the work-related factors (non-)financial benefits, supportive organization and workload. The variable lack of recognition appeared among Baby Boomers with an intention and no intention to leave their job. Surprisingly was the often selected variables lack of direct and/clear feedback on performances and unsupportive supervisor among Baby Boomers with professional turnover intention. Further, it was observed that Generation Xers with an intention to leave their job selected most often variables related to the work-related factors supportive organization, communication, (non-)financial benefits, work content and workload. The variables inadequate opportunity for advancement/professional growth and imbalance work-life appeared among Generation Xers with an intention and no intention to leave their job. Generation Yers with an intention to leave their job selected most frequently variables related to the work-related factors (non-)financial benefits, workload and commitment. The variables inadequate salary and opportunities elsewhere appeared among nurses with an intention and no intention to leave their job. Surprisingly was the often selected variable inadequate salary among Generation Yers with professional turnover intention.
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Lambert, Melissa. "Generational Differences in the Workplace| The Perspectives of Three Generations on Career Mobility." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3688763.
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Have you ever had someone stereotype or prejudge you because of your age? Have any of these stereotypes held you back in your career? These experiences are not uncommon and there are numerous publications that promote stereotypes and ascribe certain characteristics to different generations. These labels and stereotypes are often found in the workplace and may impact how an individual navigates his or her career. To address these questions, this dissertation examined generational differences in the workplace using the perspectives of three generations of employees on succession planning and career mobility. The goal of this study was two-fold, a) to provide data driven research that moves beyond descriptive, broad or anecdotal research published in magazines and popular books; and b) to understand and describe the perspectives of Generation Y, Generation X and Baby Boomers on succession planning (career mobility), using a Basic Interpretive Design methodology.
This study was conducted through the lens of the lens of social identity theory and talent management principles in order to addresses generational differences and succession planning and was based on an understanding of organizations as multi-national companies with many businesses and site locations. The findings support human resource practitioners and organizational leaders plan succession and further develop employees by understanding the revelations and expectations of each generation.
The format of this dissertation is as follows: Chapter 1 outlines the structure of the study and provides key foundational background to situate this research study. Chapter 2 provides a more detailed review of the literature, including peer-reviewed research publications on generational concepts and theory, talent management and succession planning. Chapter 3 details the methodology, which includes the means and approach through which data was collected in this study. Lastly, Chapters 4 and 5 present the findings of the study in addition to applications of the research and recommendations for leaders and HR practitioners.
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Tsang, Kit-man Sandra. "Father-adolescent conflict in Chinese families in Hong Kong /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B21305390.
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Ahamefula, Okereke Pascal. "Conflict management in the workplace: case study of centro comunitário S. Cirilo (CCSC)." Master's thesis, [s.n.], 2014. http://hdl.handle.net/10284/4309.
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Dissertação apresentada à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Ciências EmpresariaisThis research project explores the nature of conflict, the conflict process, conflict resolution skills and conflict management techniques in the case of workplace conflict in Centro Comunitário S. Cirilo. Conflict is a normal and natural aspect of life. Conflict becomes a problem in organizations when excessive levels of destructive conflict occur. Problematic levels of workplace conflict occur in approximately 10% of organizations. Attempts to address problem levels of destructive conflict are proving ineffective. Even in the US, Portugal and other parts of the world, where there has been widespread implementation of ADR based workplace conflict management systems, levels of destructive workplace conflict are raising. As ADR includes all the options to solve conflicts, this is a troublesome trend. A partial explanation for this is that there are many problematic areas in the theoretical framework on workplace conflict. For example, conflict theorists are focusing efforts on trying to consistently achieve win-win outcomes with conflicts that have become escalated and destructive, despite the evidence that once conflict has reached this point, win-win outcomes are unlikely to be achieved. The theoretical chapter gives an overview of sources and discusses types of conflict, conflict resolution skills and conflict management techniques. A semi-structured interview was used to reach both target groups: people that live and come in contact with the Center for psycho-social help, as well as the staff who are working in Centro Comunitário S. Cirilo (CCSC). We used in-depth interviews to reach the staff while using focus group discussion (FGD) to target other people who live and go for psycho-social help in the centre. During the interview a total of 23 people were reached: five staff and eighteen persons who live and come in contact with the Center. The results were analyzed using a Colaizzi's process for phenomenological data analysis approach. Open coding identified significant inconsistency and themes between much of what the conflict literature claimed and what was actually being experienced by workers, managers and other conflict professionals. The theoretical framework identifies the following as factors that contribute to destructive conflict in workplace: power, gender, culture and organizational culture. The conclusions of this research are that managers at Centro Communitário S. Cirilo (CCSC) are quite familiar with the conflict resolution process and the majority of them apply conflict resolution techniques. It is easy to achieve a win-win outcome when it comes to a person who lives in the Center with negotiation mediation and reconciliation but among the employees it is always difficult to achieve that because of tension and friction associated with their workplace. Finally, the research findings showed that the individuals holding the ultimate power in organizations, who are usually the CEOs/Directors, should be made personally responsible for the levels of conflict in their organizations. Potential implications of this research are that it has identified a theory that may help reduce problem levels of destructive workplace conflict both in Centro Comunitário S. Cirilo (CCSC) and in other countries experiencing the same workplace conflict dynamics.
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Dzubinski, Paul. "A comparison of first and second generation Taiwanese-Americans with a view to bridging the gap." Online full text .pdf document, available to Fuller patrons only, 1988. http://www.tren.com.
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Burke, Lindsey M. "Person-Group Fit and Perceived Conflict in the Workplace." Xavier University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1511347118126558.
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Kotze, Sharon Jean. "Social diversity in an engineering workplace: a conflict resolution perspective." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1638.
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The global working environment has altered dramatically over the last decade, with the workforce now consisting of a diverse assortment of individuals. South Africa, in particular, has had to face major challenges as it adapts to the newly conceived "Rainbow Nation". It has also had to make amends for inequalities bred by the past discrimination and the segregation of Apartheid. Prior to this, businesses in general, were inward-looking in that they did not have to comply with or conform to the changing trends found in the international arena. Suddenly, issues such as Black Economic Empowerment, Affirmative Action, gender, age, faith and preferred sexual orientation have had to be accommodated as the new Employment Equity Act of 1998 was promulgated. Each individual coming into the workplace has his or her own cosmological, ontological and epistemological view, and although this facilitates a positive contribution by individuals with regard to varying ideas, skills, talents and expertise, more often than not, the reality is that the differences that exist within a staff complement often result in conflict. Furthermore, South Africa exhibits deep-rooted, social conflict as a result of the oppression of the apartheid years. Unemployment, poverty, poor education and service deliveries are far from being satisfactorily addressed. Therefore, it is assumed that unmet/frustrated basic human needs, as defined in Abraham Maslow‘s "Hierarchy of Needs", play a role in causing conflict both in the workplace and in society. It was felt that basic human needs, as articulated, had not been researched as a cause of workplace conflict and this research will explore the part that frustrated human needs may play in organisational conflict, alongside diversity conflicts.
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Moura, Kathryn E. "Receivers' Perspectives on Workplace Anger." Thesis, Griffith University, 2021. http://hdl.handle.net/10072/404169.
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For years, researchers have predominantly focused on the angry person, their triggers, reactions, and the consequences of these episodes in the workplace. More recently, research has begun to emphasize receivers’ workplace anger experiences within the specific contexts of conflict, conflict and negotiation, bullying, and abusive supervision (Carlson, Ferguson, Hunter, & Whitten, 2012; Geddes & Stickney, 2012; Samnani, 2013). Results reveal numerous individual and organizational outcomes primarily related to job satisfaction, health wellbeing and turnover intention outcomes. In this thesis, I argue that gaining a better understanding of the receivers’ internal (i.e., cognitive and affective) processes when faced with workplace anger is essential. More specifically, I propose that understanding the receivers’ attributions made and emotion regulation (ER) strategies chosen when others express anger will shed light on how they interpret intense sender anger and respond to these incidents.
To date, research has not developed a broad model outlining receivers’ interpersonal and intrapersonal processes during workplace anger interactions. To better explore this phenomenon and to make a theoretical contribution to the field, I have developed the ‘relational anger model’ (RAM). This model is based on two foundational theories: attribution theory (Heider, 1958) and the process model of emotion regulation (Gross, 1998). Attribution theory (Heider, 1958) encompasses an individual’s interpretation of events and causation. It is used in this research to understand the attributions receivers make to explain workplace anger. The process model of emotion regulation (Gross, 1998) explicates the effects of sender anger on the receivers’ affective experience and expression in the workplace.
This research program aims to provide a better understanding of the receivers’ (direct target or observer) attributions and emotion regulation strategies used in the face of workplace anger expressions. To address this aim, the relational anger model was used to develop the following research questions:
RQ1: What attributions do receivers (direct targets or observers) of anger make of perceived sender anger intensity?
RQ2: What emotion regulation (ER) strategies do receivers of anger use in response to sender anger: a) directed at themselves, or b) directed at others?
RQ3: How do ER strategies and particular attributions interact?
RQ4: How do different attributions and ER strategies combine to effect receivers’ individual and organizational outcomes?
This thesis comprises two studies. Study 1, presented in Chapter 4, is a qualitative study that addresses Research Questions 1 and 2. The study outlines a series of in-depth interviews conducted with 30 participants from the medical, mining, legal, manufacturing, and banking industries to capture rich insights from their experiences of workplace anger using the day reconstruction method (Kahneman, Krueger, Schkade, Schwarz, & Stone, 2004). Participants made attributions around the appropriateness, effectiveness, and the frequency of sender anger intensity. Many senders described the anger they witnessed as inappropriate, as per the dual threshold model of anger (exceeding the impropriety threshold) (Geddes & Callister, 2007). Based on the data, attributed inappropriate expressions of anger in the workplace were viewed as violating the norms or accepted behavior patterns for that organization. Overall, the main ER strategies used by both targets and observers alike in this study were situation selection, cognitive reappraisal, expression, and suppression of emotions. However, clear distinctions arose concerning receivers who were direct targets of anger and those who were observers, and between targets who were managers and those who were employees.
Study 2, presented in Chapter 5, is a quantitative study that builds on Study 1 and addresses Research Questions 3 and 4. The sample comprised 122 employees working in a range of industries (for example, education, information technology, mining, medical, and manufacturing industries) who indicated they had been the direct targets of workplace anger in the last two years. The survey was administered using a split administration design and held two weeks apart. Times 1 and 2 of the survey assessed the independent variable of anger intensity, the mediating variable of attributions (sender anger intensity appropriateness, effectiveness, and frequency), the dependent variables of target health and wellbeing (positive and negative health) and target turnover intention, and the moderating variable of ER strategies (target expression, suppression, and reappraisal).
In Study 2, the overall results indicated that greater anger intensity attributions were associated with lower target positive health (e.g., lower work functionality). The targets’ attributions were directly associated with their positive health. Attributions of higher sender anger intensity appropriateness were associated with better health for targets, while inversely, attributions of higher sender anger intensity effectiveness were associated with poorer positive health. Concerning negative health, although workplace sender anger intensity did not predict targets’ negative health, the results revealed that the targets’ attributions of sender anger intensity appropriateness were directly associated with their negative health. Targets’ attribution of lower sender anger intensity appropriateness was associated with the targets’ experience of higher negative health. Finally, higher sender anger intensity did not predict turnover intentions. Further results are discussed in Chapter 5, and in relation to the RAM.
In terms of theoretical contribution, I argue my research and proposed theoretical model, the RAM, furthers comprehension of receivers’ internal cognitive and affective processes in the face of workplace anger manifestations in organizations. The model also contributes to a better understanding of how internal processes impact receivers of anger and how this affects organizations. The findings have practical implications for organizations that are also discussed, along with opportunities for future research in this area.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Dept Empl Rel & Human Resource
Griffith Business School
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Wittgenstein, John. "The Moderating Role of Personality on Workplace Conflict and Outcomes." FIU Digital Commons, 2013. http://digitalcommons.fiu.edu/etd/1548.
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The purpose of this study was twofold. The first was to further clarify and expand or understanding of the relationship between interpersonal conflict, incivility, and their roles as stressors in the stressor-strain relationship. The second goal was to examine how neuroticism, extraversion, agreeableness, conscientiousness, trait anger, and sphere specific locus of control moderate the stressor-strain relationship between task conflict, relationship conflict, incivility and workplace and health outcomes. The results suggest that extraversion, neuroticism, conscientiousness, agreeableness, trait anger, and locus of control play significant roles in how workplace aggression affects individuals. These findings suggest that occupations that experience a high level of workplace aggression should consider incorporating these personality traits into their selection system as a way of limiting or reducing the effects workplace aggression can have on individual health, wellbeing, and job outcomes.
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Warner, Ivory. "Nurses' perceptions of workplace conflict, implications for retention and recruitment." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ62041.pdf.
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Coldrey, Lo Patricia. "Workplace conflict management, influencing factors in applying interest-based processes." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ62026.pdf.
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Stoneking, Shawna DeAnn. "The Exposure of Workplace Conflict on Residential Mental Health Clients." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/1942.
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Individuals who receive residential mental health services rely on caregivers for support, supervision, and a safe living environment. Residential clients exposed to workplace conflict among staff may feel insecure and mistrust their caregivers, which in turn could negatively impact quality of life and treatment outcomes. The theory of therapeutic alliance proposed by Zetzel, emphasizing the client's perception of the therapist as a nurturing beneveolent figure, was used as the conceptual framework for this phenomenological study. Semi-structured interviews were conducted with 6 adults, recruited with homogenious sampling, who had experienced conflict among staff members and who had been discharged from residential mental health services within the last two years. Participants were asked about treatment satisfaction and perceptions of their safety while in treatment. Open-coding, categorizing, and interpretation were used to create theoretical categories for interpretation and analysis. The themes that emerged in situations involving staff conflict included reporting of increased mental health symptoms, feeling ignored by staff, feeling fear, perceiving their basic needs as unmet, and noticing staff splitting. The social change implications of this study include findings can be used to benefit the clients of these facilities and also staff through education about how relationships among staff members impact treatment; these findings may result in improved treatment outcomes that would benefit not only the clients and their families, but also the staff and facility through improved treatment outcomes and satisfaction. In turn, improved mental health outcomes benefit society in general through reduced financial costs and increased productivity.
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McGrane, FoÌdhla. "One-to-one dispute resolution in the workplace : a skills perspective." Thesis, University of Ulster, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.273040.
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Mauersberger, Heidi. "The Dynamics of Workplace Conflicts." Doctoral thesis, Humboldt-Universität zu Berlin, 2020. http://dx.doi.org/10.18452/22023.
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Konflikte am Arbeitsplatz sind allgegenwärtig–sie erschweren den Berufsalltag und können schlimmstenfalls auch zu privaten Problemen führen. Dennoch ist unklar, wie genau Aufgabenkonflikte das Wohlbefinden und die Leistungsfähigkeit von Beschäftigten beeinflussen. Mechanismen, wann und warum Aufgabenkonflikte negative Folgen haben, wurde bisher wenig erforscht. Begründet werden kann dies damit, dass Aufgabenkonflikte bisher zumeist in Feldstudien mittels retrospektiven (und zudem subjektiven) Momentaufnahmen untersucht wurden. Das erste Ziel meines Vorhabens war es demnach, Aufgabenkonflikte in einer Tagebuchstudie sowie in einem kontrollierten Setting im Labor zu untersuchen, um deren emotionale und kognitive Konsequenzen präzise und unmittelbar zu erfassen.
Weiterhin haben bisherige Studien größtenteils situative Faktoren untersucht und persönliche Charakteristiken, die ebenfalls die Bewertung von Aufgabenkonflikten beeinflussen, außer Acht gelassen. Daher verfolgte ich als zweites Ziel eine ganzheitliche Sichtweise auf den Aufgabenkonflikt einzunehmen. Dafür explorierte ich, ob Unterschiede zwischen Personen emotionale Mimikry zu zeigen (d.h. die Emotionen anderer zu spiegeln) einen Einfluss auf die Beurteilung von Aufgabenkonflikten haben.
Um das Bild auf Aufgabenkonflikte zu komplementieren bestand mein finales Ziel darin, die Wirksamkeit einer Intervention zur Abschwächung von Konfliktkonsequenzen zu untersuchen. Hierfür wählte ich eine allgemein bekannte Strategie der kognitiven Umbewertung („Reappraisal") und prüfte, ob diese Strategie einen Aufgabenkonflikt als weniger emotional aufreibend und somit weniger destruktiv erscheinen lässt.
Durch die Integration von vier empirischen Studien, die in renommierten psychologischen Zeitschriften publiziert wurden, leistet meine Dissertationsschrift einen Beitrag dazu, die von Konflikten am Arbeitsplatz ausgehenden komplexen Wirkweisen besser zu verstehen, sowie Möglichkeiten aufzuzeigen Konfliktkonsequenzen zu modifizieren.Workplace conflicts have been widely recognized as a core social stressor across occupations with detrimental effects for employees’ task progress and employees’ general stress levels and health. Yet, the presumed destructive effects of task conflicts on employee outcomes, such as well-being and performance, have not been confirmed consistently. Further, the fine-grained mechanisms that explain the effects of task conflicts on employee outcomes have not been fully explored yet. This may be because most previous research relied on retrospective self-reports and the complex nature of task conflicts and their multiple emotional and cognitive consequences are difficult to disentangle in cross-sectional field studies. The first aim of my thesis was to examine the short-term effects of task conflicts by measuring conflicts using a diary approach with event-sampling methodology in the field (Study 1) and by inducing conflicts under controlled circumstances in the laboratory (Study 2). Further, previous studies mostly investigated the effects of the conflict situation on health and productivity outcomes. Hence, my second aim was to identify participant characteristics that influence the conflict evaluation in addition to the characteristics of the situation. In Study 3, we explored whether individual differences in emotional mimicry (i.e., the imitation of emotions of others) affect the evaluation of task conflicts. Finally, my last aim was to seek for strategies that help to buffer the negative effects of task conflicts. Hence, in Study 4, we investigated the effectiveness of a conflict re-evaluation (i.e., reappraisal) intervention on several (objective) indices of negative affect. Insights gained from these four studies give a more precise picture of the nature of workplace conflicts and of the modifiability of their consequences.
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Hoel, H., and Sabir I. Giga. "Destructive Interpersonal Conflict in the Workplace: The Effectiveness of Management interventions." Manchester Business School, 2006. http://hdl.handle.net/10454/3837.
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NoThis report, by Helge Hoel and Sabir I Giga of the University of Manchester Business School, with contributions from Brian Faragher, can be accessed here. The research has resulted in the successful completion of the first academic anti-bullying intervention study, comparing the effectiveness of interventions across different organisational contexts and involving the implementation of a complex design in order to apply scientific rigour. Phase 1 established for the first time the apparent scale of bullying at work, and the sectors in which it appears to be most prevalent. Research evidence obtained from this work was input to phase 2 which was completed in 2006 and was designed to Establish a risk assessment tool kit for assessing the risk of bullying in organisations Identify the interventions most likely to be effective in given situations Although the study was unable to establish beyond doubt the efficacy of a particular intervention, there is evidence to suggest that theoretically sound, well planned and aptly delivered interventions can make a difference, particularly when sufficient time is allocated and the proportion of staff being trained is significant enough to have an impact upon behaviour. A conference to launch the findings of this research took place in November 2006. It attracted substantial media attention. The application of these tools in organisations where bullying does occur had the capability to substantially improve morale and staff retention, and to reduce risk of claims for compensation or at employment tribunals.
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Delahoyde, Theresa Hawkins Peggy L. Morin Patricia J. Hutchinson Christine. "Generational differences of baccalaureate nursing students' preferred teaching methods and faculty use of teaching methods." Click here for access, 2009. http://www.csm.edu/Academics/Library/Institutional_Repository.
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Thesis (Ed. D)--College of Saint Mary -- Omaha, 2009.A dissertation submitted by Theresa Delahoyde, MSN, RN to College of Saint Mary in partial fulfillment of the requirement for the degree of Doctor in Education with an emphasis on health professions education. This dissertation has been accepted for the faculty of College of Saint Mary by: Peggy Hawkins, PhD, RN, BC, CNE - chair ; Patricia Morin, PhD, RN - committee member ; Christine Hutchinson, JD - committee member. Includes bibliographical references.
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Kingma, Marilize. "Utilising a personality typology to resolve subliminal conflict in the workplace." Thesis, Cape Peninsula University of Technology, 2007. http://hdl.handle.net/20.500.11838/1759.
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Thesis (DTech (Human Resources Management))--Cape Peninsula University of Technology, 2007.Includes bibliographical references (leaves 220-233).Reputable organisational gurus agree that workplace competency can be measured by the skills, knowledge and attitude of the employees. Skill and knowledge are the minimum that is expected from employers but attitude, which includes the construct of emotional intelligence, is more difficult to measure. It has often been said that people in organisations are hired for their skills and knowledge but fired for their poor attitude or behaviour. Changing adult behaviour is considered by many human resource practitioners to be nigh impossible. Human beings are creatures of habit and by the age of six years old their personalities are virtually formed. (Baldwin, 2001). If the six year old further experiences poor parenting or any other traumatic experiences, it may transpire that the adult who enters the workplace presents as a dysfunctional person. This person can rely only on skills and knowledge and will do his best to project an acceptable behavioural front to the organisation.The premise of this research suggests that improved self-awareness can allow people in the workplace to recognise their own ‘blind spots’ and choose to deal differently with others when faced with conflict. It may be unrealistic to expect employees to demonstrate high levels of emotional intelligence, when they have never been given the opportunities to learn these skills. However, ignoring the behaviours that lead to dysfunctional conflict may come at a high cost for organisations. The researcher alludes to the cost of industrial disputes in South Africa, which are reaching unacceptable levels for both the private and the government institutions. It is also an alarming trend that many government institutions ignore the cost of lengthy individual labour disputes and outsource their responsibility to lawyers and forensic investigators, rather than adopting sound conflict resolution practices to resolve these matters. The effect of these strategies is to protect politicians and to blame the officials in administrative positions and furthermore to prosecute them via legal channels, a process that costs both ratepayers and taxpayers millions of rands in unnecessarily wasted revenue.The primary research objective was to determine the most effective approaches to utilise the Enneagram as a tool to resolve subliminal conflict in the workplace. The researcher argues that increased self-awareness leads to individuals being more emotionally intelligent. In order to grow self-awareness an intervention or tool is needed to ‘wake the person up’ from his automatic responses to situations. The Enneagram is a modern tool with ancient roots, which can be used to give people clarity on their automatic behavioural responses. It is not intended to put people in ‘boxes’, but rather to help them recognise what their fixations are and then to give them options and pointers on where they could progress in their development. Hudson and Riso (1993, 1995, 1996, 2000 and 2002) have authored five books and are recognised as being two of the most credible researchers and authors of the Enneagram. They identified three social styles based on the research of Karen Horney. The researcher investigated the relationship between the Hornevian social styles and a Conflict Assessment questionnaire. Secondary objectives were thus as follows:• Conducting a pilot study in the design of Conflict Assessment Style questionnaires. • Investigating the relationship between the Conflict Assessment Style questionnaires and the Hornevian social styles and to applying the consequent information during conflict training workshops. • Facilitating the Mastering Conflict workshops. • Designing Enneagram typing cards. • Holding coaching sessions with each of the nine personality types in order to resolve a subliminal conflict issue. Ontological coaching was suggested as an additional intervention over and above the conflict workshops to enable employees to deal effectively with conflict in the workplace. This way of coaching encourages people to become self-generating and self-correcting. This coaching methodology deals with people in a holistic manner and is based on phenomenological principles. Qualified coaches, either internal or external to the organisation, are able to hold a mirror to employees faced with dysfunctional conflict work situations to find solutions that lead to personal growth for those employees. When the lessons learned from coaching enable the individual to adapt or change, the organisation benefits too, in that the lessons learned are often passed on to others in that organisation. Sustained conflict resolving mechanisms have further advantages: employees who are parents or hold leadership positions in their communities are able to apply these behaviours in those spheres too, thus creating a systemic positive change. The researcher demonstrated how the Enneagram could be used as a model to help coaches understand their clients’ subliminal reactions to conflict situations. The intention of these coaching conversations was to assist employees in dealing with potentially dysfunctional conflict situations in a process that is both time efficient and creates lasting problem solving. The researcher proposes that organisations that are serious about creating environments where people want to work, grow and succeed must adopt strategies where people are able to become more self-aware and to deal more effectively with conflict that does not enhance creativity. It is incumbent on the organisation to create learning forums for employees and to provide coaching dialogue as ways to explore meaningful and sustained remedies to dealing with dysfunctional conflict in the workplace. The researcher did not propose that the Enneagram is the only model that could be used in personal development interventions, but found it to be robust as a model to help “unstick” employees from their false perceptions of conflict situations, thus creating a way forward that offers lasting change and personal growth.
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Hatcher, Eric. "Perceiving Organizational Conflict: The Effect of Occupational Rank and Sex on Perceptions of Conflict in the Workplace." TopSCHOLAR®, 1999. http://digitalcommons.wku.edu/theses/783.
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In this study, perceptions of conflict were examined with respect to sex and occupational rank. The model for this study was Tjosvold's cooperation theory. Yet, unlike much of Tjosvold's work, I examined cooperation as a dependent rather than an independent variable. A reward-level pre-test was used to account for the predisposition to cooperate, and a mixed motive scale (post-test) was used to measure any differences in cooperation between occupational ranks and the sexes. Two hypotheses in this study were tested. First, in a between-rank conflict, supervisors were expected to view the conflict as competitive, while subordinates were expected to view the conflict as cooperative. Second, it was hypothesized that in a same-sex conflict women would tend to view the conflict as more cooperative then would men. Contrary to hypothesis one, occupational rank did not affect the perception of conflict or cooperation. There was partial support for the second hypothesis. Specifically, at low levels of pre-test cooperativeness, women exhibited more workplace cooperation than did men. However, at high levels of pre-test cooperativeness, the sexes did not differ in workplace cooperation.
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Adamovic, Mladen. "Fairness in Work Teams : The Integration of Organizational Justice with Workplace Conflict, Workplace Dissimilarity, and National Cultural Values." Thesis, Toulouse 1, 2014. http://www.theses.fr/2014TOU10041.
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Les recherches sur la justice organisationnelle ont prouvé que l’équité était un concept majeur pour appréhender l’expérience de travail des salariés. Pourtant, les chercheurs en ce domaine ont focalisé leur attention sur la relation verticale entre salariés et managers ou entre les salariés et les organisations auxquelles ils appartiennent, au détriment des rapports entre individus de même niveau hiérarchique. Cette thèse a pour but de présenter le concept de justice dans les équipes de travail en analysant la perception des salariés quant au traitement qui leur ait réservé, à titre individuel, sur leur lieu de travail. Afin de démontrer la pertinence théorique et pratique de la perception individuelle de l’équité dans les équipes de travail, le thème de la justice organisationnelle sera confronté au thème du conflit, au concept de diversité et aux valeurs socio-culturelles des salariés. Les problématiques de recherche se concentrent sur les conséquences de la perception de l´équité entre collègues, sur les relations entre les concepts d'injustice et de conflit, de dissemblance et de satisfaction et sur le rôle modérateur des valeurs socio-culturelles sur la perception de l'équité et du comportement de citoyenneté organisationnelle. Ces questions de recherche sont testées d´une part à travers une étude longitudinale portant sur 256 salariés de firmes allemandes et, d´autre part, à travers deux questionnaires portant sur 448 salariés répartis dans des équipes de travail multinationales en France. Ces données sont analysées grâce à une modélisation en équation structurelle sur Mplus et par la méthode de modération et médiation sur le logiciel macro SPSS de Hayes. Le résultat de la première enquête met en évidence un phénomène de réciprocité entre les différents types d'injustices et les catégories diverses de conflits sur le lieu de travail, cette corrélation se renforçant à mesure que le temps passe. La dissemblance des valeurs entre salariés d'une même équipe a un impact négatif sur la satisfaction globale du groupe. L'injustice distributive et procédurale est un vecteur de ce phénomène. Dans le même temps, la différence de classe d'âge entre salariés d'une même équipe a un effet positif sur la satisfaction du groupe. Dans ce cas, c'est la communication entre les membres du groupe qui sert de conducteur. Enfin, la seconde étude démontre que les effets du concept d'équité sur le comportement de citoyenneté organisationnelle ont plus d'impact sur les sujets à tendance individualiste, soumis à une forte hiérarchie et réceptif à l'incertitudeOrganizational justice research has shown that fairness is a key part of the employee’s work experience. However, justice scholars focused their considerations on the vertical relationship between employees and managers or organizations, neglecting horizontal relationships between peers. This dissertation advances justice research in teams by discussing and testing the individual peer justice perspective, which deals with the individuals’ perceptions of how fairly they are treated by teammates. To demonstrate the theoretical and practical relevance of the individual peer justice perspective, the organizational justice literature is integrated with the literatures of workplace conflict, workplace dissimilarity, and national cultural values. The research questions center around the predictors and outcomes of individual peer justice, the injustice-conflict interrelationship, the mechanisms of the dissimilarity-team satisfaction relationship, and the moderating role of cultural values on the relationship between justice perceptions and organizational citizenship behavior. The related hypotheses are tested through a longitudinal survey study with 256 employees from a variety of organizations in Germany and through a two-wave survey study with 448 multinational self-managed team members in France. The data is analyzed through structural equation modelling using Mplus and through moderation and mediation analyses using the SPSS macro of Hayes. The results of the first study indicate a reciprocal relationship between injustice dimensions and conflict types in the workplace, whereby this relationship becomes stronger over time. Distributive and procedural injustice further mediate the negative impact of perceived value dissimilarity (relative to teammates) on team satisfaction. The positive effects of perceived age dissimilarity (relative to teammates) on team satisfaction are mediated by information elaboration. Finally, the second study demonstrates that peer justice effects on organizational citizenship behavior are stronger for team members who score high in individualism, high in power distance, and low in uncertainty avoidance
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Duffy, Patrick. "The skilled compositor : change, cooperation and conflict in the workplace 1850-1914." Thesis, Manchester Metropolitan University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.242136.
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Nussbaum, Barbara B. "Examining the relationship among context, cognition, and conflict management in the workplace." Diss., Virginia Tech, 2009. http://hdl.handle.net/10919/26351.
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Conflict is a component of interpersonal interactions, neither inevitable nor innately bad, but often commonplace (Deutsch & Coleman, 2000; Schellenberg, 1996). Conflict interactions that occur in the workplace can impact individuals, relationships, and the organization as a whole. This experimental study was framed from a contingency perspective to examine the extent to which specific contextual variables of a workplace conflict would influence participant responses in that interaction. During the study, 389 individuals responded to an online questionnaire containing a description of a hypothetical workplace conflict interaction with one level of three manipulated context variables (i.e., conflict type, verb abstraction level, and sex of parties). The context variables were hypothesized to influence participantsâ responses that included attitudes toward the interaction, subjective norms, appraisals of personal control and external control, and attributions of the locus of causality. This cognitive set of variables was hypothesized to explain respondentsâ behavioral intentions in that conflict. The four conflict behavioral intentions used in this study were control, nonconfrontation, compromise, and integrate. Analyses of the data included multivariate analysis of variance (MANOVA), canonical correlation analysis, and hierarchical multiple regression. The results of MANOVA were that context had modest effects on cognition and behavioral intention, examined in separate analyses. The conflict type, using a task versus relationship categorization, appeared to be the most salient of the context variables having effects on many of the cognitive measures in this study. Two other contextual variables, sex of conflict initiator and abstraction level of the verbs used to describe the conflict scenario had statistically significant results, but much lesser effects. The sex of the respondent played a minimal role in a statistically significant 3-way interaction with abstraction-level and sex of initiator. The cognitive variables together explained 29% of the variance in the set of conflict behavioral intentions using canonical correlation analysis. When the data were analyzed with hierarchical multiple regression, the context and cognitive variables explained statistically significant proportions of the variance in each behavioral intention that ranged from 7% (of control), 15% (of nonconfrontation), 19% (of compromise), to 20% (of integrate). Different patterns of context and cognitive variables influenced each of the conflict behavioral intentions. These findings present a challenge to hold two ideas together, the context and the individual, in future research and current practice. The results of this study lend support to a contingency perspective that aspects of the context, when salient to a party in the conflict, will have effects on participant responses in that interaction.Ph. D.
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Lee, Hye Eun. "Communication network approaches to conflict management at the workplace and job satisfaction." Diss., Connect to online resource - MSU authorized users, 2008.
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Teh, Melissa. "Australians' and Tongans' responses to escalating workplace conflict : a social rules analysis /." [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16827.pdf.
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Richendollar, Carolee. "How Do They Fit In?: Millennials In The Workplace." Master's thesis, University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/5844.
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In some organizations four generations work together creating a unique culture. Millennials are the second largest generation currently in the workforce. Organizational culture is affected by interpersonal communication. Interviews were conducted with 17 workers between the ages of 19 and 30. Interviews consisted of 22 open-ended questions regarding daily tasks, organized activities, and interpersonal interaction. The perspective of organizational culture was evaluated through personal, task, social, and organizational rituals. Membership categorization was used to determine common vocabulary used to identify with coworkers. Duck's theory on attraction was used to evaluate interpersonal behavior seeking to determine psychological attractors acting as catalysts for relationship building. Data found suggests that Millennials create a culture similar to the tribal example suggested in previous research. Rituals act as forms of cultural dissemination and strengthening. The use of membership categorization devices reflected the structure of the organization and relationships between coworkers. Using Duck's attraction theory, an analysis reflected the identification factors that act as catalysts for relationships. Psychological attraction was linked to common interests.M.A.
Masters
Communication
Sciences
Communication; Interpersonal Communication
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Daniels, Rachel Jane. "Workplace Cognitive Failure as a Mediator between Work-Family Conflict and Safety Performance." PDXScholar, 2007. https://pdxscholar.library.pdx.edu/open_access_etds/1674.
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The main goal of this thesis was to examine the effects of family-to-work conflict on safety performance. Data were collected from a sample of 134 employees, consisting primarily of construction workers. Results found that levels of conflict from the family role to the work role negatively affected participants' workplace cognitive failure, or cognitively based errors that occur during the performance of a task that the person is normally successful in executing. Workplace cognitive failure, in turn, was a significant predictor of levels ofsafety performance, both employees' compliance with safety procedures and the extent to which they participated in discretionary safety-related activities. Although family-to-work conflict did not significantly predict levels of safety performance, results suggest that it is a practical antecedent of workplace cognitive failure, which is an important predictor of safety behaviors. Future research should explore further antecedents to workplace cognitive failure.
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Karp, Larry, and Armon Rezai. "The Political Economy of Environmental Policy with Overlapping Generations." Wiley, 2014. http://dx.doi.org/10.1111/iere.12068.
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A two-sector OLG model illuminates the intergenerational effects of a tax that protects an environmental stock. A traded asset capitalizes the economic returns to future tax-induced environmental improvements, benefiting the current asset owners, the old generation.
Absent a transfer, the tax harms the young generation by decreasing their real wage. Future generations benefit from the tax-induced improvement in environmental stock. The principal intergenerational conflict arising from the tax is between generations alive at the time society imposes the policy, not between generations alive at different
times. A Pareto-improving tax can be implemented under various political economy settings. (authors' abstract)
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Wang, Paul C. "A study on cross-cultural conflict patterns and intervention between two generations of leaders in two Chinese churches in Vancouver toward a vibrant intergenerational partnership in ministry /." Online full text .pdf document, available to Fuller patrons only, 2003. http://www.tren.com.
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Freitas, Dixie. "Insights into life skills : a targeted evaluation of constructive conflict strategies in the workplace." Master's thesis, University of Cape Town, 2010. http://hdl.handle.net/11427/14347.
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Includes bibliographical references (leaves 89-95).How individuals respond to and handle conflict in the workplace is one of the growing areas of interest and concern among scholars and professionals working in a wide range of disciplines. However, prior work situated as an effort to understand how training people on conflict theory can manifest behavioral change in the workplace is rare. Few published works exist on identifying the behaviors associated with developing constructive conflict handling skills in the workplace. South African institutions need a solution to the widespread challenge of developing their employees' conflict handling skills. In South Africa, these are considered 'life skills.' To address the gap in theoretically supported business education curricula, this evaluation study seeks to explore the link between the constructs of self-awareness and cooperative conflict. The primary aim of this study is to gain a sense of learner's current level of self-reported conflict handling skills and then measure whether the Insights into Lifeskills Project curriculum facilitates the transition to more complex levels. These measures are taken through the use of a primary survey instrument. Additionally, through a process of balancing the program curriculum with the South African National Qualifications Framework, this study explores and measures how participants make vital connections between theory and practice. Post results of a six-week utilization-focused intervention construct an argument that individuals oriented to these constructs are better able to regulate conflict in the workplace through exercising self-awareness and cooperative conflict skills. As a result of explicit instruction in self-awareness skills and conflict response styles, during the period of February 2009 to April 2009, findings report that the Volunteer Participants of the workplace targeted intervention showed pronounced gains in their ability to handle conflict constructively. The twenty-seven Volunteer Participants of the targeted teams were identified for their experience in high levels of interpersonal workplace conflict. The participant-managers of these teams all shared a desire to develop their team's conflict handling skills. The study's Volunteer Participants are professionals of both functional and management designations in a large-scale South African retail organization.
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Brown-Crowder, Rhonda Rochelle. "Work Motivation Theory: Identifying Multi-Generational Values in the Workplace." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4043.
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The workforce is diverse on gender, race, ethnicity, culture, work styles, and age. Employees from different generations have varying expectations of what they value from the workplace and therefore approach work differently. Generational differences can lead to mistrust and communication breakdowns. They can also impact job satisfaction and productivity. The Generational Cohort Theory was utilized in this nonexperimental study, and the sample was recruited from CB Richard Ellis Real Estate Group. The purpose of this study was to determine the work values differences among the 4 generational cohorts: Silent, Baby Boomers, Generation X and Millennials. The research questions for this quantitative study first identified the preferred work values, utilizing the Minnesota Importance Questionnaire (MIQ), and sought if there was a statistically significant means difference in those preferred values from 1 generation to another. A 1-way MANOVA was used to analyze the effect of generation cohort affiliation with preferred work values, revealing a positive relationship between cohort and preferred work values. Results indicated that some work values are unique between generations, such as being busy all the time and doing things for other people, and some are shared, including telling people what to do and having good coworkers. Additional research is needed to address the gap in current literature in the areas of autonomy and recognition. The implications for social change include acquiring a greater knowledge of similarities and differences between older and younger workers.. This knowledge is essential for building high-performing teams, for successful recruitment, and employee retention.
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Botha, Adéle. "The experience and handling of workplace bullying / Adéle Botha." Thesis, North-West University, 2011. http://hdl.handle.net/10394/8438.
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Previous studies have established that for some people a typical day at work starts with immense feelings of distress, anxiety and irritability caused by workplace bullying. Not only does bullying behaviour in the workplace have a negative impact on a person’s professional life, but it is also detrimental to the effectiveness of the organisation. A survey focussing on the perceived exposure to bullying and victimisation in the workplace was administered to a sample of 159 employees employed by a mine in Mpumalanga. The results uncovered that more than a quarter of the participants reported that they had experienced workplace bullying. The study also discovered that line managers experienced more negative acts than senior managers. While those who only experience a brief spell of bullying behaviour at work survive their experience relatively unscathed, previous studies have also indicated that others are affected in a significant physical and psychological way. In conclusion this study determined that workplace bullying is an actual occurrence, not only internationally but also in South Africa. Employees and employers can therefore only benefit from understanding this unique workplace phenomenon. This article provides the opportunity for employed people to recognise the nature and prevalence of workplace bullying in order to prevent it from becoming a silent epidemic. Researchers generally accept that bullying is behaviour that is aggressive or negative and carried out repeatedly. Previous research established that bullying can occur in any context where people interact. This article open by synthesising a conceptual framework of negative acts as an interactive form of organisational behaviour from the available literature. Empirical research was done in order to investigate the prevalence of negative acts. The study found that more than a quarter of the participants had experienced bullying at some stage during their career with managers and supervisors predominantly reported as the perpetrators. The study also found that behaviour that tends to isolate individuals was generally reported as the most frequently experienced form of negative acts. By understanding workplace bullying both employers will be able to implement influence strategies aimed at dealing with this workplace phenomenon at levels of protection, intervention and dispute resolution. In conclusion it has been established that workplace bullying is not only a real problem in international workplaces, but also in South Africa. This means that employers not only have to cope with the consequences of employees performing badly but also behaving badly. This article presents an opportunity to understand negative behaviour in the workplace.Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2012
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Tsang, Kit-man Sandra, and 曾潔雯。. "Father-adolescent conflict in Chinese families in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31235359.
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Morton, Laura. "Feelings of inadequacy in parents of juvenile delinquents." Theological Research Exchange Network (TREN), 1987. http://www.tren.com.
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Kendig, Stacey McLeran. "Administrator and Faculty Perceptions of Incivility and Conflict in the Workplace| A Higher Education Study." Thesis, West Virginia University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3571649.
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Uncivil workplace behavior in the higher education environment is counterproductive for achieving institutional goals. Prevailing uncivil behaviors frequently result in unresolved conflict, a focus of various researchers since the mid 1970’s (Andersson & Pearson, 1999; Martin & Hine, 2005; Pierre & Peppers, 1976; Pietersen, 2005; and Twale & DeLuca, 2008). This study was designed to examine administrator and faculty members’ perceptions of uncivil workplace behaviors and organizational culture. The study further examined the relationship between incivility and organizational culture. The Uncivil Workplace Behavior Questionnaire (Martin & Hine, 2005) and the K & C Organizational Culture Instrument (Kendig & Chapman, 2012) were combined and distributed to a small sample of administrators and faculty members in higher education. The respondents included 34 administrators and 151 faculty members from three similar Public 4-Year Institutions of Higher Education (Carnegie Classification, 2010). Results indicate that perceptions of incivility and organizational culture between administrators and faculty members are not different. This study can serve as a contribution to the professional development efforts of administrators and faculty members in higher education.