Browsing by Subject "Conflict management"
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Item The effect of training and development on employee attitude as it relates to training and work proficiency(2010) Truitt, Debra L.; Goldberg, Rachel; Conflict Analysis and Dispute ResolutionOne of the fundamental issues facing businesses, organizations and institutions today is conflict management. An important aspect of that management is human resource development, which plays a key role in conflict management and diffusion. It is incumbent upon training and development professionals to design, implement and evaluate the effectiveness of their programs in reducing disputes in workplace performance. This study explores the relationships between training experiences and attitudes and attitudes about perceived job proficiency. In a sample of 237 full-time salaried/exempt and hourly/ non-exempt employees from one academic institution and three businesses in the states of Maryland, Delaware and Arizona, we find a direct relationship between one's positive training experiences and attitudes and one's proficiency. In this study, 86.8% of those who had updated training had the most positive attitudes towards training (Gamma = .293, p < .05). Furthermore, 80% of those who had negative training attitudes also had negative views on their proficiency (Gamma = .465, p < .000).Item Exploring the Presence and Impact of Variability in Team Conflict Management on Team Effectiveness(Journal of Conflict Management, 2016-02) Tan, (Rae) Yunzi; School of Public and International Affairs; M.S. in Negotiations and Conflict ManagementThis paper investigates the presence of five proposed distinct configural patterns (or profiles) in cooperative and competitive conflict management within teams and their effects on team effectiveness. Data are collected from 79 undergraduate student teams in an online survey. The profiles are first identified using qualitative content coding analyses, then followed by quantitative latent class analyses. Planned comparison tests are then conducted to examine the profiles’ relative impact on team effectiveness. All five proposed team conflict management profiles are found in the content coding analyses but only two of them are uncovered in the latent class analyses. Three new profiles are also revealed in the qualitative content coding analyses. The planned comparison tests indicate that teams with majority cooperative profiles outperform teams with majority competitive profiles; teams with all or majority cooperative profiles also outperform those with all competitive profiles. Study implications, limitations, and future research directions are also discussed.