Environment and Social Psychology

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Organizational Conflict and Job Satisfaction

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Submission deadline: 2023-07-31
Special Issue Editors

Special Issue Information

Dear Colleagues

 

Job satisfaction is one of the most interesting and more researched topics in organizational psychology. Starting with the classical definitions such as Locke’s one, job satisfaction may be considered a pleasure or positive emotional state resulting from the appraisal of one’s job or job experiences (Locke, 1976). As a social psychology construct, job satisfaction is related to three different dimensions; cognitive, affective, and behavioral.   

This variable has been related to different kinds of antecedents, such as situational workplace aspects, dispositional inner factors, or interactive optics. Related to outcomes, job satisfaction is strongly related to desirable results such as subjective well-being, lower levels of turnover intentions and psychological withdrawal, and job performance or organizational citizenship behavior. Due to this, it is very interesting as a research topic, and current organizations should focus in promoting satisfaction among their employees.

Regarding conflict, it is known that nowadays organizational environment is gaining in complexity. As a complex machinery, disagreement regarding interests and ideas may occur. How to manage these situations may affect healthiness and competitiveness among organizations.

This special issue focuses on those variables which can influence both job satisfaction and organizational conflict. It tries to shed light upon all the variables involved in promoting health and performance within organizations.

We are open to a diversity or articles, such as conceptual and empirical articles, reviews, or meta-analyses. We will accept manuscripts from different disciplines if they are related to the topic.

 

Prof. Samuel Fernández-Salinero

 

Guest Editor

Keywords

Organizational Conflict; Job Satisfaction; Health Promoting; Management; Interdisciplinarity; Social Corporate Responsibility

Published Paper

Evaluation Employees’ Organizational Commitment—Evidence from Iran

Mohammad Sadegh Ebrahimi;Mohammad Akbari Dolatabad;Jamshid Eskandri;Yaser Khoshsirat Salimi;
Today, the ultimate approach of an organization in any society is to attract as many beneficiaries as possible. Due to the nature-oriented development of their rural communities, they have to satisfy their interest groups more than other communities. When it comes to rural development in Iran, there are many credible organizations that directly and indirectly engage with the target community. The absence of organizational tasks leads to failure in achieving predetermined goals. Allen and Meyer’s standard organizational commitment questionnaire was used as a data collection tool. Descriptive statistical measures such as focus and dispersion indices were used to analyze the results. Inferential statistical measures such as the mean difference comparison test and the correlation coefficient were also used. The results showed that the level of organizational commitment among employees of Jihad-e-Agriculture Organization in Isfahan Province is 55%. The results also showed that the most important factors affecting employees’ organizational commitment were social responsibility, psychological factors and income satisfaction, which could explain up to 50% of employees’ organizational commitment.

A systematic literature review of the preferred organizational conflict management styles in Malaysia

Muhammad Aiman Awalluddin;Anisa Safiah Maznorbalia;
Conflict is considered an inevitable aspect of human social relationships and an inevitable and significant occurrence in all organizations. This study will review the literature on preference conflict organizational management style in Malaysia. From 2013 to February 2023, a systematic examination of the three most databases was conducted. Articles from peer-reviewed journals that examine conflict management styles in Malaysia and are consistent with the theory of conflict management style were included to achieve the research goals. The reviewers independently applied the selected criteria, extracted the data, and evaluated the quality of the study. Eleven of the 635 studies discovered met the inclusion requirements. The findings indicate that Malaysia’s preferred management style is integrative and compromising. However, if the organization’s demographics are multicultural, Malaysians tend to employ a conflict-avoidance style to avoid significant conflicts. Depending on the circumstances, the research indicates that Malaysians are pacifists and fighters in conflicts threatening their well-being. They attempt to become more respectful while maintaining positive relationships with all parties involved. The study provides several significant contributions for practical purposes and knowledge to interested parties, such as managers and organizational leaders, in determining the best practice for conflict resolution. Further research is required to investigate the state of the employee-employer relationship following the implementation of the proposed conflict resolution style.

The Influencing Factors and Employee Retention in Dubai Hotel Industry

Lim Kim Yew;Hannie Lynn;Tan Owee Kowang;Xiangge Zhao;Eaw Hooi Cheng;Phung Thai Minh Trang;Venus Claver Dennen;