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This study tries to explain the relationship between characteristics of the employees (e.g., gender and working hours) and short-term absenteeism by examining the social cohesiveness of a team. Hypotheses are formulated concerning gender and working hours of employees, social cohesiveness, and short-term absenteeism. To test these hypotheses, network data on 56 employees in 8 comparable teams within an organization were collected. The results show that similarity in gender and percentage of full-time employees within a team were positively related to the social cohesiveness of a team and that social cohesiveness is negatively related to short-term absenteeism.

AbstractThis article describes strengths and weaknesses of using questionnaires in studying conflict. We address five issues that we came across in our own research on organizations and close relationships. The first issue is that conflict is a sensitive topic which has consequences for the acquisition of participants and the response to surveys. Second, we deal with the validity of questionnaires that measure conflict behavior. The third issue concerns self-serving and social desirability biases in measures of conflict. The fourth issue is that conflict surveys usually entail correlational and cross-sectional designs, which prohibit conclusions about causality. Fifth, we deal with the fact that conflict data are often dyadic data, which yields practical and methodological problems. We illustrate these issues with our own research and include recommendations to overcome these limitations of using questionnaires in conflict research.

The goal of this study was to examine individual, relational, and organizational determinants of negotiation behavior (problem solving, contending, yielding, and avoiding) between planning and marketing departments in manufacturing organizations. Results from a study among 41 managers and 85 planning and marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, and organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior—specifically, the problem‐solving approach—was more likely when individuals were extraverted and agreeable, when employees perceived high interdepartmental interdependence, and when organizations did not have a low‐cost strategy. Contending was more likely when individuals were extraverted and disagreeable, and yielding was more likely when department members perceived a power advantage vis‐à‐vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low‐cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments.

The goal of this study was to examine individual, relational, & organizational determinants of negotiation behavior (problem solving, contending, yielding, & avoiding) between planning & marketing departments in manufacturing organizations. Results from a study among 41 managers & 85 planning & marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, & organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior -- specifically, the problem-solving approach -- was more likely when individuals were extraverted & agreeable, when employees perceived high interdepartmental interdependence, & when organizations did not have a low-cost strategy. Contending was more likely when individuals were extraverted & disagreeable, & yielding was more likely when department members perceived a power advantage vis-a-vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low-cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments. 4 Tables, 1 Appendix, 88 References. Adapted from the source document.

PurposeThis paper seeks to link conflict and mediation theory to practice using an asymmetry framework. Past conflict research often assumes that conflict parties perceive the same amount of conflict, neglecting that members may have different perceptions.Design/methodology/approachThis study conducted surveys and interviews with 30 conflict parties involved in mediation and examined the effects of asymmetry of parties' perceptions of task and relationship conflict on absenteeism, motivation, and satisfaction with the mediation. In addition, mediator bias was considered as another asymmetry variable that influences mediation success.FindingsUsing quantitative and qualitative data it was found that these perceived asymmetries were negatively associated with work motivation and satisfaction, and positively associated with absenteeism.Originality/valueRecommendations for mediators and organizations are provided.

This study examined the moderating role of team task autonomy on the relationship between the mean level of three personality traits in a team—conscientiousness, emotional stability, and openness to experience—and two individual outcomes—job satisfaction and learning. Questionnaire data were collected from 133 task groups of undergraduate business students. Multilevel analyses showed that team task autonomy strengthens the relationship between conscientiousness and learning and the relationship between openness to experience and satisfaction. We conclude that team attributes, characteristics of the individual member, and team task autonomy as a moderator variable explain differences in individual outcomes and help in predicting the effectiveness of teamwork.

PurposeThis paper seeks to explore the question of how to investigate the contribution of the operational network (comprising sales service, logistics, planning, production, etc.) to operational performance. In doing so, the paper aims to link concepts from organisational and social psychology to production planning and control.Design/methodology/approachThe paper introduces the concept "operational network", e.g. the network of people involved in customer and production order processing. Members of the operational network need some autonomy, but this autonomy may also lead to dysfunctional behaviour, due to conflicts of interest, ambiguities and individual preferences. The contribution of the operational network seems difficult to investigate. This is illustrated by an empirical study of the role of operational people in a semi‐process industry. This study shows that concepts of organisational psychology are very applicable here. However, most results relate perceived behaviour to perceived performance; it appeared to be difficult to relate actual organisation characteristics to actual performance. This paper discusses the research approach that is necessary to be able to fill the gap between "perceived" and "actual".FindingsTo fill the gap between "perceived" and "actual" behaviour, it is necessary to formalize the behaviour of the members of the operational network by adopting an adequate planning and control framework. In most situations such a planning and control framework is not available. Therefore, a study of the role of the operational network needs to be accompanied by a participative design of the planning and control framework.Originality/valueThis paper conducts a convincing investigation into the contribution of the operational network to operational performance, a subject which hitherto has been only marginally addressed.

Although conflict and negotiation studies have examined symmetrical structures in which both parties want change, or asymmetrical structures in which one party wants change and the other to maintain the status quo, no research provided a direct comparison of both structures. Two experiments were conducted to fill this void. Results show that in asymmetrical structures challengers engage in more problem solving and more contending, have less of a loss frame and perceive less control than defendants, and are perceived be less successful. In symmetrical structures, behavior and attitudes of parties are more alike and there is more reciprocation of problem solving and yielding. Furthermore, findings reveal that challengers see their defendant as less friendly and more dominant than defendants see their challengers. Finally, no evidence was obtained that social value orientation moderates these effects. Implications for conflict theory and research, and for third party interventions in symmetrical versus asymmetrical conflicts, are discussed.