Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
Existing literature on Generation Z has focused on understanding how this younger generation impacts organizations, cultural dynamics, and managerial actions. More so than previous generations, Gen Z demonstrates an entrepreneurial spirit, switches jobs more frequently, holds a strong desire to be listened to by management, expects a high level of social responsibility from companies, and is willing to leave an employer when feeling unaligned with their direction or values. However, limited research exists on the preferred conflict resolution strategies of Gen Z. Five distinct types of conflict resolution strategies (integrating, obliging, domineering, avoiding, and compromising) exist and have been linked to perceptions of organizational justice. Employees who perceive their organization as having equitable outcomes, procedures, and treatment are more likely to trust leadership, feel a sense of commitment to their employer, perform job duties effectively, and feel satisfied in their job roles. Furthermore, the concept of job satisfaction may serve as a mediator between conflict resolution, organizational justice, and organizational outcomes such as turnover intentions as employees with higher levels of job satisfaction and any subcategory of organizational justice are less likely to leave their employing organization. This study intends to expand understanding around college students’ (Gen Z) perceptions of supervisor conflict resolution in relation to perceptions of organizational justice, job satisfaction, and turnover intention. It is hypothesized that perceptions of integrating and obliging conflict resolution styles will evoke higher levels of organizational justice and job satisfaction, resulting in lower levels of turnover intention. The domineering and avoiding styles of conflict resolution are hypothesized to evoke lower levels of organizational justice and job satisfaction, resulting in higher levels of turnover intention. Employed and previously employed college students will be asked to identify their most current supervisor’s conflict resolution style, report their preference of an ideal supervisor’s conflict resolution style, and respond with their perceptions of organizational justice, job satisfaction, and turnover intentions. The study’s findings are intended to provide managers and executives with guidance in approaching and effectively engaging with Gen Z employees. By further understanding this generation’s expectations of conflict resolution, organizations can adapt employee retention efforts to aid in reducing the chances of employee turnover.
Subject
Industrial and organizational psychology
Document Type
posters
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by/4.0/
Included in
Gen Z’s Perception of Supervisor Conflict Resolution on Organizational Justice, Job Satisfaction, and Turnover
Existing literature on Generation Z has focused on understanding how this younger generation impacts organizations, cultural dynamics, and managerial actions. More so than previous generations, Gen Z demonstrates an entrepreneurial spirit, switches jobs more frequently, holds a strong desire to be listened to by management, expects a high level of social responsibility from companies, and is willing to leave an employer when feeling unaligned with their direction or values. However, limited research exists on the preferred conflict resolution strategies of Gen Z. Five distinct types of conflict resolution strategies (integrating, obliging, domineering, avoiding, and compromising) exist and have been linked to perceptions of organizational justice. Employees who perceive their organization as having equitable outcomes, procedures, and treatment are more likely to trust leadership, feel a sense of commitment to their employer, perform job duties effectively, and feel satisfied in their job roles. Furthermore, the concept of job satisfaction may serve as a mediator between conflict resolution, organizational justice, and organizational outcomes such as turnover intentions as employees with higher levels of job satisfaction and any subcategory of organizational justice are less likely to leave their employing organization. This study intends to expand understanding around college students’ (Gen Z) perceptions of supervisor conflict resolution in relation to perceptions of organizational justice, job satisfaction, and turnover intention. It is hypothesized that perceptions of integrating and obliging conflict resolution styles will evoke higher levels of organizational justice and job satisfaction, resulting in lower levels of turnover intention. The domineering and avoiding styles of conflict resolution are hypothesized to evoke lower levels of organizational justice and job satisfaction, resulting in higher levels of turnover intention. Employed and previously employed college students will be asked to identify their most current supervisor’s conflict resolution style, report their preference of an ideal supervisor’s conflict resolution style, and respond with their perceptions of organizational justice, job satisfaction, and turnover intentions. The study’s findings are intended to provide managers and executives with guidance in approaching and effectively engaging with Gen Z employees. By further understanding this generation’s expectations of conflict resolution, organizations can adapt employee retention efforts to aid in reducing the chances of employee turnover.
Department
University of Tennessee at Chattanooga. Dept. of Psychology