Relational Conflict Resolution Strategies (RCRS) and Workplace Frustration

Abstract

This study examined which of the five relational conflict resolution strategies (RCRS) (i.e., confronting, withdrawing, forcing, smoothing, and compromising) usually employed by superiors to resolve workplace conflicts, best reduced the level of workplace frustration reported by their subordinates. Two hundred participants (20 males; 20 females) from each of the 5 RCRS groups, whose ages ranged between 25 and 55 years (M = 29; SD = 10.02), responded to the Conflict Resolution Strategy Scale (CRSS) (Howat & London, 1980) and the Organizational Frustration Scale (OFS) (Spector, 1975). The results of the inter-correlation among the subscales of CRSS and OFS indicated that most of the intra CRSS correlation coefficients were significant. Forcing strategy had a strong direct relationship [r (376) = 0.83, p < 0.005] with workplace frustration. From the one-way ANOVA and Fisher's Least Significant Difference (LSD) test results, confronting strategy was significantly better than the other strategies in reducing the level of workplace frustration [F(4,195) = 10.36, p < 0.01]. Information sharing/exchange on the issues of conflict is imperative in reducing workplace frustration among workers. The discussion covered theoretical, practical, and future implications.