Conflict management and organizational attitudes among Japanese: Individual and group goals and justice

Ken Ichi Ohbuchi, Mariko Suzuki, Yoichiro Hayashi

    Research output: Contribution to journalArticle

    23 Citations (Scopus)

    Abstract

    By asking 341 Japanese employees to rate experiences of conflict with their supervisors in terms of conflict concerns and outcomes, we attempted to examine the following two hypotheses: attainment of the individual and group goals would increase the perceived justice (H2), and the perceived justice would increase the outcome satisfaction and organizational commitment (H1: the justice-bond hypothesis). The results of structural equation analysis supported H1, but only partially supported H2; that is, only the group goals increased the perceived justice. Instead, the individual goals directly increased the outcome satisfaction, not by way of the perception of justice. These findings suggest that Japanese employees felt that justice was achieved when they saw the conflicts were resolved in the group-oriented manner, relatively independent of personal interests.

    Original languageEnglish
    Pages (from-to)93-101
    Number of pages9
    JournalAsian Journal of Social Psychology
    Volume4
    Issue number2
    DOIs
    Publication statusPublished - 2001 Aug

    ASJC Scopus subject areas

    • Social Psychology
    • Social Sciences(all)

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