Conflict resolution strategies and its relation to various employee factors in Andersen Consulting, Inc

• Main Author: Layug, Ma. Carina A.
• Format: text
• Language: English
• Published: Animo Repository 1996
• Subjects: Conflict management; Employee counseling; Problem solving; Organizational behavior; Psychology, Industrial; Industrial and Organizational Psychology
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/1739; https://animorepository.dlsu.edu.ph/cgi/viewcontent.cgi?article=8577&context=etd_masteral
• Institution: De La Salle University

This study determines the predominant conflict resolution strategies used by employees of Andersen Consulting, Inc., an Information Technology organization. Two hundred respondents were selected using a systematic random sampling technique by including in the sample every 120th name out of a listing of employees used with the permission of the Human Resources Director. A Personal Data Sheet, the Thomas-Killman Conflict Mode Instrument and an open-ended questionnaire was then distributed to the 200 selected respondents. The 183 questionnaires were returned. Responses to the Conflict Mode Instrument was correlated with employee variables using MicroStat. The mean and standard deviation of scores in the instrument was also derived. Reponses to the open-ended questionnaire was tabulated and content analyzed.Results indicate that the predominant conflict resolution strategy utilized by Andersen Consulting employees was the compromising mode (mean = 8.1093 and standard deviation = 2.4538). The least used mode was the accommodating mode (mean = 4.6831 and standard deviation = 2.4847). All other modes, i.e., the competing, collaborating and avoiding modes, were used in moderation (mean = 5.3279 and 6.1639 and standard deviation = 3.2853, 2.1074, and 2.1472, respectively). It was also determined that there exist significant relations between the following: age and use of the collaborating (r = .49472 compromising and avoiding (r = .33793 and .15471, respectively) at an alpha level of .05. There was also a significant relationship between sex and use of the collaborating, compromising and avoiding modes ( r = .21298, .31616 and .14739 at the .05 alpha level, respectively). Employee type correlates significantly with the competing ( r = .39486) collaborating (r = .51195) and avoiding (r = .15711) modes using an alpha level of .05. Rank of level correlates significantly with use of the competing, collaborating, compromising and avoiding approaches (r = .47981, .51195, .32644, and .14713 at the .5 alpha level, respectively. Finally, education correlates significantly with use of the competing, collaborating, compromising and avoiding approaches ( r = .78963, .51195, .31616 and .12340, respectively) at the alpha level of .05.Content analysis of responses to the open-ended questionnaire indicate that Andersen Consulting employees resolve conflict with the use of discussion and an open exchange of views. Compromise or arriving at a mutually acceptable solution was important, along with respect, consideration and deference. It was likewise determined that the gap that exists within the organization was because of lack of training, lower salaries and lack of exposure as far as the Practice Management group is concerned. Data for this was gathered using participant observation and review of the 1995 Core Values Assessment Survey results.It was concluded that the existence of the gap between the two units in the organization was due not to their choice of conflict resolution strategy, but because of a basic lack of understanding and appreciation of the other's role in the organization.