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

Ken Ichi Ohbuchi, Mariko Suzuki, Youichirou Hayashi

Research output: Contribution to journalArticle

22 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
Publication statusPublished - 2001 Aug
Externally publishedYes

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conflict management
Social Justice
justice
Group
employee
structural analysis
Conflict (Psychology)
commitment
experience

ASJC Scopus subject areas

  • Psychology(all)
  • Social Psychology

Cite this

Conflict management and organizational attitudes among Japanese : Individual and group goals and justice. / Ohbuchi, Ken Ichi; Suzuki, Mariko; Hayashi, Youichirou.

In: Asian Journal of Social Psychology, Vol. 4, No. 2, 08.2001, p. 93-101.

Research output: Contribution to journalArticle

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