Examining Organizational Conflict Management Style Climate: Moderator of Job Satisfaction and Intent to Leave a Management Consulting Organization

Employee job satisfaction and reasons for employee turnover have been studied for years; however, they continue to be critical issues for organizations. Various researchers have found that the turnover rate of knowledge workers appears relatively high compared to that of workers in the past. Studies have further indicated that a constructive approach to conflict is essential to increased employee satisfaction, retention, and productivity. The specific business problem was the low job satisfaction and retention levels of employees because of organizational climate preference for a particular conflict management style among peers. The purpose of this quantitative nonexperimental correlational study was to examine whether a relationship exists between job satisfaction and intent to leave based on organizational conflict management style practiced among peers at a South Central Texas management consulting organization. Data was gathered from 109 knowledge workers who were selected through convenience sampling. The predictor variable of job satisfaction was measured with the Abridged Job Descriptive Index and Abridged Job in General (AJDI/AJIG) survey. The criterion variable was intent to leave, which was measured using the Staying or Leaving Index (SLI). The moderating variables of organizational conflict management styles: (a) avoiding; (b) obliging; (c) dominating; (d) integrating; and (e) compromising were measured with the Organizational Conflict Climate Assessment Instrument (OCCAI). The survey incorporated information regarding demographical information including age, gender, race, level of education, length of time with current organization, and length of time in the career field was also used. Hierarchical multiple regression results suggested that organizational climate preference for avoiding, integrating, and compromising conflict management styles did not significantly moderate the relationship between job satisfaction and intent to leave the organization. Organizational climate preference for obliging and dominating styles did significantly moderate the relationship between job satisfaction and intent to leave the organization. While the dominating, integrating, and compromising styles were consistent with the literature, the avoiding style was mixed, and the obliging style was not consistent. Further research in this area is necessary, using different moderators to further analyze this phenomenon in different states, cultures, and countries to determine whether the same or similar findings will be discovered.