Reliability Estimation In Interaction Analysis

Interaction analysts use a variety of nominal, ordinal, and interval level tests to assess coding reliability. This paper evaluates approaches to measuring reliability in interaction analysis by: (1) presenting criteria for a sound reliability estimate, (2) evaluating currently used tests against these criteria, and (3) discussing application of appropriate tests to interaction data. © 1984, Taylor & Francis Group, LLC. All rights reserved

Relationships Among Conflict Management Styles, Levels Of Conflict, And Reactions To Work

Relationships among (a) conflict management styles, (b) levels of conflict, (c) two general reactions to work, and (d) four types of individual outcomes experienced by employees in the United States were assessed in two studies. In Study 1, subordinates using a high-obliging style with supervisors experienced more intrapersonal conflict, supervisors using a high-integrating style with subordinates reported more intrapersonal and intragroup conflict, and low-dominating supervisors reported significantly greater intragroup conflict. In Study 2, high-integrating subordinates experienced less intrapersonal, intragroup, and intergroup conflict than low-integrating subordinates did. The results of analyses also indicated that there was a strong relationship between integrating and all six organizational outcomes. Lower job satisfaction and fewer interpersonal rewards were associated with a high-dominating style. Both integrating and compromising were positively related to interpersonal outcomes, and dominating and avoiding were negatively related to interpersonal outcomes. Finally, the more conflict individuals experienced on the job, the lower their job satisfaction and their outcomes were. © 1995 Taylor & Francis Group, LLC

Superiors\u27 Conflict Management Strategies And Subordinate Outcomes

This article summarizes the extant research investigating the relationships between managers\u27 conflict management strategies and subordinate outcomes and reports the results of a study investigating relationships between a manager\u27s use of collaborating, forcing, and accommodating and four types of rewards (system, job, performance, and interpersonal) subordinates might experience at work. The results show significant positive relationships between a manager\u27s collaborating strategies and subordinates\u27 experiencing interpersonal and performance rewards and significant negative relationships between a manager\u27s forcing strategies and those same outcomes. No relationship was found between a manager\u27s accommodating strategies and subordinates\u27 perceived rewards or between any of the strategies and system rewards. © 1996 Sage Publications, Inc