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An empirical analysis of the relationships between politics, conflicts, and performance in government organizations
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Cheong, Jong One. An empirical analysis of the relationships between politics, conflicts, and performance in government organizations. Retrieved from https://doi.org/doi:10.7282/T3SB45VG

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TitleAn empirical analysis of the relationships between politics, conflicts, and performance in government organizations
NameCheong, Jong One (author); Thompson, Frank J (chair); Holzer, Marc (internal member); Kirchhoff, Judith J (internal member); Schachter, Hindy L (outside member); Rutgers University; Graduate School - Newark
Date Created2010
Other Date2010 (degree)
SubjectPublic Administration (SPAA), Organizational effectiveness, Conflict management, Public administration
Extentviii, 206 p. : ill.
DescriptionThe key objective of this study is to examine 1) what relationships exist between organizational politics, conflicts, and other organizational factors; 2) how organizational conflicts affect conflict management effectiveness and the performance of government organizations; 3) how the perception of politics affects conflict management effectiveness and the performance of government organizations; and 4) how conflict management effectiveness affects the performance of government organizations. While many studies have focused on the performance of public organizations, relatively few have probed organizational politics, conflicts, conflict management, and their effects on organizational performance. Even though politics and conflict are common in public organizations, we have little knowledge and understanding of their implications for effects on organizational outcomes. In particular, there has been no study that treated internal politics and organizational conflicts as variables and statistically tested their simultaneous effects on organizational performance. Moreover, there has been no previous study that has adequately developed measuring conflict management effectiveness. This research 1) statistically tests the relationships among politics, conflict, and the performance of government organizations; 2) develops indicators for measuring conflict management effectiveness; and 3) tests the effects of conflict management effectiveness on organizational performance. To address the research questions, the study employed various statistical techniques including descriptive statistics, confirmative factor analyses, multiple regression analyses, reliability tests, and structural equation modeling. The empirical evidence indicates that perceptions of organizational politics and conflicts have negative effects on conflict management effectiveness and on organizational performance. This study also finds that public organizations with higher conflict management effectiveness have higher organizational performance.
NotePh.D.
NoteIncludes bibliographical references, abstract, and vita.
Noteby Jong One Cheong
Genretheses, ETD doctoral
Persistent URLhttps://doi.org/doi:10.7282/T3SB45VG
LanguageEnglish
CollectionGraduate School - Newark Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.
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