Abstract
This study aimed at studying the conflict handling styles impact on employees’ affective, normative and continuance commitment, at the Pharmaceutical companies in Jordan, its population consisted of all the 14 Pharmaceutical companies in Jordan that are members of the Jordanian association of pharmaceutical manufacturers (JAPM). The respondents to this research and unit of analysis were specified as all the managers who belong to different managerial levels. The rationale for choosing managers is that they have adequate knowledge to answer the study questionnaire and tend to provide unbiased answers. The researcher applied (Rahim, 1983a) organizational Conflict Inventory–II (ROCI–II) to assess the conflict handling styles, and adopted (Meyer & Allen, 1997). The employee commitment construct was to measure employees’ commitment, 253 questionnaires were distributed, out of which 215 were retrieved, and 30 questionnaires did not meet the criteria of statistical analysis, therefore, only 185 were valid for conducting data analysis. The results of the study have shown that conflict handling styles affect employees’ affective, normative and continuance commitment at the Pharmaceutical companies in Jordan.
Highlights
The pharmaceutical industry is the second largest exporting industry in Jordan, representing 8% of the country’s total exports during the period 2004 to 2008, which included 84% human medication, contributing strongly in reducing the deficit in Jordan’s trade balance (JKB Annual report, 2012)
Organizational commitment is a result of an individual evaluation of the benefits and costs associated with organizational membership (Herscovitch & Meyer, 2002), (Mayer & Allen, 1991) introduced the organizational commitment model which is composed of three components that are affective, normative and continuance
The results of the study have shown how conflict handling styles affect employees’ commitment at the Pharmaceutical companies in Jordan, these major results are consistent with the study of (Dobkin & Pace, 2006) and (Green & Marks, 2001)
Summary
The pharmaceutical industry is the second largest exporting industry in Jordan, representing 8% of the country’s total exports during the period 2004 to 2008, which included 84% human medication, contributing strongly in reducing the deficit in Jordan’s trade balance (JKB Annual report, 2012). Like Many of today’s organizations Pharmaceutical industry in Jordan fight for maintaining its competitive position in the marketplace, As a result of globalization and information and communications technologies that forced them to enter a new markets, adopt different operations strategies, and deal with different human cultures at work. For these organizations, conflict handling and resolution is becoming a non-ending activity to meet the demands of the new wave of competitiveness. Conflicts must be handled with care to leave a positive impact on organizational commitment
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