Effect of perceived job risk on organizational conflict in tourism organizations: Examining the roles of employee responsible behavior and employee silence

Abstract

Job risk and organizational conflict create pervasive dilemmas within the tourism industry that significantly concern managers and practitioners. However, little research has informed the relationship between job risk and organizational conflict. Based on conservation of resources theory, this study adopted a multi-study design and examined the effect of perceived job risk on organizational conflict in the tourism industry in both tourist hotels (Study 1, n = 495) and tourist attractions (Study 2, n = 401). In addition, the roles of employee responsible behavior and employee silence in moderating the effect of job risk on organizational conflict were examined. Study 1 and study 2 results indicate that in the hotel and tourist attractions context perceived job risk is positively related to organizational conflict but neither employee responsible behavior nor employee silence has significant moderating role in the relationship between perceived job risk and organizational conflict. This study provides empirical support for the effect of perceived job risk on organizational conflict, and offers implications on organizational conflict management in hotels and tourist attractions.