Abstract
Previous studies have found a negative association between intragroup conflict and both employees' health and performance, including the quality of service that employees provide. However, some authors have indicated that such negative effects of intragroup conflict depend on how conflict is managed. In addition, at individual level, research is increasingly emphasizing the role of psychological strengths (i.e., psychological capital) as predictors of health and performance. Thus, this research addresses both a main effect at individual level (psychological capital on burnout/quality of service) and a moderated cross-level model (2-2-1: intragroup conflict, conflict management climate and burnout/quality of service) in a cross-sectional survey study (N = 798 workers nested in 55 units/facilities). Results revealed a main effect of psychological capital on both burnout (r = −0.50) and quality of service (r = 0.28). Also, there was an association between intragroup relationship conflict and burnout (r = 0.33). Finally, there was an interaction effect in which conflict management climate buffers the negative association between intragroup conflict and quality of service. Practical implications of these results for developing positive and healthy organizations that prevent potential psychosocial risks at group level while promote individual strengths are discussed.
Highlights
The absence of distress at work together with the development of health promotion initiatives has been considered pivotal indicators of healthy organizations
Recent trends in organizational behavior focus on the concept of positive and healthy organizations (PHO), which refers to such organizations that emphasize the importance of achieving positive organizational outcomes by promoting employees’ flourishing in a healthy work environment over time (e.g., Cooper and Cartwright, 1994; Grawitch et al, 2006; Day and Randell, 2014)
PHO has its roots in the Human Relations Movement, which (a) proposes that satisfied workers are more productive than others (i.e., “the happy-productive worker hypothesis”: Wright et al, 2007), and (b) calls for a psychology focusing on building organizations that facilitate employee
Summary
The absence of distress at work together with the development of health promotion initiatives has been considered pivotal indicators of healthy organizations. Recent developments in the field of psychology have led to a shift in the ultimate goal of occupational health research: from reducing negative events at work and their concomitant psychological, physical, and economic costs to facilitate positive experiences that promote health and well-being (e.g., Bono et al, 2013). Research on “this area focuses on building strengths at work rather than fixing weaknesses” both at the individual and organizational level (for a review, see Gilbert and Kelloway, 2014). Bono et al (2013) pointed out the lack of integration of both the traditional approach focusing on preventing resource-depleting (negative) experiences and their associated negative outcomes (e.g., distress and health complaints), and the more recent positive approach focusing on facilitating resource-building (positive) experiences and their associated positive outcomes (e.g., work engagement and thriving)
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