| Abstract [eng] |
This master's thesis examines how different conflict management styles relate to employee wellbeing and turnover intention. The research question is: what are the interrelationships between conflict management styles, employee wellbeing and turnover intention? This topic holds both scientific and practical relevance – organizations today are increasingly looking for ways to retain employees and ensure their wellbeing, while workplace conflicts inevitably affect both. The aim of this study is to evaluate the interrelationships between conflict management styles, employee wellbeing, and turnover intention. Three objectives were set: 1) to explore the concepts of conflict management styles, employee wellbeing, and turnover intention in an organizational context; 2) to identify the relationships between these constructs as described in the scientific literature; 3) to empirically examine these interrelationships. The thesis consists of three main parts. The first part analyzes theoretical aspects of conflict management styles, employee wellbeing, and turnover intention – discussing conceptual definitions, structural components, and the relationships between these constructs found in the literature. The second part presents the research methodology: research design, instruments, and organizational aspects. The third part reports the empirical findings – descriptive statistics, t-tests and ANOVA, as well as correlation, regression, and mediation analyses. A quantitative strategy was chosen for the empirical study. Data were collected through a survey using three validated instruments: the Rahim Organizational Conflict Inventory (ROCI-II) to measure conflict management styles, the Employee Wellbeing Scale (EWB-31), and the Turnover Intention Scale (TIS-6). A total of 213 respondents participated, mostly from the public sector. Statistical analysis was performed using SPSS. The results revealed important patterns. The integrating conflict management style was found to directly and negatively predict turnover intention – in other words, employees who use this style more frequently think less often about leaving. All five conflict management styles were significantly related to employee wellbeing, although for some styles the direction of the relationship did not match theoretical expectations. The key finding is that employee wellbeing acts as a mediating variable between all conflict management styles and turnover intention. This means that conflict management styles influence employees' desire to leave the organization precisely through their level of wellbeing. The practical significance of this study is that organizations aiming to reduce employee turnover should not only train employees in constructive conflict management but also systematically care for employee wellbeing – it plays a crucial mediating role between conflict management styles and turnover intention. |
