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Effect of Superior–Subordinate Intergenerational Conflict on Job Performance of New Generation Employees

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We analyzed the influence of superior–subordinate intergenerational conflict on the job performance of 498 employees of Chinese enterprises born since 1980 (new generation employees). Results of a survey showed that the 3 dimensions of superior–subordinate intergenerational conflict, namely task conflict, relationship conflict, and procedural conflict, all had a significantly negative influence on the employees' work engagement and job performance; work engagement exerted a significantly positive influence on job performance; work engagement played a partial mediating role in the relationship between both relationship conflict and procedural conflict and job performance, and fully mediated the relationship between task conflict and job performance; tolerance and confrontation in conflict resolution had a significantly moderating effect on the relationships between all 3 dimensions of superior–subordinate intergenerational conflict and work engagement; and coordination played a significant moderating role on the relationship between both task and procedural conflict and work engagement, but the role of coordination as a moderator in the relationship between relationship conflict and work engagement was nonsignificant. Theoretical contributions are discussed and options for practical guidance offered.
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Keywords: CONFLICT RESOLUTION; JOB PERFORMANCE; SUPERIOR–SUBORDINATE INTERGENERATIONAL CONFLICT; WORK CONFLICT; WORK ENGAGEMENT

Document Type: Research Article

Publication date: October 1, 2016

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