Effect of Superior–Subordinate Intergenerational Conflict on Job Performance of New Generation Employees
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.
Keywords: CONFLICT RESOLUTION; JOB PERFORMANCE; SUPERIOR–SUBORDINATE INTERGENERATIONAL CONFLICT; WORK CONFLICT; WORK ENGAGEMENT
Document Type: Research Article
Publication date: 01 October 2016
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