Evaluating the Management of Interpersonal Conflict in Organizations:
A Factor-Analytic Study of Outcome Criteria
John P. Meyer, P. Gregory Irving, and Joanne M. Gemmell
This study was conducted to identify dimensions of outcome criteria commonly used in the evaluation of managerial intervention in conflicts among subordinates. Undergraduate students in organizational psychology rated the likelihood that each of 24 outcomes would result from the use of six intervention strategies. A principal components analysis revealed three bipolar factors: system vs. individual goal attainment, subordinate satisfaction vs. efficiency, and smoothing vs. permanence. The various strategies were perceived to be differentially effective in attaining the outcome categories. Implications of the findings for the development of a normative model of conflict management are discussed.