ABSTRACT
Interpersonal conflict in the workplace is a social phenomenon becoming increasingly important within workplaces that rely upon cooperation, collaboration, and coordination to complete work tasks, especially within work teams. With the many definitions of workplace interpersonal conflict (WIC), four defining properties are explained and expounded upon: interdependence, disagreement, interference, and negative emotion. Workplace interpersonal conflict must contain one of these properties as well as one of the three focuses of conflict, which are task content, task process, and interpersonal relationship. Related to WIC, there are many constructs that are similar such as: workplace violence, incivility, deviance, and bullying, though there are some clear differences. To measure workplace interpersonal conflict, self-reports are the most commonly used, which provide the needed perspective of the individual, but can contain significant perceptual bias. Indeed, many measures are available, but differ in their perspective (e.g. conflict types or conflict properties) and their psychometric evaluations. Results have shown that there are many harmful effects and negative outcomes that come from WIC, which impact both employee and organizational health and well-being. To manage this important psychosocial factor in an organization, there are many conflict resolution strategies that range in effectiveness. These strategies can influence the occurrence, frequency, and severity of workplace interpersonal conflict and should be tailored according to specific circumstances and situations.
