Relationships between conflicts and employee perceived job performance Job satisfaction as mediator and collectivism as moderator

Purpose Over 83.72 million Chinese firms employing more than 775 million employees. It is essential to explore employee relationships and conflict management practices in China. Although collectivism can influence employee cognition and emotions, the psychological mechanism that links collectivism and job satisfaction is still unclear. Researchers have found existing empirical findings on conflict-performance relationships to be mixed and inconsistent, and have identified the need to pinpoint the explanatory mechanisms and boundary conditions that underlie the effect of conflict on job performance. This study aims to provide some clarification to this important yet relatively unclear issue. Design/methodology/approach A questionnaire survey was conducted in China to collect data. The authors received completed questionnaires from 466 employees. Findings Analysis of questionnaire results reveals that job satisfaction mediates the relationships between conflicts and perceived job performance, and that collectivism moderates the relationships between conflicts and job satisfaction. Specifically, the positive relationship between task conflict and job satisfaction is amplified by high levels of horizontal collectivism (HC) and vertical collectivism (VC), while the negative relationship between relationship conflict and job satisfaction is strengthened by HC. Originality/value This paper examines the moderating role of employees' collectivist orientation (not national culture) on the relationships between conflicts and employee job satisfaction at the individual level. It also explores HC and VC and identifies their differential effects on the relationships between conflicts and job satisfaction.