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M. Maryani & Agus Umar Gazali, Golden Ratio of Human Resource Management, Vol.4, Issue. 2 (2024)
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Received: February 19, 2024
Revised: July 22, 2024
Accepted: July 30, 2024
*Corresponding author: M. Maryani,
Department of Management, Sekolah
Tinggi Ilmu Ekonomi Indonesia,
Makassar, Indonesia
E-mail: maryaniminhadj@gmail.com
HUMAN RESOURCE MANAGEMENT | RESEARCH ARTICLE
The Effect of Work Conflict on Job Stress and
Employee Performance
M. Maryani1*, Agus Umar Gazali2
1,2 Department of Management, Sekolah Tinggi Ilmu Ekonomi Indonesia, Makassar.
Email:maryaniminhadj@gmail.com1, mksagus@gmail.com2
Abstract: This study examines the relationship between work conflict, job stress, and employee
performance at Denpasar Hotel Makassar. The research hypotheses posit that work conflict
positively and significantly influences employee performance, whereas job stress shows a positive
but non-significant effect. A quantitative, cross-sectional design was employed, involving 40
respondents from Denpasar Hotel Makassar. Data was collected through questionnaires
assessing perceptions of work conflict, job stress, and performance. The analysis utilized t-tests
to explore these relationships. Key findings reveal that work conflict positively and significantly
impacts employee performance, indicating that effective conflict management can enhance
performance. Conversely, job stress demonstrated a positive but nonsignificant correlation with
performance, suggesting that stress, while present, does not substantially impede performance
and can sometimes act as a motivator. The implications for practice emphasize the need for
conflict management strategies that harness conflict as a driver of performance and stress
management approaches that convert stress into eustress to optimize employee outcomes. Future
research should investigate these relationships in diverse organizational settings and through
longitudinal studies to understand their long-term effects.
Keywords: Work Conflict, Job Stress, Employee Performance, Conflict Management.
JEL Classification Code: E44, F31, F37, G15
1. INTRODUCTION
In the ever-evolving workplace landscape, work conflict has emerged as an inescapable and critical
element within modern organizational environments. (Deng et al., 2022). Such conflicts create
workplace tensions and significantly affect employee well-being and productivity. Poorly managed
conflict can trigger job stress, leading to detrimental impacts on both individual and collective
performance within organizations. Understanding how work conflict interacts with job stress and
influences employee performance is critical to cultivating a healthy and productive work environment.
(Peng et al., 2022). This study zeroes in on a specific context within a technology information
company facing substantial challenges in managing conflicts among project teams. Conflicts arising
from professional disagreements or unclear roles have escalated employee stress levels. This
phenomenon is evident from company data showing increased absenteeism and declining work
quality. The disruption caused by these conflicts threatens the organization's overall effectiveness by
affecting employee motivation and commitment to the company’s objectives. The primary issue is
the rising turnover rates driven by job dissatisfaction and stress from unresolved conflicts. This
underscores an urgent need for more effective conflict management strategies to mitigate adverse
impacts on productivity. Theoretically, existing models fail to comprehensively explain the dynamics
between work conflict, job stress, and employee performance. Most models remain confined to a
single dimension, lacking a holistic perspective that can be applied across various industrial contexts.
Thus, this research becomes crucial as it aims to develop a more comprehensive framework to aid
organizations in identifying conflict causes and designing effective interventions to enhance employee
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M. Maryani & Agus Umar Gazali, Golden Ratio of Human Resource Management, Vol.4, Issue. 2 (2024)
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well-being and performance amidst work conflict challenges. (Kundi et al., 2022; Kuriakose & S.,
2022).
In recent literature, the relationship between work conflict and job stress and their impact on
employee performance has been a focal point of many studies. Julvia (2016) and Suyantiningsih et al
(2020) Demonstrate that work conflict and stress significantly negatively affect employee
performance, emphasizing how emotional tension from conflict can disrupt individual productivity.
Julia highlights that unresolved interpersonal tensions often exacerbate job stress, while
Suyantiningsih adds that ineffectively managed work conflict can lead to declining work quality.
However, Hamarto (2019) It offers a different perspective by showing that, in some cases, work
conflict can positively impact performance. This researcher found that when conflict is focused on
tasks and process improvement, the results can boost performance by fostering innovation and better
problem-solving. Identifying the type of work conflict is crucial in determining its impact. Task-
related and goal-oriented disputes often enhance performance, whereas relational and emotional
conflicts damage work relationships and reduce productivity. This literature analysis reveals a
consensus on the negative impact of work conflict and stress on performance. However, there is also
evidence that, under certain conditions, conflict can drive performance improvement. Yet, previous
studies are limited by methodological approaches that generalize without considering the differing
industrial or cultural contexts. These studies often overlook the complexity of the relationship
between conflict and stress across various work environments, making their findings less universally
applicable. Identifying these weaknesses underscores the importance of more adaptive and contextual
research to understand how work conflict and stress affect employee performance in different
industrial settings.
While existing research on work conflict and its impact on job stress and employee performance
has provided valuable insights, significant gaps remain unexplored. One critical area that lacks
attention is how different types of work conflict—task or relational—affect job stress differently.
Many studies generalize the impact of conflict without accounting for the specific dynamics that may
arise from various types of conflict. Additionally, previous research often fails to explain the role of
moderating or mediating factors that might influence the relationship between work conflict and
employee performance. For instance, the role of stress as a mediator or organizational culture as a
moderator remains underexplored in the literature. This study aims to address these gaps by offering
a more profound and nuanced analysis of the dynamics of work conflict. By employing a more
structured methodological approach and comprehensive empirical data, this study will explore how
various types of conflict impact job stress and how this stress mediates its effects on performance. The
uniqueness of this research lies in its holistic approach, analyzing not only the direct impact of conflict
on performance but also the role of job stress as a mediating variable and how organizational factors
can moderate this relationship. The research builds on relevant previous findings that indicate the
relationship between work conflict and performance is complex and contextual. Suyantiningsih et al
(2020) Highlights the negative impact of conflict on performance while Hamarto (2019) Suggests
that the type of conflict can determine whether the effect is positive or negative. Thus, this study not
only expands on previous research but also aims to provide new insights into how conflict
management strategies can be adapted based on the types of conflict faced and the specific industrial
context. This will contribute significantly to developing more effective and contextual conflict
management practices within diverse work environments.
The study aims to deeply examine the impact of work conflict on job stress and employee
performance by identifying and analyzing various types of conflict within the specific context of
organizations. The primary objective is to understand how task and relational conflict affect job stress
differently and how this stress mediates the relationship between conflict and performance. The study
hopes to yield comprehensive findings that clarify these dynamics and offer practical guidance for
organizations in managing work conflict more effectively. The research questions to be addressed
include: How does work conflict affect job stress? How do different types of work conflict, such as
task conflict versus relational conflict, have varying impacts on job stress? How does job stress mediate
the relationship between work conflict and employee performance? Are there moderating factors, such
as organizational culture, that influence the intensity of the conflict’s impact on stress and
performance? Furthermore, the study seeks to answer whether existing conflict management strategies
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M. Maryani & Agus Umar Gazali, Golden Ratio of Human Resource Management, Vol.4, Issue. 2 (2024)
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are effective in specific industrial contexts. The novelty of this research lies in its use of a quantitative
approach with a more structured path analysis, allowing for more precise identification of mediating
and moderating variables in the relationship between work conflict, job stress, and performance. This
approach has not been widely employed in previous studies, which often focus on descriptive or
qualitative analysis. Thus, this research provides new contributions with more robust empirical data
and introduces an analytical method that can be broadly applied to understand work conflict in
various industrial contexts. This study is anticipated to fill gaps in the existing literature by offering
more measurable and reliable insights and facilitating the development of more effective conflict
management strategies based on relevant empirical findings.
2. LITERATURE REVIEW
2.1. Defining and Classifying Work Conflict: Insights into Task and Relational Conflict
Work conflict in organizational settings is a multifaceted phenomenon that stems from perceived
individual incompatibilities, leading to tension and disagreements. (Kiliç, 2023). Conflict arises from
various factors, such as scarce resources, power relations, and role differentiation. (Pembi et al., 2023).
Managers must understand the sources, effects, and management strategies of conflict to maintain
organizational productivity and harmony. (Pembi et al., 2023). Research has shown that work conflict
can significantly impact employee performance, with a negative correlation between the two. (Chen
et al., 2021)Despite its disruptive nature, conflict can have positive outcomes, such as increased
productivity, innovative ideas, and team cohesion, when managed effectively. (Kurniawan &
Dewanti, 2023). Understanding the complexities of work conflict and implementing appropriate
conflict management strategies are essential for fostering a productive and harmonious work
environment. Further, it delineates work conflict as a dynamic process of interaction that reflects
perceived discrepancies in interests or viewpoints that can lead to disputes and disagreements. Work
conflict can be classified into two primary types: task and relational. Task conflict refers to team
members' differences regarding the task's content and outcomes. It includes different viewpoints,
ideas, and opinions about how work should be done. Task conflict can positively and negatively
impact organizational performance. On the positive side, task conflict can stimulate critical thinking
and foster creativity by encouraging the expression of diverse perspectives. Conversely, if not managed
effectively, it can lead to frustration and decreased productivity.
Relational conflict, as described by Simons and Peterson (Li, 2023), is characterized by personal
animosities and emotional discord between individuals, stemming from personal incompatibilities
and emotional friction rather than task-related issues. This type of conflict leads to decreased
communication, trust, and cooperation among team members, ultimately undermining
organizational cohesion and effectiveness. (Li, 2023). Research by Hwang and Shin (Hwang & Shin,
2023) Further, it emphasizes that transforming task conflict into relationship conflict can result in
increased burnout among employees, highlighting the negative impact of relational conflict on
employee well-being. Additionally, Kundi et al. (Dar et al., 2023) Suggests that workplace deviance
mediates the association between interpersonal conflict and task performance, with emotional
intelligence moderating this relationship. Effectively managing relational conflict is crucial for
maintaining a harmonious work environment and promoting positive organizational outcomes. Task
conflict and relationship conflict play distinct roles in organizational dynamics. As highlighted in
Kiernan et al (2022), task conflict can stimulate creativity and problem-solving by encouraging
knowledge exchange and constructive criticism within teams. On the other hand, as emphasized in
Telecan et al (2022), relationship conflict tends to have a more detrimental impact on team
effectiveness, interpersonal relations, and emotional climate, leading to decreased morale and
disrupted workflow. As discussed in Moreira et al (2023) and Li (2023)Effective conflict management
strategies should consider these differences to minimize negative consequences and leverage conflicts'
potential benefits. Tailored approaches that address the specific nature of disputes, whether task-
related or relational, are essential for enhancing organizational performance by fostering a conducive
work environment and promoting productive teamwork.
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2.2. Impact of Work Conflict on Job Stress
Work conflict is a factor that plays a significant role in increasing work stress in an organizational
environment (Joksimović et al., 2023; Kurniawan & Dewanti, 2023; Muhadi, 2023; Paresashvili et
al., 2023). Work conflict generally affects job stress by worsening employees' emotional balance,
creating tension that interferes with productivity and well-being. Research shows that poorly managed
conflict increases uncertainty and anxiety among employees, which fuels work stress. For example,
research by De Dreu and Weingart (2003) shows that protracted work conflict can lead to a significant
increase in stress levels as it fuels interpersonal tension and increases psychological burden. In addition,
the impact of work conflict on stress is not uniform and may be moderated by several individual and
organizational factors. Personal factors such as employee personality and work experience play a role
in determining how much stress is experienced. For example, employees with good coping skills and
long work experience may be better able to manage stress arising from conflict. Meanwhile,
organizational factors such as work culture and structure also influence the intensity of conflict's
impact on stress. An organizational culture that supports collaboration and open communication can
reduce the adverse effects of conflict. In contrast, a hierarchical and rigid organizational structure
tends to exacerbate stress arising from work conflict. Understanding the distinct impacts of task and
relational conflicts on work stress is crucial for designing effective conflict management strategies in
the workplace. Task conflicts, as highlighted in Hwang & Shin (2023), can stimulate problem-solving
and innovation but may lead to frustration and burnout if not appropriately managed. Conversely,
relational conflicts, as discussed in Zanabazar & Jigjiddorj (2023), have a more direct and damaging
impact on employee well-being, intensifying stress levels significantly. Research by Jehn (1995)
emphasizes that relational conflicts are more likely to deteriorate the working atmosphere and increase
stress than task conflicts, whose effects depend more on effective management strategies. Therefore,
organizations must recognize the nuances between these conflict types to implement targeted
interventions that mitigate stress and foster a healthier work environment. (Moreira et al., 2023;
Paresashvili et al., 2023).
2.3. Impact of Job Stress on Employee Performance
The relationship between job stress and employee performance is nuanced, characterized by
theoretical frameworks and empirical evidence that illustrate its complexity. Generally, stress is seen
as detrimental to performance, primarily because it drains cognitive and emotional resources crucial
for maintaining productivity and job satisfaction. The Job Demand-Control model by Karasek in
1979 posits that high job demands, when not balanced with adequate control, lead to elevated stress
levels, which deteriorate performance. This negative impact is often observed in reduced efficiency,
lower quality of work, and increased absenteeism, as Cooper and Marshall in 1976 documented.
However, the relationship between stress and performance is not purely negative. (Issahaku, 2023).
Certain stress levels, often called "eustress," can enhance performance by providing a motivational
boost that fosters focus and energy. The Yerkes-Dodson Law in 1908 suggests an inverted-U
relationship where moderate stress can improve performance, but only up to a point; beyond that,
performance declines as stress increases. This dual nature of stress underlines the importance of
understanding its specific context and intensity.(Juniari et al., 2015; Latif et al., 2022).
Stress also acts as a mediator in the relationship between work conflict and employee performance.
Empirical studies, such as those by Liu et al. (2005), demonstrate that job stress mediates the impact
of work conflict on performance by channeling conflict's emotional and psychological effects into
performance outcomes. For example, task-related conflicts can lead to job stress that, depending on
how it is managed, either hampers or boosts performance. Similarly, relational conflicts often heighten
stress levels, diminishing performance by disrupting work processes and interpersonal relations.
Moderating factors also play a crucial role in how stress affects performance. Social support and
effective coping strategies can mitigate the adverse effects of stress. Supportive work environments
and robust coping mechanisms help employees manage stress more effectively, thereby preserving
their performance. Social support, such as encouragement from colleagues and supervisors, can buffer
the impact of stress by providing emotional and practical assistance, while coping strategies, such as
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problem-solving and time management, equip employees to handle stressors more effectively. The
impact of job stress on employee performance is multifaceted, influenced by the type and intensity of
stress, its role as a mediator between work conflict and performance, and the presence of moderating
factors that can either exacerbate or alleviate its effects. Understanding these dynamics is essential for
developing strategies that manage stress constructively, ultimately enhancing organizational
performance.
2.4. Work Conflict and Employee Performance
Various studies highlight that the relationship between work conflict and employee performance
is intricate. Task conflict, involving differing opinions on work tasks, can positively impact
performance by stimulating innovative solutions and fostering debate when managed constructively
[1]. However, unmanaged task conflict can lead to confusion and reduced efficiency, negatively
affecting performance [5]. Relational conflict, characterized by interpersonal animosities, harms
performance by undermining team cohesion, reducing trust, and increasing stress levels [4]. When
relational conflict is not effectively managed, it can disrupt workflow, hamper collaboration, and
ultimately decrease overall productivity [2]. Therefore, the nature and management of conflicts
significantly influence employee performance, with well-handled conflicts potentially enhancing
performance, while poorly managed conflicts can lead to detrimental outcomes. Task conflict, as
evidenced by Moreira et al. (2023), can indeed have a positive impact on team performance by
fostering critical thinking and innovation. Conversely, relational conflict, as shown in Kurniawan &
Dewanti (2023) , often leads to decreased performance due to its disruptive nature and negative
impact on interpersonal relationships. The research further supports this by highlighting how stress
mediates the relationship between conflict and performance, exacerbating the adverse effects of
conflict. The compounded detrimental impact of conflict and anxiety on performance underscores
the importance of effective conflict management strategies, as discussed in Paresashvili et al. (2023),
to mitigate stress and enhance overall performance outcomes. Therefore, a nuanced approach to
conflict management that considers the type of conflict and its management, as well as the resulting
stress, is crucial for optimizing performance in organizational settings. Moreover, the interaction
between conflict and stress often produces a compounded detrimental effect on performance,
highlighting the need for effective conflict management strategies to mitigate stress and enhance
performance. The relationship between work conflict and employee performance is multifaceted,
dependent on the type of conflict and its management. Task conflict can improve performance
through constructive engagement, while relational conflict generally undermines it. The interplay
between conflict and stress further complicates this relationship, necessitating a nuanced approach to
conflict management that addresses both the type of conflict and the resultant stress to optimize
performance outcomes in organizational settings. Based on the background, problem formulation,
and theory in this study, the hypotheses in this study are as follows:
H1: Work conflict significantly affects employee work stress.
H2: Work conflict significantly affects employee performance.
H3: Job stress significantly affects employee performance.
3. RESEARCH METHOD AND MATERIALS
This research is a type of quantitative research. This study's population was all permanent
Denpasar Hotel Makassar employees, with as many as 40 employees. The sampling method used in
this study is the saturated sample method. The saturated sample method is a sampling technique in
which all population members are used as samples. So, this study's sample was all permanent Denpasar
Hotel Makassar employees, with as many as 40 respondents. The data source used in this study is
primary data. Primary data is a data source obtained directly from respondents. Primary data from
this study were obtained from questionnaires filled out by employees of the Denpasar Makassar Hotel,
including identity and responses according to the questionnaire results. In measuring each variable
indicator in this study, a Likert scale with five alternative answers was used, namely: Strongly agree
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(SS) with a score of 5, Agree (S) with a score of 4, Disagree (KS) with a score of 3, Disagree (TS) with
a score of 2 and Strongly Disagree (STS) with a score of 1. The data that has been collected will be
analyzed through several stages of testing. The first stage is to conduct a descriptive statistical test.
The second stage is the research data instrument test (validity test, reliability test). The third stage is
the normality test. The fourth stage is to test all hypotheses proposed in this study, which will be
proven through a partial test (t-test) and the coefficient of determination test.
4. RESULTS AND DISCUSSION
4.1. Statistical Result
Data collection in this study was carried out by distributing questionnaires to 40 employees of
Denpasar Makassar Hotel. The study's respondents' characteristics can be seen in gender, age, latest
education, length of service, and work unit. For more details, the characteristics of respondents in this
study will be described individually in Figure 1.
Figure 1. Characteristics of Respondents
Figure 1 provides an overview of the demographic characteristics of the study participants,
highlighting key aspects such as gender, age, education level, tenure, and department affiliation. The
sample comprises 40 participants, predominantly male (72.5%), with 27.5% females. Most
participants are aged 21-30 years (72.5%), with smaller proportions aged 20 years or younger (15%),
31-40 years (7.5%), and over 40 years (5%). Most have completed high school education (60% SMA,
32.5% SMK), with only 7.5% holding a bachelor's degree (S1). Tenure varies, with significant groups
having worked for two years (32.5%) or three years (30%) and fewer with longer tenures, such as
seven years (7.5%) and 20 years (5%). Department-wise, the largest group is from the Room Boy
department (42.5%), followed by Food & Beverage Service (25%), with other departments like Front
Office, Accounting, Engineering, Kitchen, and others, each representing 2.5%. This demographic
snapshot reveals a predominantly young, male workforce engaged mainly in operational roles with a
mix of educational backgrounds and varying lengths of service, offering insights into the workforce
composition and its potential impact on organizational dynamics.
The second stage is the data quality test, which consists of validity and reliability tests. The validity
level test is a significant test comparing the count value with the stable value. In this study, the amount
of df can be calculated as 40-2 or df = 38 with alpha 0.05 obtained r table 0.312. If the count is more
significant than the r table and the r value is positive, then the question item is said to be valid. The
basis for decision-making in the reliability test in this study is if the Cronbach's Alpha (α) value is>
0.60, the questionnaire is declared reliable or consistent. Table 1 presents the validity and reliability
results for the instruments measuring variables X1 (work conflict), Y1 (job stress), and Y2 (employee
performance). All items for variable X1 (X1.1 to Z1.10) are valid and reliable, with r-calculated values
ranging from 0.361 to 0.891 and a Cronbach's Alpha of 0.753, indicating strong internal consistency.
For variable Y1, items Y1.1 to Y1.12 show r-calculated values between 0.325 and 0.718 with a
Cronbach's Alpha of 0.740, demonstrating adequate validity and reliability in measuring job stress.
Variable Y2 items (Y2.1 to Y2.8) exhibit r-calculated values from 0.597 to 0.910 and Cronbach’s
Alpha of 0.785, reflecting high reliability and validity in assessing employee performance. Overall, the
instruments are confirmed to be both valid and reliable for the respective variables, ensuring accurate
and consistent measurement, with Cronbach's Alpha values exceeding 0.7 and r-calculated values
above the acceptable threshold, validating their use in further analysis of the relationships between
work conflict, job stress, and employee performance.
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The third stage is the calculative assumption test, which consists of normality testing. Data
normality testing uses the Kolmogorov-Smirnov Test of Normality. If the significant value is more
than 0.05, the data is normally distributed, but if the significance is less than 0.05, the data is not
normally distributed.
Table 1. Validity and Reliability Test Results
Variable
Instrument
r-calculated
Cronbach Alpha
Result
X1
X1.1
0,714
0,753 Valid and
reliable
X1.2
0,891
X1.3
0,624
X1.4
0,845
X1.5
0,705
X1.6
0,394
X1.7
0,361
X1.8
0,492
X1.9
0,440
Z1.10
0,810
Y1
Y1.1
0,421
0,740 Valid and
reliable
Y1.2
0,517
Y1.3
0,642
Y1.4
0,556
Y1.5
0,718
Y1.6
0,712
Y1.7
0,700
Y1.8
0,691
Y1.9
0,627
Y1.10
0,457
Y1.11
0,325
Y1.12
0,337
Y2
Y2.1
0,776
0,785 Valid and
reliable
Y2.2
0,597
Y2.3
0,678
Y2.4
0,721
Y2.5
0,869
Y2.6
0,910
Y2.7
0,800
Y2.8
0,875
Source: Primary data processed by SPSS (2024)
Table 2. One-Sample Kolmogorov-Smirnov Test
Unstandardised
Residual
Unstandardised
Residual
Unstandardised
Residual
N
40
40
40
Normal Parametersa,b
Mean
0,0000000
0,0000000
0,0000000
Std.
Deviation
4,82104834 2,88762506 4,58287661
Most
Extreme
Differences
Absolute
0,091
0,063
0,274
Positive
0,091
0,062
0,156
Negative
-0,081
-0,063
-0,274
Test Statistic
0,091
0,063
0,274
Asymp. Sig. (2-tailed)
.200c,d
.200c,d
.000c
Source: Primary data processed by SPSS (2024)
Based on Table 2, each Kolmogorov-Smirnov test result shows that the significant value exceeds
0.05. The significant value of model I is 0.200>0.05, while the significant value of model II is
0.200>0.05, so the residual data is normally distributed. While the significant value of model III is
0.000 <0.05, because the sample is> 30, the data is said to be normally distributed.
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After the classical assumption test results and the overall results show that the regression model
meets the classical assumptions, the next step is to evaluate and interpret the simple regression model.
Simple linear regression analysis determines the effect of one independent variable on one dependent
variable.
Table 3. Linear Regression Analysis and Coefficient of Determination
Model
Unstandardized
Coefficients B
Std.
Error
Standardized
Coefficients
Beta
t
Sig.
R
R
Square
Adjusted
R Square
1
25.545
6.810
3.751
0.001
0.327a
0.107
0.083
4.884
0.352
0.165
0.262
2.133
0.039
2
2.321
0.862
2.692
0.010
0.793a
0.629
0.619
2.925
0.794
0.142
0.793
5.592
0.000
3
25.379
5.872
4.322
0.000
0.254a
0.065
0.040
4.643
0.236
0.146
0.254
1.621
0.113
Source: Primary data processed by SPSS (2024)
The combined table comprehensively examines the relationships between work conflict, job stress,
and employee performance through simple linear regression analyses. In Model 1, we observe that an
increase in work conflict directly correlates with a rise in job stress. Specifically, the unstandardized
coefficient of 0.352 suggests that for each unit increase in work conflict, job stress increases by 0.352
units. This relationship is statistically significant (p = 0.039), indicating that conflict in the workplace
has a tangible impact on stress levels among employees. The R Square value of 0.107 further tells us
that 10.7% of the variability in job stress can be explained by work conflict, which, while modest,
highlights the critical role conflict plays in influencing stress.
Model 2 focuses on the impact of work conflict on employee performance. Here, the
unstandardized coefficient is 0.794, suggesting a substantial positive effect: for every unit increase in
work conflict, performance improves by 0.794 units. This result is also statistically significant (p <
0.001). The R Square of 0.629 indicates that a substantial 62.9% of the variability in performance is
attributable to work conflict. This may initially seem counterintuitive, as conflict is typically seen as
unfavorable; however, it suggests that when conflict is task-related and managed effectively, it can
stimulate performance by fostering innovation and problem-solving.
Model 3 explores the link between job stress and employee performance. The unstandardized
coefficient of 0.236 implies that an increase in job stress leads to a corresponding increase in
performance by 0.236 units. However, this relationship is not statistically significant (p = 0.113),
suggesting that stress alone has no solid predictive power for performance changes. The R Square
value of 0.065 indicates that only 6.5% of the variability in performance is explained by job stress,
suggesting other factors are at play. These results underscore the multifaceted nature of work conflict
and its dual role. While conflict can elevate stress, it also has the potential to enhance performance
when directed towards constructive outcomes. The nuanced relationships observed here highlight the
importance of managing conflict effectively to mitigate its stress-inducing effects while harnessing its
potential to drive better performance outcomes. This integrated understanding offers valuable insights
for organizational strategies to optimize employee well-being and performance through effective
conflict resolution and management practices.
4.2. Discussion
Work Conflict and Work Stress
In organizational behavior, the intricate dance between work conflict and job stress emerges as a
central theme, underpinned by numerous theoretical frameworks and empirical studies. Our findings
from the survey at Hotel Denpasar Makassar corroborate the hypothesis that work conflict exerts a
significant favorable influence on job stress. This revelation is not merely an isolated observation but
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is deeply rooted in established theories and supported by a robust body of literature. At the heart of
this relationship lies the classical theory of organizational conflict. The workplace is an inevitable
phenomenon arising from divergent goals, statuses, values, and perceptions among employees. This
theoretical perspective aligns seamlessly with our findings, where the language used by leaders and
colleagues, though largely comprehensible, still serves as a primary conflict indicator due to
misunderstandings and miscommunications. It underscores the notion that even in environments
where communication appears straightforward, the subtleties of language and interpretation can fuel
conflict, subsequently escalating stress levels among employees. Our empirical evidence reveals that
the primary cause of conflict at Hotel Denpasar Makassar stems from communication barriers,
particularly the difficulty in understanding managerial language. This aligns with the observations of
Tjondro et al (2019), who highlighted that unclear communication often leads to conflict, creating a
ripple effect that amplifies job stress. Furthermore, the anxiety experienced by employees, primarily
due to unclear job expectations and insufficient understanding of tasks, aligns with the stress theory,
which emphasizes the role of cognitive appraisal in stress development. The demographic
characteristics of our respondents, predominantly high school graduates with an average of two years
of service, provide a contextual backdrop to these findings. This demographic profile suggests a
workforce lacking the extensive experience and comprehensive understanding to navigate complex
job demands and organizational dynamics effectively. The limited knowledge and educational
background amplify vulnerability to conflict and stress, reinforcing the theoretical stance that less
experienced employees are more susceptible to job-related stressors.
The implications of these findings are profound for organizational management and human
resources practices. Addressing work conflict is not merely about resolving disputes but requires a
proactive approach to enhancing communication clarity and providing robust employee support
systems. Organizations must invest in training programs that improve communication skills and
foster an environment where feedback is encouraged and acted upon. Moreover, providing
continuous professional development opportunities can equip employees with the necessary skills and
knowledge, reducing the anxiety associated with job ambiguity and enhancing overall job
performance. Supporting literature further substantiates our findings. Baqutayan et al. (2014)
demonstrated that workplace conflict significantly increases job stress, mirroring our observations at
Hotel Denpasar Makassar. Similarly, Friedman et al. (2000) highlighted that individual conflict styles
shape the work environment, influencing stress levels. These insights align with Carlson & Perrewé's
(1999) research, which identified social support as a critical buffer against work-family conflict,
indirectly mitigating stress. Krisnawati & Lestari (2018) also emphasized that work stress and conflict
negatively impact employee performance, underscoring the need for effective conflict management
strategies. Considering these findings, future research should delve deeper into the nuances of conflict
management styles and their efficacy in different organizational settings. Longitudinal studies could
provide valuable insights into the long-term impacts of conflict resolution strategies on job stress and
employee performance. Additionally, exploring the role of organizational culture in moderating the
relationship between work conflict and job stress could yield actionable insights for creating healthier,
more productive work environments. Our study reinforces the critical link between work conflict and
job stress, grounded in robust theoretical frameworks and supported by empirical evidence. The path
forward requires organizations to embrace a proactive approach to conflict management, emphasizing
clear communication, continuous employee development, and supportive work environments. By
doing so, they can mitigate job stress and enhance overall organizational performance and employee
well-being.
Work Conflict and Employee Performance
In the intricate landscape of organizational dynamics, the relationship between work conflict and
employee performance emerges as both paradoxical and profound. Our study at Hotel Denpasar
Makassar reveals that work conflict positively and significantly impacts employee performance,
affirming the hypothesis that increased conflict correlates with enhanced performance levels. While
seemingly counterintuitive, this finding underscores the nuanced nature of conflict within
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organizational settings and aligns with a broader theoretical framework that distinguishes between
functional and dysfunctional conflict.
Functional conflict is a form of confrontation that fosters organizational performance by
stimulating motivation, innovation, and reevaluating goals and processes. When effectively managed,
this conflict can catalyze growth and improvement, promoting a dynamic work environment where
employees are motivated to excel and contribute to the organization's objectives. Our study's results
resonate with this perspective, suggesting that the management at Hotel Denpasar Makassar has
adeptly harnessed conflict to enhance employee performance. This capability to transform conflict
into a motivational force hinge on the organization's ability to quickly, accurately, and judiciously
address issues, particularly for employees with lower resilience to stress.
Conversely, dysfunctional conflict impedes organizational progress, leading to disruptions in
workflow, a deteriorated work atmosphere, and, ultimately, a decline in employee performance. The
distinction between these two conflict types highlights the critical role of conflict management in
determining the overall impact of conflict on performance. When managed poorly, even minor
conflicts can escalate into significant barriers to productivity, as posited by theorists such as (Li, 2023),
who emphasized the importance of conflict resolution strategies in maintaining organizational
harmony and performance. Our findings that work conflict positively influences performance are
further substantiated by Batubara (2022), who reported similar results, suggesting that conflict, when
managed effectively, can be a performance enhancer. Batubara’s study indicated that conflict could
drive employees to engage more actively in problem-solving, foster competitive behaviors that
enhance individual and team performance, and encourage pursuing higher standards. These outcomes
are consistent with our observations at Hotel Denpasar Makassar, where management's proactive
conflict resolution and motivational strategies have leveraged conflict as a constructive force.
However, the literature also presents contrasting views, as evidenced by Zafarina & Frianto (2021)
and Suyantiningsih et al. (2020), who found a negative relationship between work conflict and
performance. Zafarina & Frianto (2021) highlighted that unresolved or poorly managed conflict can
lead to decreased morale, increased stress, and ultimately hinder performance. Similarly,
Suyantiningsih et al. (2020) emphasized the detrimental effects of work stress on performance,
suggesting that conflict, if not managed appropriately, can exacerbate anxiety and negatively impact
employee outcomes. Kurniawan & Dewanti (2023) reinforced these findings, noting that the adverse
effects of conflict are often mediated by the increased stress levels it induces among employees. These
divergent findings underscore the complexity of the relationship between work conflict and employee
performance, suggesting that the impact is highly context-dependent and influenced by various factors
such as the nature of the conflict, individual differences in conflict-handling styles, and the broader
organizational culture. The positive effects observed in our study may be attributed to the effective
conflict management practices at Hotel Denpasar Makassar, which mitigate the potential stress and
disruptions typically associated with conflict. Moving forward, further research is essential to unravel
the complexities of this relationship. Longitudinal studies that examine the long-term effects of
conflict on performance across different organizational contexts would provide valuable insights.
Additionally, exploring the role of individual resilience, conflict management training, and managerial
support systems in moderating this relationship could yield practical implications for enhancing
employee performance through effective conflict management. Our study contributes to the evolving
discourse on work conflict and employee performance by highlighting the potential for conflict as a
performance enhancer when managed effectively. These finding challenges traditional views that
predominantly associate conflict with adverse outcomes and underscores the importance of strategic
conflict management in harnessing the positive aspects of organizational conflict. By embracing a
nuanced approach to conflict, organizations can foster a more dynamic, innovative, and high-
performing workforce.
Job Stress and Employee Performance
The intricate interplay between job stress and employee performance is a multifaceted issue that
often defies straightforward conclusions. Our research at Hotel Denpasar Makassar provides a
nuanced perspective on this relationship, revealing a positive yet non-significant correlation between
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job stress and employee performance. This finding necessitates critically examining existing theories
and empirical evidence to contextualize its implications within the broader organizational behavior
literature. The positive correlation observed in our study aligns with the perspective offered by
Sinambela et al. (2022), who posits that stress can be a double-edged sword, functioning as both a
performance enhancer and a detractor. This dual nature of stress is evident in eustress versus distress.
Eustress, or positive stress, is a motivational force that can drive individuals to achieve higher
performance levels by pushing them to overcome challenges and optimize their efforts. This form of
stress stimulates employees to engage more actively with their tasks and strive for excellence. Our
findings suggest that the job stress experienced by employees at Hotel Denpasar Makassar may fall
into this category of eustress. Employees reported a moderate level of agreement with the occurrence
of job stress, indicating that while they recognize its presence, it does not significantly impair their
performance. This suggests a form of stress that, while present, does not reach a debilitating level and
may instead serve as a catalyst for improved performance under certain conditions.
Conversely, the extensive body of literature on job stress predominantly highlights its negative
impact on performance. Daniel (2019) and Altangerel et al (2015) Underscore the detrimental effects
of stress on productivity, noting that it often leads to increased absenteeism, turnover, and reduced
work quality. Similarly, Muraale et al (2017) and Iskamto et al (2022)Identify specific stressors, such
as time pressure and role ambiguity, which contribute to decreased performance by creating a
disruptive work environment. These studies collectively advocate for robust stress management
strategies to mitigate these adverse outcomes. The disparity between our findings and the prevailing
view in the literature suggests that the impact of job stress on performance is highly contingent upon
various contextual factors. These factors include the nature of stress, the individual differences in stress
tolerance and coping mechanisms, and the organizational culture and support systems in place.
Our study’s results have several practical implications for organizational management and human
resources at Hotel Denpasar Makassar. Firstly, the jovial yet non-significant correlation between job
stress and performance highlights the importance of fostering a supportive work environment that
leverages stress as a motivator rather than a detractor. Management should focus on identifying the
optimal level of stress that stimulates performance without crossing into distress. Organizations can
implement comprehensive stress management programs that include training on effective stress
coping strategies, regular stress assessments, and interventions tailored to individual employee needs
to achieve this balance. These programs can help employees harness the motivational aspects of stress
while minimizing its potential adverse effects. Additionally, promoting open communication and
providing employees with clear job expectations can reduce role ambiguity and time pressure, two
significant stressors identified in the literature.
The complex relationship between job stress and employee performance warrants further
investigation. Future research should explore the conditions under which stress transitions from a
positive to a negative influence on performance. Longitudinal studies could provide valuable insights
into how this relationship evolves and the long-term effects of stress on employee outcomes.
Moreover, examining the role of individual differences in stress perception and coping mechanisms
could shed light on why some employees thrive under stress while others struggle. Understanding
these individual variations can inform the development of personalized stress management strategies
that cater to diverse employee needs. Finally, exploring the impact of organizational culture on the
stress-performance relationship could reveal how different cultural contexts influence this dynamic.
A supportive and flexible organizational culture may mitigate the adverse effects of stress, while a rigid
and high-pressure environment could exacerbate them. Our study at Hotel Denpasar Makassar
contributes to the ongoing discourse on job stress and employee performance by highlighting a
positive yet non-significant relationship between these variables. This finding challenges the
predominantly negative view of job stress and underscores the need for a nuanced understanding of
how stress affects performance. Organizations can enhance employee performance and well-being by
leveraging stress as a potential motivator and implementing effective stress management strategies.
Future research should continue to explore the complex interplay between stress and performance to
develop more targeted and effective organizational interventions.
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5. CONCLUSION
The findings reveal that while work conflict positively and significantly influences employee
performance, job stress shows a positive but non-significant correlation with performance. These
outcomes suggest that contrary to conventional wisdom, effectively managed work conflict can
catalyze enhanced performance, driving employees to achieve higher standards. Conversely, although
recognized by employees, job stress does not significantly hinder performance, indicating that its
presence may serve as a mild motivator rather than an impediment in specific contexts. The
significance of this study lies in its challenge to traditional assumptions about the detrimental impacts
of conflict and stress on performance. By demonstrating that conflict can be functional and
performance-enhancing when appropriately managed, this research underscores the potential for
conflict to foster a dynamic and innovative work environment. Moreover, the finding that job stress
does not significantly impair performance calls for reevaluating stress management strategies,
suggesting a need to transform stress into a positive force that can stimulate productivity. These
insights offer valuable implications for organizational management and human resources practices,
emphasizing the importance of strategic conflict resolution and stress management. However, the
study’s limitations must be acknowledged. The research is confined to a single organizational setting,
which may limit the generalizability of the results. Additionally, the cross-sectional design precludes
causal inferences, and the study does not account for individual differences in stress tolerance and
conflict handling. Future research should adopt longitudinal approaches and explore various
organizational contexts to validate and extend these findings. Investigating the mediating roles of
leadership styles, organizational culture, and support systems in moderating the effects of conflict and
stress on performance will further enhance our understanding and provide actionable strategies for
improving employee outcomes in diverse environments.
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