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Interpersonal Conflict and Organizational Commitment: Examining Two Levels of Supervisory Support as Multilevel Moderators 1
Author(s) -
Thomas Jeffrey L.,
Bliese Paul D.,
Jex Steve M.
Publication year - 2005
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2005.tb02107.x
Subject(s) - psychology , organizational commitment , social psychology , continuance , interpersonal communication , perceived organizational support , stressor , affective events theory , supervisor , role conflict , interpersonal relationship , job satisfaction , job performance , clinical psychology , management , job attitude , economics
Using a stressor‐strain framework, this research examined the role of supervisory support at 2 organizational levels in the relationship between the work stressor of interpersonal conflict and organizational commitment in a military sample. In all analyses, supervisory support at both levels was conceptualized and modeled as a shared group attribute. Results indicated that perceptions of interpersonal conflict within the organization were related negatively to both affective and continuance commitment. Support from both first‐line supervisors and midlevel managers was related to employees’ affective commitment. First‐line supervisor support was related also to employees’ continuance commitment. Furthermore, midlevel management support attenuated the relationship between interpersonal conflict and continuance commitment. Implications for the assessment of different levels of supervisory support, different variants of organizational commitment, and interpersonal conflict are discussed.