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Tatum & Eberlin (2008) wrote an article titled “The Relationship between Organizational Justice and Conflict Style.” The main purpose of the article is to examine the relationships that exist between organizational justice and the concept of conflict management.
To address the purpose of this study, the researchers have clearly designed the study question about whether there is theoretical evidence of the correlation between the two variables and the degree to which this relationship influences the nature of organizational conflict resolution mechanisms (Tatum & Eberlin, 2008).
In their study, the authors extensively undertook a literature review of the concept of organizational justice within the context of organizational setting. Although abundant studies were conducted on the theory of organizational justice, little research has emphasized the interdependence between the two variables. The methodological approach follows a theoretical model. Therefore, the research would require substantive empirical evidence in a bid to confirm its findings (Tatum & Eberlin, 2008).
However, the critical analyses of the previous studies demonstrate a potential statistical correlation between the organizational justice and conflict management. Tatum & Eberlin (2008) undertook an in-depth analysis of the phenomenal relationship between organizational justice and conflict management in order to develop a model that could explain their interdependence. To achieve this objective, they pursued a theoretical and qualitative study.
Interpretation and findings
The researchers have carefully sought to establish and discuss their findings. The analysis of the article reveals an exhaustive and extensive illustration of the study findings. In their analysis of an organization, they noted that a manager sensitive to issue of organizational justice had a tendency of knowing the potential conflicts that might occur in his or her encounter with an employee.
On the other hand, a manager who disregards these issues always exhibits behavior of procedural concerns in which he or she adopts mechanisms that portray domineering tactics in conflict resolution (Tatum & Eberlin, 2008; Rahim, Magner & Shapiro, 2000).
Significance of the article
The need to integrate justice and fairness in the contemporary organizational settings continues to draw great attention by most managers and corporate stakeholders. Current studies reveal a shift from hierarchical work environments toward embracing teams.
Careful and consistent application of justice as conflict mitigation tool would have far-reaching benefit in meeting the demand for few conflict cases (Rahim, Magner & Shapiro, 2000). Informed of this imperative, this article serves to systematically harmonize the knowledge on conflict management and organizational justice (Tatum & Eberlin, 2008).
Therefore, the article achieves the significant role of demonstrating the innate benefit of approaching conflict management from an organizational culture that recognizes justice and fairness. In the today’s managerial settings, the research article illuminates on the topic that previously did not occupy much space, yet with much importance.
Recommendations
The article displays a logical flow of information in a manner to cause understanding of an average reader. The introduction of the article gives a clear thesis or problem statement, which forms the basis of the research. Base on the preceding critical analysis of the nature and significance of the article, I would strongly recommend it as a scholarly source. This follows its succinct and elaborate literature that gives a clear insight on the topic.
Additionally, the article examines a contemporary issue that lends a lot of insight for the managerial application in the management of conflicts. Lastly, the article can serve as a basis for future research while enriching the field of management by adding insights and knowledge on the interdependence of conflict management and organizational justice.
References
Rahim, M. A., Magner, N. R., & Shapiro, D. L. (2000). Do Justice Perceptions Influence Styles of Handling Conflicts with Supervisors?: What Justice Perceptions, Precisely? International Journal of Conflict Management, 11(1), 9.
Tatum, B. C., & Eberlin, R. S. (2008). The Relationship between Organizational Justice and Conflict Style. Business Strategy Series, 9(6), 297-305.
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