CORRELATION BETWEEN CONFLICT BEHAVIOR STYLES AND VALUE ORIENTATIONS AND MOTIVES OF THE ORGANIZATION EMPLOYEES

Abstract

General theoretical views on the nature of conflicts, strategies of behavior in conflict situations are described. Value orientations and motives of the organization employees that could play a significant role in causing conflicts in the team are examined in the article.
Thus, the difference between the value orientations of staff members can serve as a cause of interpersonal, intragroup and interpersonal conflicts. This causes the development of so-called conflicts of values and norms of behavior. Differences in employees’ motivation lead to the conflict of motives. These conflicts may not have clearly defined business or industrial base. The matter is in mutual people’s sympathy or mutual repulsion, relation to the appropriate reference range, sense of prestige, self esteem, status, etc.
As a result of empirical research organization employees most often choose a compromise in conflict situations. In second place they prefer cooperation and they are the least likely to compete and adapt.
As for the value orientations, the most important for them are such values as safety and independence. Power is the least important value for the respondents.
The relationship between behavior styles in conflict situations and value orientations and motives of people in the organization are analyzed.
It was established that people who use the strategy of compromise prefer the motif of social contacts, while such motives and values as interesting work, relationships, tradition, conformity and security are not inherent to them. In contrast, employees who choose the strategy of adaptation prefer such values and motives as conformity, interesting work and diversity.