Abstract
Interventions for conflict or stressors at work are derailed for a variety of factors such as diagnostic heuristics, inadequate resource utilization, workplace political behavior, insufficient boundary management, criterion deficiency or contamination or value-laden dynamics. Derailed interventions and workplace conflict are often effectively moderated through a calibrated, reflective process in which work analysis serves as the foundation for change. This chapter summarizes the use of work analysis to resolve conflict or derailed interventions in a university setting. Twenty-nine cases are part of this analysis. Each case includes responses from three parties or work roles. All cases are catalogued according to work location. The identified type of initial conflict is also linked to each case. Finally, the job category of each participant is another variable used as part of this analysis. A one-way analysis of variance (ANOVA) displays significant differences in the stressors: required training, tools: machines, and values (all significant at p < .01), as each intersects with work location. An additional ANOVA reveals significant differences in the stressors: essential functions, required training, and critical incident (all significant at p < .01), as each intersects with type of conflict. The most intense, intervention points subsequent to quantitative analysis across analytical domains are ultimate criterion (M = 5.98, SD = .78), critical incident (M = 5.95, SD = 1.06), major tensions (M = 5.93, SD = .93) and organizational linkage (M = 5.86, SD = 1.15). Results or totals for each of the 12 domains of work are beyond the midpoint of the 7-point scale.
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Hunter, J. (2015). Work Analysis and the Resolution of Organizational Conflict: Theoretical Method, Measurement and Application. In: Karanika-Murray, M., Biron, C. (eds) Derailed Organizational Interventions for Stress and Well-Being. Springer, Dordrecht. https://doi.org/10.1007/978-94-017-9867-9_29
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DOI: https://doi.org/10.1007/978-94-017-9867-9_29
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