우리나라 公務員들의 對人的 葛藤解決樣式에 관한 실증적 硏究

Abstract

영문초록 포함|This thesis deals with the situational determinants of interpersonal conflict management style. 1n this thesis, Thomas's two-dimensional model forms the theoretical frame through which makes investigation into the interpersonal conflict management styles. Thomas's model, which has classified the interpersonal conflict management styles into two conceptually independent dimensions, shows that the two dimensions were associated with assertiveness and cooperativeness : assertiveness, defined as the degree to which a person would like to satisfy his or her concern, and cooperativeness, defined as the degree to which a person would like to satisfy the concern of the other. A combination of the two dimensions results in five interpersonal conflict management styles : 1) avoiding, 2) competing, 3) accommodating, 4) collaborating and 5) compromising. The situational determinants of the interpersonal conflict that applied in this thesis is classified into five levels of determinant : 1) the distinction of sex, 2) the job tenure, 3) the relative status, 4) the type of public official, and 5) the degree of education. This thesis suggests the following hypotheses. [Hypothesis 1] The conflict management styles will be differed by the relative status between public officials. [Hypothesis 2] The conflict management styles will be differed by sex. [Hypothesis 3] The conflict management styles will be differed by job tenure of the public officials. [Hypothesis 4] The conflict management styles will be differed by the type of public officials. [Hypothesis 5] The conflict management styles will be differed by the degree of education. [Hypothesis 6] The conflict management styles will be differed by the demographic factors. The results are as followings : (1) Avoiding or accommodating style is wed more commonly when handling conflicts with superiors than with peers or subordinates. In addition, collaborating style is used more when handling conflicts with peers or subordinates than with superiors. (2) Firstly, female officials used avoiding style more frequently than male officials when handling conflicts with superiors, peers, and subordinates. Secondly, the analytical result on the term of one's work indicates that avoiding style or competing style involves the negative interrelationship, and that accommodating style or collaborating style involves the positive interrelationship Thirdly, national public officials used collaborating style more frequently than local public officials, and the latter used avoiding style more frequently than the former when handling conflicts with superiors, peers, and subordinates. Last, all the hypotheses in the results of analysis on degree of education canceled out. These results, therefore, account of the external determinants by social environment, personal character, the values, so on.