Organizational Conflict Management Styles and their Relationship with Job Well-Being and Research Self-Efficacy of Minia University Staff Members

The current study aimed to identify the relationship between the organizational conflict management styles (collaboration, accommodation, avoidance, competition, and compromise) and both job well-being and research self-efficacy of Minia University staff members. To this aim, the two researchers developed three instruments, namely a scale for organizational conflict management styles, a scale of job well-being, and a scale of research self-efficacy. The study sample comprised (252) staff members at some faculties. Findings revealed that there was a positively significant correlation between the styles of collboration, accommodation, compromise and both job well-being and research self-efficacy at (0.01) level.  Whereas, there was a negatively significant correlation between the styles of avoidance and compettion and both job well-being and research self-efficacy at (0.05) level.  It was revealed also that collabortion was the mostly used style by academic departments heads, then came in order the styles of compromise, accommodation, avoidance, and competition at the end of the list. There were no statistically significant differences related to either gender, position or interaction between them with respect to the perceived organizational conflict management styles. However, there were statistically significant differences concerning the style of avoidance related to gender (in favor of males), and position (in favor of lecturer), with no differences indicating any kind of interaction in between them. Moreover, there were statistically significant differences with respect to job well-being related to gender (in favor of females), and position (in favor of professor), with no differences indicating any kind of interaction in between. There were no statistically significant differences regarding research self-efficacy due to gender or interaction between gender and position. While, there were statistically significant differences related to position in favor of professor rank. Findings reached have been interpreted based on the theoretical framework and the literature.  Therefore, the current study presents a proposed strategy that includes a scientific model for organizational conflict management at the university hoping to achieve a satisfactory level of job well-being and research self-efficacy among Minia University staff members.  A number of proposed studies for future research in the field have been submitted at the end of the study