The roles of conflict management styles in organizational commitment: The case of Business Process Outsourcing International, Inc.

Looking into approaches when managing conflict in the workplace contributes to employee commitment as it affects how individuals want to stay, take ownership of their work, and participate in achieving the organization\u27s goals. This research determined how Conflict Management Styles (Accommodating, Avoiding, Collaborating, Competing, and Compromising) affect employees\u27 Organizational Commitment (Affective, Continuance, and Normative) in Business Process Outsourcing International, Inc. The study took on a mixed method approach and utilized descriptive, causal-explanatory, and exploratory research designs. The researchers focused on Conflict Management Styles from the study of Thomas and Kilmann (1974), whereas Organizational Commitment components were aligned with Meyer and Allen (1991). The research analyzed 217 responses from the survey and conducted an interview with the senior HR manager of the company to support the study’s findings. The following demonstrated significance: Accommodating to Affective (highly significant), Competing to Affective (significant), Competing to Continuance (significant), and Accommodating and Competing to Organizational Commitment (significant). The research results proposed recommendations on using the study to assist BPOI HR managers in understanding employee behavior and dealing with conflict resolution, to impart additional knowledge to other BPO managers when they review HR processes and workflows, and overall, to conduct further studies that would explore several companies from different industries along with an increased number of respondents. Keywords: conflict, conflict management styles, commitment, organizational commitment, business process outsourcing industr