Task and Relationship Conflicts, Employee Agility, and Perceived Job Performance

Abstract

The investigation into the impact of conflict on the modern approach of employee agility as well as employees’ perceived job performance seems to be a critical topic that has not relatively been touched on yet. The present study aims to look at the influence of conflict on employees’ agility and employee’s perceived job performance. This research divides conflict into two separate dimensions as task and relationship conflict to investigate the impact of each on agility and job performance. The data is collected by employing a self-structured questionnaire using 23 items and a 5-point Likert scale from the employees of a hygiene and sanitation company in Cameroon. The proposed model is examined via PLS-SEM. Overall, the study reveals that there is a negative coefficient in the relationship between relationship conflict and employee’s agility; a significant positive relationship between task conflict and employee agility; and a positive significant relationship between employee’s agility and employee perceived job performance. The generated results validate that task conflict is vital and welcome to workers; thus, managers are expected not to blindly avoid conflicts. The consequence of a constructive conflict can be employee agility which in itself will lead to a high level of job performance.