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Research has found both positive and negative effects of interpersonal conflict on performance outcomes such as decision making, individual and group performance, employees' satisfaction, and individual and team creativity. However, little is known about the relationship between interpersonal conflict and employees' innovative job performance. Accordingly, in the current study, we investigated the link between task, process and relationship conflicts and employees' innovative job performance and the moderating effect of employees' mastery and performance goal orientations. We analyzed the data collected from 448 employees working in different organizations in Pakistan. The results indicated that task, process and relationship conflicts are all negatively related to employees' innovative job performance. However, employees' mastery goal orientation weakens while performance goal orientation strengthens this negative relationship. This study contributes to the debates on the outcomes of interpersonal conflict by highlighting the importance of employees' goal orientation for understanding the interpersonal conflict -innovative job performance relationship. [ABSTRACT FROM AUTHOR]

This study introduces and empirically tests a theoretical model that explores how and when downsizing relates to interpersonal conflict among survivors by detailing the mediating role of workload and the moderating effect of organizational restructuring. Hypotheses were tested with the survey data collected from 462 white-collar employees. The results revealed that downsizing is positively related to interpersonal conflict (i.e., task, process, and relationship conflicts), and workload mediates the relationship of downsizing with task and process conflicts. Moreover, restructuring weakened the link between downsizing and workload, and the indirect relationship between downsizing and task and process conflicts via workload. This study pinpointed a key mechanism, workload, by which downsizing leads to interpersonal conflict, and the results highlighted that restructuring minimizes survivors' workload. Therefore, this study suggests that along with headcount reduction, organizations should bring changes in their structure and work processes to align them with the available workforce so that survivors' workload and interpersonal conflict could be minimized. [ABSTRACT FROM AUTHOR]