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About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. The purpose of this study was to examine the relationship between the Big Five personality factors and five styles of handling interpersonal conflict. The Big Five factors are extroversion, openness, conscientiousness, agreeableness, and neuroticism, and the five conflict styles are integrating, obliging, dominating, avoiding, and compromising. A total of 351 students completed questionnaires. As a check on generalizing the results beyond students, 110 managers also completed the same surveys. The main results indicate that extroversion, conscientiousness, openness, and agreeableness have a positive relationship with integrating style. Extroversion has a positive relationship with dominating, while agreeableness and neuroticism have negative relationships with dominating. Extroversion, openness, and conscientiousness have a negative relationship with avoiding, while agreeableness and neuroticism have a positive relationship with avoiding. Implications of the study and suggestions for future research are discussed
Do subordinates feel and respond differently to upward appraisal procedures depending on whether they are accountable or anonymous? Accountability requires subordinates to identify themselves on the upward appraisal questionnaires they complete. In an experimental field study, 38 managers and their subordinates from an insurance company were randomly assigned to use one of the appraisal procedures. As hypothesized, managers who received feedback from specific individuals in the accountability procedure viewed the upward appraisal process more positively than did managers in the anonymity procedure. However, subordinates felt more comfortable giving anonymous responses. As a result, subordinates who used the accountability procedure rated their managers significantly higher than the subordinates who responded anonymously. Therefore, the results of this study suggest that an upward appraisal procedure in which individuals are accountable for their responses may produce inflated ratings of managers' performance. Further research should compare the accountability and anonymous upward appraisal procedures to determine which procedure produces more accurate ratings.
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