MODERATE EFFECTS OF ORGANIZATIONAL COMMITMENTS ON TEAM COMMITMENTS AND NEGOTIATIONS ON CONFLICTS HANDLING (EMPIRICAL STUDY: INDONESIAN GOVERNMENT)

The conflict between teams is an interaction in the organization's daily life. To reveal the
effect of negotiation and team commitment on conflict resolution (in integrating it) in the
context of the construct of inter-team conflict and investigate how organizational
commitment moderates the relationship between team negotiation and team commitment.
The author conducted a questionnaire survey on employees in the Indonesian public sector
with a sample of 224 responses. Structural equation modelling was used to analyze data
and test hypotheses. Using Smart PLS 3.0. The results reveal that team commitment and
negotiation positively relate to integrating behaviour. In addition, moderating organizational
commitment to negotiation and team commitment was positively related to conflict handling
behaviour when organizations have different orientations in their goals. Finally, higher
conflict handling reinforces the positive effects of integrating negotiation and team
commitment. The findings can help practitioners to predict team commitment, negotiation
according to the organization and handling conflicts within the organization. This can allow
practitioners to adjust their strategy and steer commitments and negotiations toward
mutually beneficial conflict resolution outcomes. This study applies the theory of integrated
conflict management due to team commitment and negotiation and empirically examines
the relationship in the employee context. Moreover, this study reveals that organizational
commitment moderates this linkage.