This study helps in understanding the factors of conflict at various levels by reexamining the psychometric properties and construct validity of the instrument. The Organizational Conflict Scale (OCS) takes the form of a self-report questionnaire which identified three factors: conflict at individual level comprising six items, conflict at group level comprising four items and conflict at organizational level comprising six items. It was administered to a sample of 200 selected from various manufacturing, IT, hydro power and public sector organizations by convenience sampling. Analyses included scale reliabilities, mean and standard deviations and factor analysis using Principal Component Analysis. Whilst generally supportive of the OCS, the results suggest that further validation work is required. This could include consideration of the relationships between the OCS and other measures which have an impact on conflict and its related factors. The instrument’s internal and sequential consistencies were generally sound. The conceptual and methodological implications are discussed.

Conflict is common in all aspects of life (Donovan, 1993) and exists at all levels (Green, 1984; and Marion, 1995). The effectiveness of individual employees, teams and entire organizations depend on how well they manage interpersonal conflict at work (Tjosvold, 1998a). Managers spend on an average 20% of their time on managing conflict (Thomas, 1992) and evidence suggests conflict and conflict management at work substantially influence individual, group and organizational effectiveness as well as wellbeing (Spector and Jex, 1998; and De Dreu et al., 1999). A UK survey found that 78% of managers are suffering from work-related stress, 52% have experienced harassment and 46% have seen an increase in conflict at work. Failure to manage change heightens stress, harassment and conflict at work (Park, 2005). An estimated 16% of employees feel that poor interpersonal relations are a source of stress at work (Warren (2005), Health and Wellness Research Database).

Conflict can be constructive and destructive. Constructive conflict is defined as situations when one person‘s ideas, theories, information, conclusions and opinions are incompatible with those of another, and the two seek to reach an agreement (Johnson et al., 2000). It leads to easier transitions in change, increased effectiveness, better communication, increased involvement, increased productivity and improved problem-solving quality (Haas, 1999; and Tjosvold, 2000). When there are perceived incompati-bilities in goals/values between two or more parties and an antagonistic feeling towards each other, it leads to uncivil behavior in the organization and to destructive conflict (Fisher, 2006). Additionally, Deutsch (1977) stated that destructive conflict has a tendency to expand and escalate. Constructive conflict is managed and not resolved in situations where conflict can be beneficial and can lead to innovations and foster collaboration. Conflict should be managed with full understanding of multifaceted relationships associated with it and has to be shared by all involved parties (Gibson et al., 1997).

Organizational Behavior Journal, Organizational, Conflict Scale, Reexamining, Instrument.