Previous studies examining the relationship between gender and conflict-management strategies have generally reported weak or inconsistent results. This paper aims to study extends past research by examining the main and interactive effects of gender on conflict-management strategies over time. The authors propose that conflict-management strategies commonly employed in the workplace are impacted by worker gender as predicted by face negotiation theory and vary over time based on the “generation” of the worker.,To test the study hypotheses, a field study was conducted to assess main and interactive effects of gender and generation on the five strategies for conflict management: Integrating, obliging, dominating, avoiding and compromising. Questionnaire data were collected over four decades (1980s-2010s) from employed students (N = 6,613). Data analysis was performed using a multivariate analysis of covariance.,The results suggest female employees consistently use more noncompeting strategies (integrating, obliging, avoiding and compromising) than male employees and male employees consistently use more competing strategy (dominating) than female employees. All the main and interaction effects were significant.,While this study involved primarily students in the USA studying management at two major public universities, there may be implications for a more global population of workers. However, the results support the notion advanced by face negotiation theory that men will generally seek to save face while women will generally avoid conflict in consideration of others.,This study demonstrates that workers employ different conflict-management strategies over time and the use of certain strategies varies by gender. An implication of this study is the need to regularly reassess selection, training and evaluation processes for managers. In addition, supervisors should encourage employees to enhance the effective use of cooperative (integrating, obliging and compromising) strategies and focus on specific situations when uncooperative strategies (dominating and avoiding) may be needed.,By using face negotiation theory as the organizing framework to examine changes in conflict-management strategies over time, this study contributes in a substantial way to the understanding of how gender and generation interact to influence the selection and use of conflict-management strategies in the workplace.

中文翻译：

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冲突四十年：性别和世代对冲突管理战略的影响

先前研究性别与冲突管理策略之间关系的研究通常报告结果微弱或不一致。本文旨在研究长期以来性别对冲突管理策略的主要影响和互动影响，从而扩展以往的研究范围。作者提出，工作场所通常采用的冲突管理策略会受到人脸协商理论所预测的性别的影响，并且会根据工人的“代”而随时间而变化。为了验证研究假设，我们进行了实地研究评估性别和世代对冲突管理五种策略的主要和互动影响：整合，强制，支配，避免和妥协。调查问卷数据是在过去的四个十年中（1980年代至2010年代）从在职学生（N = 6,613）收集的。数据分析是使用协方差的多元分析进行的。结果表明，与男性雇员相比，女性雇员持续使用更多的非竞争策略（整合，义务，避免和折衷），而男性雇员持续使用竞争策略（占优势）的比例高于女性雇员。所有的主要影响和交互作用都非常显着。虽然本研究主要涉及美国的学生，但他们在两所主要的公立大学学习管理，但是这可能对全球更多的工人群体产生了影响。但是，结果支持人脸协商理论提出的观念，即男人通常会寻求挽救脸孔，而女人通常会考虑到他人而避免冲突。这项研究表明，随着时间的推移，工人采用不同的冲突管理策略，并且某些策略的使用因性别而异。这项研究的含义是需要定期重新评估管理人员的选择，培训和评估过程。此外，主管应鼓励员工加强合作（整合，义务和折衷）策略的有效使用，并在可能需要非合作策略（主导和避免）的特定情况下集中精力。回顾随着时间的推移，冲突管理策略的变化，这项研究在很大程度上有助于理解性别和世代如何相互作用，从而影响工作场所冲突管理策略的选择和使用。