CONFLICT MANAGEMENT PRACTICES OF SEVENTH-DAY ADVENTIST CHURCH MEMBERS AT THE WORKPLACE IN THAILAND by THITAREE SIRIKULPAT An Independent Study Project Submitted in Partial Fulfillment of the Requirements For the Degree of Master of Business Administration (Management Emphasis) Faculty of Business Administration Asia-Pacific International University May 2018
2 Title of Study Conflict Management Practices of Seventh-day Adventist Church Members at the Workplace in Thailand by Thitaree Sirikulpat APPROVAL BY ADVISOR: ------------------------------------------- Dr. Paluku Kazimoto, PhD _____________________________ Date approved
3 Dedication To my husband, Saengthong, for your continuous support; you made my study possible by taking on the housework and parental responsibilities and let me focus on my studies. I would not have completed this wonderful milestone without your support, love, and encouragement. To my three children, Nathali, Nathan, and Natthew, who are always be my inspiration.
4 ACKNOWLEDGEMENTS I would like to thank God for giving me the path and opportunity to continue my study in the MBA program. I would not have been able to finish this long journey without the strength, wisdom, encouragement and life that God, my Father has given to me. His Guidance and presence have been always with me. I wish to express my sincere appreciation to my project advisor, Dr. Paluku Kazimoto for all his advices and words of encouragement that helped push me forward to finish this project within the time frame. His office was always open whenever I had a question about my study. He consistently allowed this paper to be my own work but steered me in the right direction whenever he though I needed it. I would also like to thank the statistician Mrs. Joan Guirguis, for her support for the study instrument validation. I want to thank the management teams (AIU, EIS, AIMS, BAH) who allowed me to collect the needed data from their institutions. Without their approval, I would not have been able to have the data for my research project and I greatly appreciated for their kindness and assistance extended to me. Last but not the least, I would like to thank my family: my husband and children for supporting me spiritually throughout writing this study and my life in general.
5 Research Title: Conflict Management Practices of Seventh-day Adventist Church Members at the Workplace in Thailand Author: Thitaree Sirikulpat Research Advisor: Paluku Kazimoto, PhD Program: MBA Academic Year: 2017-2018 ABSTRACT This study aims to investigate how the Seventh-day Adventist (SDA) Church members in Thailand manage conflict at the workplace with the influence of their fundamental belief, moral laws, and interpersonal practices. The research involved a descriptive exploration design based on a quantitative technique method. The 171 of SDA church members, who are organization’s workers, were selected as respondents. Factor analysis was used to extract features that explain the practices of SDA Church members in Thailand when they are managing conflict at their workplace. Findings showed that the six groups of variables including the Communication Skills, Adventist Culture and Bible Teaching, Social Skills, Empathy, Skills of Accommodating, and Acceptance of Individual Difference are prevalent in conflict management at the workplace of SDA Church members in Thailand. The KMO test result showed a value of .899, which means that the sample size was acceptable for extracting the factors. The Bartlett’s Test showed a Chi-Square value of 2020.387 with 406 degrees of freedom and an associated probability of .000. This result was significant at .01 level. Recommendations were made to the workplace organizations as well as the Church to provide training that could help improve the interpersonal practices and religious practices of the SDA church members in Thailand. Keywords: Conflict, Conflict Management, Conflict Management Practices, Seventh-day Adventist Church, Religious Practices
6 Table of Contents ACKNOWLEDGEMENTS...........................................................................................4 ABSTRACT...................................................................................................................5 List of Tables .................................................................................................................8 CHAPTER 1: INTRODUCTION..................................................................................9 1.1 Research Background..........................................................................................9 1.2 Problem Statement ............................................................................................10 1.3 Purpose of the Study .........................................................................................11 1.4 Research Questions...........................................................................................11 1.5 Null Hypotheses................................................................................................12 1.6 Significant of the Study .....................................................................................12 1.7 Conceptual Framework......................................................................................12 1.8 Definition of Terms...........................................................................................13 CHAPTER 2: LITERATURE REVIEW.....................................................................15 2.1 Concepts of Conflict Management....................................................................15 2.2 Conflict at the Workplace .................................................................................15 2.2.1 Conflict caused by Work-related Issue......................................................16 2.2.2 Conflict caused by Individual Differences................................................17 2.3 Conflict Management Practices ........................................................................18 2.3.1 Interpersonal Practices...............................................................................18 2.3.2 Religious Practice ......................................................................................20 2.3.3 Other Religious Perspective on Conflict Management .............................26 Summary of the Literature ......................................................................................31 CHAPTER 3: RESEARCH METHODS.....................................................................32 3.1. Research design................................................................................................32 3.2. Population and Sampling .................................................................................32 3.3. Data Collection and Instrument........................................................................34 3.4. Data Analysis ...................................................................................................35 3.5. Instrument Reliability and Validity..................................................................35 3.6. Ethical consideration........................................................................................36 CHAPTER 4: RESULTS ANALYSIS AND INTERPRETATION ...........................37 CHAPTER 5: CONCLUSION, DISCUSSION AND RECOMMENDATIONS .......50 5.1 Conclusion and Discussion ...............................................................................50
7 5.2 Recommendations.............................................................................................54 5.3 Limitation of the Study .....................................................................................55 5.4 Recommendations for Future Research ............................................................55 Reference .....................................................................................................................57 Appendices...................................................................................................................61 Appendix 1: Reliability and Validity of Questionnaire ..........................................62 Appendix 2: Questionnaire......................................................................................66 Appendix 3: Informed of Consent...........................................................................70 Appendix 4: Permissions to Collect Data ...............................................................71
8 List of Tables TABLE 1: Population and Sample Size ..............................................................…...33 TABLE 2: Demographic of Respondents……………………………………………33 TABLE 3: Instrument Reliability and Validity …………………….………………..36 TABLE 4: Communication Skills ………………………………..………………….38 TABLE 5: Social Skills …..………………………………………………………….40 TABLE 6: Adventist Culture ...............................................................................…...42 TABLE 7: Teaching of the Holy Bible ………………..…………………………….43 TABLE 8: Factor for Conflict Management Practices…….…………………………44 TABLE 9: Factor Matrix (a)……………………….……………………………......45 TABLE 10: Loadings for Prevalent Factors ……………………….……..…………46 TABLE 11: Factors Prevailing for Conflict Management at Workplace….………...48 TABLE 12: KMO and Bartlett’s Test ……………………..………………………...48
9 CHAPTER 1: INTRODUCTION 1.1 Research Background Conflict is described as any undesired situation in human life that can destroy relationships among people in the workplace and can damage the work performance of employees in the organizations. Conflict creates stress, interpersonal tension, lost focus, and inability to collaborate of employees (Coggburn, Battaglio, and Bradbury, 2017). To manage conflict will enable employers to create a desired situation in the workplace that can stimulate creativity, flexible thinking, and improve performance of employees (Coggburn, Battaglio, and Bradbury, 2017). Many people are employed in different organizations. The Seventh-day Adventist Church (SDA) as an organization is a Protestant Christian denomination, who observe the Saturday, which is the “seventh day of the week” as their holy Sabbath. The membership of SDA in Thailand, as of 2017, is approximately 14,000 people. Their belief and practice are unique. Part of their fundamental belief claims that they apply the teaching of Holy Bible in all aspect of their personal and social life (General Conference, 2015). Some of SDA Church members are workers in the organization and conflict arise commonly at their workplace. Conflict is the mismatch of personality and disagreement in needs, opinions, beliefs, and goals (Thakore, 2013). Therefore, conflict at the workplace can be caused from the mismatch and disagreement of work-related issues as well as individual differences. The Seventh-day Adventist Church members are also organization’s workers that are encouraged to solve their conflict by applying the use of their interpersonal relations as well as their social skills.
10 Psenicka, Polychroniou and Jiang-Hua (2002) reported that applying social skills enables individuals with ability to manage problems with surrounding people, handle effectively conflict with thoughtfulness and peacekeeping. Social skills enable ability to manage relationships with people, understand their feeling, give good cooperation, express empathy, interpret accurate social situation and adjust behavior to match with the situation in order to maintain good relationship with others (Han and Kemple, 2006). 1.2 Problem Statement The unavoidable thing in life is source of conflict. It can happen anytime, anywhere and with anyone. Researchers have found that conflict arises when people have a clash in ideas, values, perceptions, goals, interest, or expectations (Hynes, 2011; Freeley, 2015) and it can become a fire that can cause negative or positive outcomes at workplace. Managers face challenges in handling effectively employees’ conflict at workplace. Ang (2017) commented that approximately 15% of managers used about six hours a week for managing conflicts of their employees. With the change in the business environment, managing employees in the workplace has become increasingly difficult in organizations (Lofrano-Larson, 2011). Organizations are seeking work performance stability, teamwork rather than individual performance, cross-workplace employment, employees with diverse skills, and high technology applications to meet with new changes and conditions (Sodexo, 2017). The trend is likely to bring an environment that creates more stress and conflict to employees in the organization, where teamwork may not be welcomed by some employees who are selfishly seeking to be recognized more than others.
11 Seventh-day Adventist Church (SDA) members, as organization’s workers, were supposed to cooperate and be submissive to the current trend of teamwork involvement at workplace. They needed to have more interaction with groups and teams. They needed to be able to work and establish good relationship with coworkers of culturally and skill diverges. And they were supposed to be able to avoid more complex conflicts as the call for inter-reliant between co-workers can raise the possibilities of misunderstanding. SDA church members could effectively manage conflict by utilizing conflict resolution practices and by capitalizing on common SDA fundamental beliefs that can benefit both organizations as well as individual relationships (Lofrano-Larson, 2011). This study attempted to extract factors of conflict management practices among SDA Church members who are employees of organizations in Thailand. 1.3 Purpose of the Study The main objective of this study is to investigate on the practices of the SDA church members to manage conflict at the workplace bearing in mind the influence of the application of their fundamental beliefs, moral laws, and interpersonal practices. 1.4 Research Questions What are the factors of conflict management practices of SDA Church members at workplaces in Thailand? What factors are prevalent in conflict management practices at the workplace of SDA Church members in Thailand?
12 1.5 Null Hypotheses There is no significant prevalent factor in conflict management practice at the workplace of SDA Church members in Thailand. 1.6 Significant of the Study Conflict arises commonly and naturally in the workplace. It can exist between employees and supervisors or between employees and their co-workers. The results of this study will strengthen the SDA employees to apply their fundamental beliefs to their conflict management style which could help lighten the burden of managers and organization from spending time finding solutions for their employees’ conflict. This will release more time for managers to attend to their business priority. The managers and organization will understand the different belief and practices of their own workers and be able to come up with a proper conflict management system that fit the conflict management practice of each employee. This study was to provide human resource personnel with information to plan for training programs that can reduce the negative impact of conflict among employees at the functional levels and increase safety in the workplace. Also, it can help the SDA Church leaders to strengthen and enhance the church members’ spirit to manage their conflict according to the identified factors. 1.7 Conceptual Framework The conceptual framework of this study encompassed the conflict management of the Seventh-day Adventist Church members who are employees of a workplace and it analyzes the methods they use to resolve any conflict issue that arise in their workplace. Literature review applicable this study was taken from many
13 sources. This study concentrated on interpersonal conflict management practice, which includes the practice of interpersonal skills in communication and social interaction as well as religious practices that focused on the applications arising from culture beliefs and the teaching of Holy Bible. Also, this study analyzed the factors that are prevalent in conflict management practice at the workplace of the SDA Church members in Thailand. 1.8 Definition of Terms Adventist culture – refers to the way Seventh-day Adventist Church members think, feel, act, dress, socialize, and worship in harmony with biblical principles. Bible Teaching – refers to the foundation, principle, code of moral conduct, and instruction of God has given to human being in the form of Books so as to inform them how to live in this world. Communication skills – refer to the ability to speak, negotiate, listen, gesture, and write in order to maintain effective working relationship with co-workers. Conflict Management – refers to a practice and strategy that is able to identify and handle conflict effectively to reduce the negative aspect of the conflict (Mckinney, n.d.). Interpersonal practices – refer to the application of an individual’s ability in interaction, communication and collaboration with other individuals. Relationship reconciliation – refers to the process of changing the relationship between two parties from hostility to harmony and peace (MacDonald, 2016).
14 Religious practice – refers to the application and performance of an individual in associated with the teaching, belief, and principles of a religion. Seventh-day Adventist Church - is a Protestant Christian denomination, who observe the Saturday, which is the ‘seventh day of the week” as their holy Sabbath and accept the Holy Bible as their only source of belief. Social skills – refer to the ability to manage relationships with people, understand their feeling, give good cooperation, express empathy, and interpret accurate social situation and then adjust behavior to match with the situation in order to maintain good relationship with others (Han and Kemple, 2006).
15 CHAPTER 2: LITERATURE REVIEW 2.1 Concepts of Conflict Management The word conflict is a broad term that has different meaning to different people. Some may refer it as fighting, war, battle while the other may regard it as a difference of opinion, agreement, or personality (Nwaoma and Omeire, 2014). According to Cook (2007), conflict is a struggle between two or more parties with incompatible needs. For Thakore (2013), conflict is the mismatch or disagreement between two or more people with opposing needs, ideas, beliefs, values, or goals. John and Sons (2010) referred conflict to disagreement resulting from individual or groups that have a difference in opinions, attitudes, beliefs, needs, values, and perceptions, and for Agwu (2013), conflict refers to a process of incompatible behaviors that may involve one person or group of persons, or in some way or ways in the interference or disruption, which make another action less likely to be effective. 2.2 Conflict at the Workplace At the workplace and between group of individuals, conflict is unavoidable and manager needs to understand the sources or causes of conflict to set up the right strategy for conflict resolution. Amstrong (2014) found that conflict that happen between individuals caused less problems than that occurred within a group because they can act freely to solve the problem, but in the group, people may not be able to act freely as they have to accept the group’s norms, goals, and values. Donais (2006) stated that to effectively manage conflict in the workplace; managers require understanding the nature and source of the conflict. Sometime,
16 conflict may occur when there is a perception of incompatible interests between the workers who are employed in the workplace. Since conflict is unavoidable in human life and it is also unavoidable in the workplace and it might affect the work performance if not managed well (Omisore and Abiodun, 2014). When conflict occurs at the workplace, it is the role conflict of two individuals when their values, beliefs, or interests’ mismatch (Randree and Faramawy, 2011). Interpersonal conflict can be caused by many sources. It can be caused by gossip, competition, differing viewpoints, and jealousy (Cantu, 2014). The cause of the interpersonal conflict at the workplace can be found from the work-related issues such as task, role, workload, authority, power, work process, miscommunication, and performance expectation. It can also be found from the difference of each employee’s personality, ideas, values, perceptions, goals, culture, and background. 2.2.1 Conflict caused by Work-related Issue Omisore and Abiodun (2014) stated that conflict arise between employees because of job specialization, common resources, goal difference, interdependence, authority relationships, and roles and expectations. For example: Employees are asked to work or do the job that is not under their specialization. Employees are asked to share resources with other co-workers such as funds, information, office equipment and supplies. A clash can happen if they need to use the same resource at the same time.
17 Employees are asked to work in team and to have interdependence with each other. When something goes wrong, it is easy for conflict to arise and for blame to be attributed. Employees may not have a clear understanding about their roles and assignments. They may perform differently from the expectation of the organization. 2.2.2 Conflict caused by Individual Differences At the workplace each individual is different in their background. The way they were raised in the family, and the culture that they belong to reflect the way they think, and act in the workplace. This makes each of them different in personality, emotion, values, attitude, and perception. The Book of Proverb cited some personality characteristic of people that can cause conflict which include Hatful heart - “Hatred stirs up conflict, but love covers over all wrongs” (Proverbs 10:12, NIV). Hot tempered - "A hot-tempered person stirs up conflict, but the one who is patient calms a quarrel" (Proverbs 15:18, NIV). Perverse - "A perverse person stirs up conflict, and a gossip separates close friends" (Proverbs 16:28, NIV). Greedy - "The greedy stir up conflict, but those who trust in the Lord will prosper (Proverbs 28:25, NIV). Angry - "An angry person stirs up conflict, and a hot-tempered person commits many sins" (Proverbs 29:2, NIV).
18 2.3 Conflict Management Practices Conflict management is a practice and strategy of being able to identify and handle conflict effectively to reduce the negative aspect of the conflict (Mckinney, n.d.). At the work place, it is important for the managers as well as the employees to understand conflicts and know how to diffuse them. However, the way each individual handles their conflict may vary based on their background, practice, and skills and the tools they use to avoid and resolve conflict may also differ. In this study, the conflict management practice to be analyzed will focus on two types of application: interpersonal practice and religious practice. 2.3.1 Interpersonal Practices Workplace requires interaction between people. Interpersonal interactions involve the relationship and communication between two or more individuals. Interpersonal practice for the researcher is the ability to interact, communicate and collaborate with other individuals to bring positive outcomes and strengthen good relationship. Interpersonal practices for conflict management are the tools people use to interact and communicate with individuals in an organizational environment to solve and avoid or prevent conflict in their early stages. It is involved the skills that can be used for interaction between individuals such as communication skills and social skills. Communication skill Communication is the way people exchange ideas, information, and feeling (Cantu, 2014). In the workplace, effective communication has an important role for the success of business today (Anthoney, n.d.). The skills needed for effective communication involve the ability to speak, negotiate, listen, gesture, and write in order
19 to maintain effective working relationship with co-workers. It is also regarded as a key for effective conflict management. Berman (2013) cited that conflict can be simply avoided if clear, and accurate communication takes place early in a discussion to diffuse anger and facilitate communication. According to Switzer (2017), resolving conflict require communication skills that can direct an argument, that is to keep focusing on a single conflict issue at a time and avoiding personal attacks or introducing other topics. Resolving conflict effectively also require active listening skills such as talking less, asking questions for clarity (Switzer, 2017), and listening carefully (Berman, 2013). To be an active listener, the physical and verbal signs must be shown along with the conversation such as nodding the head or verbally expressing a feeling (Berman, 2013), and making eye contact. Social skills People are social beings. At the workplace, people could not work without social interaction or team involvement. Teamwork is very crucial to drive the performance of the organization. For an individual to be able to get along with the team, he/she needs to have social skills to interact and develop good relationship with others. These social skills are related to the ability to manage with problems without overly affecting the surrounding people, and to handle conflict with thoughtfulness and peacekeeping (Rahim, Psenicka, Polychroniou, Zhao et al., 2002). Social skills involve the ability to manage relationships with people, understand their feelings, giving good cooperation, expressing empathy, and interpreting accurately the social situation and then adjusting behavior to match with the situation in order to maintain good relationship with others (Han and Kemple, 2006). Having social skills can help preventing inappropriate conflict in the workplace. People with social skills are
20 sensitive to situational cues and will be able to adapt to situational demands and act in ways that are less consistent with privately held attitudes. According to Gonçalves, Reis, Sousa, Santos, Orgambídez-Ramos, and Scott (2016), people with social skills are likely to resolve conflict through the use of integrating and comprising strategies because they act according to the needs of the others. Social skills help people to be empathetic that is to sense others’ emotional feelings and show interest in their concern, need, and values (Pearse, 2000) and thus help resolving conflict effectively. 2.3.2 Religious Practice The Seventh-day Adventist Church (SDA) is a Protestant Christian denomination, which observes the Saturday, which is the ‘seventh day of the week” as its holy Sabbath. Conflict was not new to the SDA believers. In the Old Testament, the Book of Exodus records that conflict existed among the Israelites group that was led by Moses. There was quarrelling, complaining, fighting, and murmuring within the people in the group and Moses and the other group leaders were overwhelmed by the existing conflict (Bannister, 2014). In the New Testament, the Book of 1 Corinthians chapter 3 listed a situation where one of the church at Corinth was facing internal conflict as its church members were quarreling and arguing with each other. The Apostle Paul, who tried to find solution for this problem, wrote to the church members to remind them about their behavior, as follows (1 Corinthians 3:1-4, NIV) “Brothers and sisters, I could not address you as people who live by the Spirit but as people who are still worldly—mere infants in Christ. 2 I gave you milk,
21 not solid food, for you were not yet ready for it. Indeed, you are still not ready. 3 You are still worldly. For since there is jealousy and quarreling among you, are you not worldly? Are you not acting like mere humans? 4 For when one says, “I follow Paul,” and another, “I follow Apollos,” are you not mere human beings?” Beside the two above-mentioned incidents, there are still many Book chapters in the Bible that mentioned conflict, especially in the New Testament which is mostly relating to how to deal with conflict such as Matthew chapter 18, Act chapter 15, James chapter 1 and 4, Philippians chapter 4, Colossians chapter 3 and so on. The Seventh-day Adventist Church (SDA) believes that conflict first began in heaven between God and Satan. Satan lost the battle and was chased away from heaven to earth. Resulting from this conflict, sin or evil was brought to man (Adam and Eve) through Satan and this world become a place that became full of conflict. One of the 28 Fundamental beliefs of the Seventh-day Adventists Church (General Conference of SDA, 2015, p. 5), which is on the Great Controversy, says that “All humanity is now involved in a great controversy between Christ and Satan regarding the character of God, His law, and His sovereignty over the universe. This conflict originated in heaven when a created being, endowed with freedom of choice, in self-exaltation became Satan, God's adversary, and led into rebellion a portion of the angels. He introduced the spirit of rebellion into this world when he led Adam and Eve into sin. This human sin resulted in the distortion of the image of God in humanity, the disordering of the created world,
22 and its eventual devastation at the time of the worldwide flood. Observed by the whole creation, this world became the arena of the universal conflict, out of which the God of love will ultimately be vindicated. To assist His people in this controversy, Christ sends the Holy Spirit and the loyal angels to guide, protect, and sustain them in the way of salvation. (Rev. 12:4-9; Isa. 14:12-14; Eze. 28:12-18; Gen. 3; Rom. 1:19-32; 5:12-21; 8:19-22; Gen. 6-8; 2 Peter 3:6; 1 Cor. 4:9; Heb. 1:14.)” The SDA Church views conflict as the source of sin or evil, negative, unhealthy and destructive. When conflict is experienced among believers, it does indicate a spiritual problem. As cited by Morris (2001), “conflict and division destroys faith and blights the Christian witness in the community” (p.5). It also brings disruption to the human’s mind and soul, and it destroys God’s holy image in the believers. As conflict cannot be avoided among the SDA believers, God has given in His Holy Scriptures as moral code to teach and guide the Church in their conflict management practices. This code of ethic can be shown in the form of Adventist culture and Bible teachings. Adventist Culture Culture refers to the consistent ways in which people experience, interpret, and respond to the world around them; it represents the “ways of being” of a collective population (Marshall, 2002, p.8). Cultures represent the collective of norms, values, experience, beliefs, and assumptions guiding individuals’ and group’s behaviors (Kuh and Witt, 2000). The Christian culture is unique and it derives from God’s teaching.
23 Seventh-day Adventist accept the Bible as their only belief and use it to form up 28 fundamental beliefs to guide their behaviors (General Conference of SDA, 2015.). The 28 fundamental beliefs include (1) the Holy Scripture, (2) the Trinity, (3) the Father, (4) the Son, (5) the Holy Spirit, (6) Creation, (7) the Nature of Humanity, (8) the Great Controversy, (9) the Life, Death, and Resurrection of Christ, (10) the Experience of Salvation, (11) Growing in Christ, (12) the Church, (13) the Remnant and Its Mission, (14) Unity in the Body of Christ, (15) Baptism, (16) the Lord’s Supper, (17) Spiritual Gifts and Ministries, (18) the Gift of Prophecy, (19) the Law of God, (20) the Sabbath, (21) Stewardship, (22) Christian behavior, (23) Marriage and the Family, (24) Christs Ministry in the Heavenly Sanctuary, (25) the Second Coming of Christ, (26) Death and Resurrection, (27) the Millennium and the End of Sin, and (28) the New Earth (General Conference of SDA, 2015.). One of the Adventist fundamental beliefs that clearly shows the nature of their identity is belief number 22: Christian Behavior. It is stated that “We are called to be a godly people who think, feel, and act in harmony with biblical principles in all aspects of personal and social life. For the Spirit to recreate in us the character of our Lord we involve ourselves only in those things that will produce Christlike purity, health, and joy in our lives. This means that our amusement and entertainment should meet the highest standards of Christian taste and beauty. While recognizing cultural differences, our dress is to be simple, modest, and neat, befitting those whose true beauty does not consist of outward adornment but in the imperishable ornament of a gentle and quiet spirit. It also means that because our bodies are the temples of the Holy Spirit, we are to care for them intelligently. Along with adequate exercise and
24 rest, we are to adopt the most healthful diet possible and abstain from the unclean foods identified in the Scriptures. Since alcoholic beverages, tobacco, and the irresponsible use of drugs and narcotics are harmful to our bodies, we are to abstain from them as well. Instead, we are to engage in whatever brings our thoughts and bodies into the discipline of Christ, who desires our wholesomeness, joy, and goodness. (Gen. 7:2; Exod. 20:15; Lev. 11:1-47; Ps. 106:3; Rom. 12:1, 2; 1 Cor. 6:19, 20; 10:31; 2 Cor. 6:14-7:1; 10:5; Eph. 5:1- 21; Phil. 2:4; 4:8; 1 Tim. 2:9, 10; Titus 2:11, 12; 1 Peter 3:1-4; 1 John 2:6; 3 John 2.)” (General Conference of SDA, 2015). Based on the above-highlighted belief, the cultural identity of Adventists is expressed in the way they think, feel, act, dress, socialize, and worship in harmony with biblical principles. The ways they speak, treat and interact with each other in the community is also based on their fundamental beliefs. The Bible is considered as the moral code that holds the social behaviors of Adventist community together (Evans, 2006). When there is a conflict between individual, the Bible guides the Adventists to understand the nature of the conflict, to have love for one another (John 13:35), to bear with one another, to forgive each other (Colossians 3:13), to do things without selfish motives, and to look to the interests of others rather than oneself (Philippians 2: 3-4). These principles offer guidance and are part of the Adventist Culture. Bible Teaching Seventh-day Adventists accept the Bible as their only doctrine to guide their behavior. In managing conflict at the interpersonal level, the Bible suggests in Mathew 18:15-17 (NIV) that “If your brother or sister sins, go and point out their
25 fault, just between the two of you. If they listen to you, you have won them over. But if they will not listen, take one or two others along, so that 'every matter may be established by the testimony of two or three witnesses. If they still refuse to listen, tell it to the church; and if they refuse to listen even to the church, treat them as you would a pagan or a tax collector.” The purpose of this conflict management principles is for both parties, who are experiencing a conflict, to promptly begin reconciliation to achieve peace. The Bible never recommends believers to hold their “hurt” in their heart over a long period. Instead, it suggests that their hurt should not last until the sun goes down. (Ephesians 4:26, NIV). The step of managing interpersonal conflict that the Bible suggests are 1. First, the conflict should be handle at individual level – the Bible suggested to go and talk to the alleged offender personally, face-to-face, and settle the issue privately between the two parties. At this stage, the Bible encouraged people to “speak the truth in love” (Ephesians 4:15, NIV) and solve the conflict with love with the hope that the alleged offender will listen and agree with the solutions. As cited by Amstrong (2014) conflict that happen between individuals causes less problems than in group as it is easier to solve at individual level. When a matter is handled privately at individual level, the misunderstanding can be addressed and the settlement can be done internally. This can avoid the problem of gossip as the issue has not been brought out to external people. 2. Second, if the alleged offender refuse to listen, the next step is to bring the issue to a group level. The Bible suggested that “take one or two others
26 along, so that 'every matter may be established by the testimony of two or three witnesses.” At this stage, the third parties are allowed to observe and help deciding the proper solution for the matter. 3. Third, if the interpersonal conflict cannot be handled at the group levels, then the issue can be brought before the Church. The church congregation is allowed to be involved and seek a solution for the matter. 4. Finally, if the person still refuses to listen even though to the entire church congregation, then he or she should be removed from the church family just like a heathen and a tax collector. Conflict is part of Christian life. The Bible commends all Christians to have conciliation in their relationship whenever there is a conflict and encourage them to deal with the causes of their conflict so that disputes can be solved promptly and smoothly. To settle the conflict positively, the Bible urges Christians to handle it according to the steps mentioned-above with a desire for unity and peace and love for the person who has committed wrong. 2.3.3 Other Religious Perspective on Conflict Management Buddhism The Lord Buddha taught that there is suffering in human being’s life. Human suffer from birth, sickness, old age, and death and is common to everyone. Conflict is part of human suffering. It is caused by the Three Fetters: passion, aggression and dullness (Parchelo, 2008). The Buddha called them the Three Fires (Koonboonya, 2014) as they are all kinds of energy that can burn and hurt the individual and other people too.
27 Buddhism is considered as “the religious of peace.” The major teaching of Buddha concerning achieving peace (peaceful way of living and ultimately live in peace), was especially the teaching of Four Noble Truths. (1) the truth of suffering (dukkha), (2) the truth of the cause of suffering (samudaya), (3) the truth of the end of suffering (nirhodha), and (4) The truth of the path that frees us from suffering (magga) (O’Brien, 2017). In term of conflict, the first two Truths are concerned about conflict and the cause of conflict and the last two Truths prescribe the way to solve that conflict and promote a way to live in peace (Yeh, 2006). Buddha realized how difficult it was for human being to follow the Four Noble Truths, therefore He has set forth the Noble Eightfold path for His disciples that include: right understanding, right thought, right speech, right action, right livelihood, right effort, right mindfulness, and right concentration. However, for His lay followers, He encouraged them to hold the Five Precepts as the minimum moral obligations in order for them to live peacefully in the society (Yeh, 2006): (1) to abstain from taking life, (2) to abstain from taking what is not given, (3) to abstain from sensuous misconduct, (4) to abstain from false speech, and (5) to abstain from toxicants as tending to cloud the mind. Following these Five Precepts will help preventing conflict and violence from interpersonal interaction which will lead for a peaceful living in the society. The Buddha’s teaching promoting peaceful living in four dimensional levels: intrapersonal, interpersonal, in-group, and inter-group and promoting the people to live together in harmony. To avoid conflict, creating love, respect, and to build reconciliation for each individual’s interaction, the Buddha laid
28 six principles of harmony for His followers (Phunthawong, Thongchuay, and Suwannual, 2017, p. 147): 1) Metta Kayakamma means one should physically express kindness, politeness, gentleness, goodwill, helping each other and co-operating with each other, and respecting the rights and freedom of others. 2) Metta vacikamma means one should verbally express with kindness, speaking politely with sweet voice expressing good will to each other, telling useful things, teaching, advising or warning with good will, respecting each other and using reasons in negotiation with wisdom. 3) Metta manokamma means one should mentally express with kindness, wishing good wills to each other, always thinking about beneficial things to each other, do not think of persecuting others, desiring good will only, think and do beneficial for others. 4) Sadharana-bhogi involves sharing things one have obtained from righteous ways, showing pleasure to give, although, it is a small thing without worrying to divide in average for the consumption all together, distributing income fairly. 5) Sila-samanyata (to keep without blemish the rules of conduct along with one’s fellows) is one should behave, maintain discipline, having physical and verbal honest to blend it together, well behaving to each other’s accurate according to the discipline of the country, not persecuting others, not causing troubles to society, one must conduct.
29 6) Ditthi-samanyata (respecting each other’s view) one must be confident and adhere in principles, ideology and ideals which is together or consistent, equal in views and accepting in the same principles, respecting each other’s opinions. In summary, the Buddha’s teaching approach helps people solve suffering or conflict by looking into one’s own mind first, which is his/her own passion, aggression and dullness. If they are able to control these three fetters within their mind, the problem of conflict will calm down by itself. To be able to control oneself, the Four Noble Truths and Six Principle of Harmony should be held firmly so that peace can be found in his/her life. Islamic Islam is also described as a religion of peace. The Qur’an of Islam is considered as “the paths of peace” and its fundamental aim is for peace. Conflict for Islam is considered as something inevitable and it is part of human nature (Randeree and Faramawy, 2011). However, Allah encouraged His believers to harmoniously reconcile their conflict so that they will not fall into disputes with one another as He states that “and reconcile your mutual differences” (Al-Quran Surah 8: verse 1) and dispute not with one another, then you will lose courage by getting demoralized and your strength will be lost” (verse 46). He also commands the Muslim to build a strategy to solve the conflict problem with justice and equality. He states in Al-Quran Surah 49: Verse 9 that “And if two factions of the Believers get to fight, make them reconcile. Then if
30 either of these (factions) commits injustice and aggression against the other, fight against (the one) that is committing aggression till it returns to Allah’s command of establishing peace. When they revert and submit, make peace between them with equity. And put justice to work. Surely, Allah loves those who do justice.” The purpose of this commend is to end the conflict that arise among the believers so that they can continue the relationship in peace. Al-Quran is considered as the Law of God (Allah) that was revealed in stages to the Prophet Muhammad. Abiding to the law of God (Al-Quran) and seek to apply to His’s will are acknowledged by Muslims. In managing conflict resolution, Al-Quran is one of the sources used by the Muslim to guide. The other sources include the Sunna of the Prophet (a record of all of Prophet Muhammad’s acts and saying), the Ijma (consensus), and the Qiya (analogy) (Gulam, 2003). These Muslims laws place importance on building good relations between individuals and forming social networks in the community based on the concept that self includes others (Gulam, 2003). If there is a conflict among the believers, the impact will not just go on between individuals but it will lead to a disruption in peace in the community. According to Gulam (2003) conflict for Islam is considered as a communal matter not an individual one and its approach highlighting the importance of repairing and maintaining social relationships. Therefore, the conflict resolution approach is based on “religious values, social networks, rituals of reconciliation and historical practices of communal and inter-communal coexistence (p. 6).”
31 In summary, the Islamic approach for conflict management is to place emphasis on reconciliation (sulh) of relationship based on the teaching of Allah written in Al-Quran. The focus is for peaceful and friendly resolution while the reconciliation (sulh) approach is promoting the balance of right, equality, justice, and obligation. Summary of the Literature Conflict is the mismatch of personality and disagreement in needs, opinions, beliefs, and goals (Thakore, 2013). Therefore, conflict at the workplace can be caused from the mismatch and disagreement of work-related issues as well as individual deference issues. The Seventh-day Adventist Church members who are the organization’s workers are encouraged to solve their conflict by applying the use of their interpersonal practices that include communication skills and social skills and the religious practice that they have learned from their Adventist culture and the teaching of the Holy Bible. They can also apply the conflict management practices that are taught by other religious such as Buddhism and Islam.
32 CHAPTER 3: RESEARCH METHODS 3.1. Research design This study primarily used the descriptive research design approach to gather the needed data based on a quantitative technique method. This research design allowed the researcher to state the problem of the study, develop data gathering instruments, determine sample size, design data collection procedure, analyze the information and predict the conclusion from the findings. 3.2. Population and Sampling The sampling size in this study was designed based on the total number of participants. The Taro Yamane formula was adopted to calculate the sample size needed (Israel, 2003). The result showed that 203 participants were needed in this research. A purposive sample method was adopted in this study; therefore, the study was limited only to those SDA Church members who are currently serving at the workplace. The sample included the SDA workers in Ekamai International School, AsiaPacific International University, Adventist International Mission School, and Thailand Adventist Mission. The calculation of the sample size to represent the population used the formula of Taro Yamane, whereas the 95 percent confidence level and P = 0.05 were assumed (Israel, 2003) = (1 + 2) Where n= corrected sample size, N = population size, and e = Margin of error (MoE). In this study, the population is 414. At 5% margin of error, the sample size was:
33 = 414 [1 + 414 (0.052)] n = 202.94 (or 203) The population and sample size for each institution were listed in Table 1. Table 1: Population and Sample Size Institution Population Sample size Percentage Ekamai International School 176 86 42 Asia-Pacific International University 150 73 36 Adventist International Mission School 70 35 17 Thailand Adventist Mission 18 9 5 Total 414 203 100 After data collection, there were 171 respondents in total represented as the sample of this study. Results in Table 2 show the actual collected demographic data for the study. Table 2: Demographic of Respondents Demographic of Respondent Frequency Percentage Gender Male 73 42.7 Female 98 57.3 Age Range 15 – 25 yrs 16 9.4 26 – 35 yrs 43 25.1 36 – 45 yrs 65 38.0 46 – 55 yrs 34 19.9 56 yrs and up 13 7.6 Marital Status Single 58 33.9 Married 107 62.6 Divorced 2 1.2 Other 4 2.3
34 Education High School 3 1.8 Bachelor Degree 93 54.4 Master Degree 69 40.4 Doctoral Degree 6 3.5 Membership Period with SDA Church 0-5 years 10 5.8 6-10 years 14 8.2 11-15 years 17 9.9 16 years and up 130 76.0 Findings in Table 2 revealed that more than half (57.3%) of the respondents were male and 42.7% were female. The majority were below the age 15-45 years old, and only less than a quarter were above 46 years old. Among the respondents, the majority (62.6%) were married, 33.9% of the respondents were single and fell into others categories. It was found that more than half (54.4%) of respondents possessed a Bachelor Degree, 40.4% of them were with Master Degree, 3.5% with Doctoral Degree and only 1.8% were with High School Degree. The majority (76.0%) of the respondents indicated that they had spent more than 16 years as member of the SDA Church, 9.9% were members of SDA for 11-15 years, 8.2% for 6-10 years and 5.8% indicated for 1-5 years. 3.3. Data Collection and Instrument This study primarily used the Descriptive Research Design approach to gather the needed data based a quantitative technique method. A questionnaire was developed and distributed to the respondents as well as an online form with the same format, using Google Survey Form and the link was sent out through email to those respondents who preferred the online version.
35 The questionnaire contained two different sections. The first section was about the profile of respondent in term of gender, age range, marital status, education, employer institution, and the period of membership with the SDA Church. The second section was about the conflict management practices at the workplace of the respondent. There were 30 questions in the questionnaire and it took about 5-10 minutes to complete the two sections. Since my respondents were both Thai and foreigners, the questionnaire was separated into two versions: English version for foreign respondents and Thai version for Thai respondents. However, the online form was on bilingual, both English and Thai. 3.4. Data Analysis The research was on descriptive exploration design. Factor analysis was used to extract factors that explain the practices of SDA Church members in Thailand when they experienced conflict at their workplace. The SPSS package was used to determine if the null hypothesis is rejected with a 95% confidence interval estimate. The level of significance is set at 0.05, and therefore anything less than 0.05 will considered as significant. 3.5. Instrument Reliability and Validity A Piot study was done to test the reliability and validity of the questionnaire by using the sample group of 30 respondents from Adventist International Mission School. The reliability of the measures was examined through Crobach’s Alpha. The test run showed a need to make a revision to five questions as reported in Table 3.
36 Table 3: Instrument Reliability and Validity Question Cronbach’s Alpha CS1 .888 CS2 .888 AC4 .680 BT2 .697 OCL2 .706 This pilot study was conducted to provide feedback on the clarity of the questionnaire and the response quality. Based on the test results above, the questionnaire was revised and standardized. However, no statistical analysis was performed on these pilot questionnaire. 3.6. Ethical consideration Before each questionnaire was distributed, the researcher explained to each respondent, the objectives and use of the information that will be gathered. A statement also stated clearly in the questionnaire as well as by the researcher verbally to ensure respondents that the research was voluntarily and the information provided was to be kept strictly confidential and used only for the purpose of the study. Additionally, a form of informed consent was developed and sent out based on the requirements of each respondent’s institutions. For this study, there was only one institution requested for the form of informed consent (see appendices).
37 CHAPTER 4: RESULTS ANALYSIS AND INTERPRETATION The results of this study came from the initial quantitative data in the survey. The following research questions guided the analysis between the variables: 1. What are the factors of conflict management practices of SDA Church members at their workplace in Thailand? 2. What factors are prevalent in conflict management practices at the workplace of SDA Church members in Thailand? 4.1.What are the factors of conflict management practices of SDA Church members at workplace in Thailand? A Descriptive statistic was used to find out the conflict management practices of SDA Church members at workplace. The mean score of each conflict management practice was interpreted based on the following measurement scale: 1. ≤ 1.25 = Never; 2. 1.26 – 2.25 = Seldom; 3. 2.26 – 3.25= Sometimes; 4. 3.26 - 4.25 = Often; 5. ≥ 4.25 = Always;
38 Table 4: Communication Skills Communication Skills Always Frequently Sometimes Seldom Never CS1. I clearly communicate with my coworkers to avoid conflict at the workplace. 92 (53.8%) 63 (36.8%) 14 (8.2%) 2 (1.2%) 0 CS2. When I prepare to meet to discuss a conflict, I try to arrange for a mutually acceptable time setting. 70 (40.9%) 60 (35.1%) 26 (15.2%) 13 (7.6%) 2 (1.2%) CS3. When I start to discuss a conflict with the other party, I choose my opening statement carefully to establish positive realistic expectation. 81 (47.4%) 68 (39.8%) 15 (8.8%) 5 (2.9%) 2 (1.2%) CS4. I try to bring all our concerns out in the open so that the issues can be resolved in the best possible way. 68 (39.8%) 73 (42.7%) 25 (14.6%) 1 (0.6%) 4 (2.3%) CS5. During a conflict, I ask questions to clarify a statement that I’m not sure of. 82 (48%) 65 (38%) 17 (9.9%) 5 (2.9%) 2 (1.2%) CS6. I negotiate with my co-worker so that a solution can be reached. 74 (43.3%) 62 (36.3%) 25 (14.6%) 7 (4.1%) 3 (1.8%) CS7. I use good communication on face to face to handle conflicts with my co-worker. 73 (42.7%) 66 (38.6%) 22 (12.9%) 8 (4.7%) 2 (1.2%) CS8. During the conflict discussion, I listen actively to what is being said by other party. 82 (48%) 75 (43.9%) 11 (6.4%) 1 (0.6%) 2 (1.2%) CS9. I listen with an open mind to alternative options. 84 (49.1%) 73 (42.7%) 14 (8.2%) 0 0 Findings in Table 4 showed the results for nine statements under communication skills as follows; more than half (53.8%) of the respondents indicated that they always have a clear communication with their co-workers to avoid conflict, 36.8% indicated frequently, 8.2% said sometimes and only 1.2% said seldom. Almost half (40.0%) of the respondents indicated that they always prepare to meet to discuss for conflict and resolve for mutually acceptable time, 35.1% indicated frequently, 15.2% indicated sometimes, 7.6% indicated for seldom, and 1.2% indicated never. Almost half (47.0%) of the respondents indicated that they always choose their opening statement carefully when they start to discuss a conflict with the other party to establish positive realistic expectation, 39.8% indicated frequently, 8.8% indicated
39 sometimes, 2.9% indicated seldom, and 1.2% never. Respondents (42.7%) indicated that frequently they try to bring their concerns in open to solve their conflict, 39.8% indicated always, 14.6% indicated sometimes, 2.3% indicated never, and only 0.6% indicated seldom. Almost half (48.0%) of the respondents said during the conflict they always ask questions to clarify statement that they are not sure of, 38% said they frequently ask, 9.9% said sometimes ask, 2.9% said seldom ask, and only 1.2% said never ask. More than a quarter (43.3%) of the respondents indicated that they always have a negotiation with their co-worker so that a solution can be reached, 36.3% said frequently, 14.6% said sometimes, 4.1% said seldom, and only1.8% said never. Respondents (42.7%) indicated that they always use good communication on face to face to handle conflicts with their co-worker, 38.6% said frequently use, 12.9% said sometimes use, 4.7% said seldom use, and 1.2% said never use. Respondents (48.0%) indicated that they always listen actively to what is being said by other party, 43.9% indicated frequently, 6.4% indicated sometimes and only 1.2% indicated never. Almost half of the respondents (49.1%) indicated that they always listen with an open mind to alternative options, 42.7% indicated frequently and only 8.2% indicated sometimes.
40 Table 5: Social Skills Social Skills Always Frequently Sometim es Seldo m Never SS1. I am sensitive to another person’s feeling and emotion. 74 (43.3%) 64 (37.4%) 25 (14.6%) 8 (4.7%) 0 SS2. I feel empathy with my co-workers who are in trouble. 76 (44.4%) 78 (45.6%) 13 (7.6%) 4 (2.3%) 0 SS3. I generally try to satisfy the needs of my co-workers. 51 (29.8%) 84 (49.1%) 33 (19.3%) 3 (1.8%) 0 SS4. I exchange accurate information with my co-workers to solve a problem together. 72 (42.1%) 71 (41.5%) 25 (14.6%) 3 (1.8%) 0 SS5. I go along with the suggestion of my coworkers. 18 (10.5%) 89 (52%) 63 (36.8%) 1 (0.6%) 0 SS6. I collaborate with my co-workers to come up with acceptable decisions to both of us. 59 (34.5%) 93 (54.4%) 18 (10.5%) 1 (0.6%) 0 SS7. I try to keep my disagreement with my co-workers to myself in order to avoid hard feelings. 30 (17.5%) 64 (37.4%) 58 (33.9%) 17 (9.9%) 2 (1.2%) SS8. I try to be aware of how my negative and positive self-perceptions influence the way I deal with a conflict. 52 (30.4%) 86 (50.3%) 30 (17.5%) 2 (1.2%) 1 (0.6%) SS9. In order not to harm the relationship, I may temporarily put aside some of my own less important personal wants. 39 (22.8%) 86 (50.3%) 40 (23.4%) 5 (2.9%) 1 (0.6%) Results in Table 5 showed that respondents (43.3%) indicated that they always sensitive to another person’s feeling and emotion, 37.4% indicated that they were frequently sensitive, 14.6% said they were sometimes sensitive and only 4.7% said they were seldom sensitive. Almost half of the respondents (49.1%) reported that they always feel empathy with their co-workers who were in trouble, 45.6% reported frequently, 7.6% reported sometimes and only 2.3% reported seldom. Almost half of the respondents (49.1%) indicated that they frequently try to satisfy the needs of their co-workers, 29.8% indicated always, 19.3% indicated sometimes and only 1.8% indicated seldom. Respondents (42.1%) said, they always
41 exchange accurate information with their co-workers to solve a problem together, 41.5% indicated frequently, 14.6% indicated sometimes, and only 1.8% indicated seldom. More than half (52.0%) of the respondents indicated that they frequently go along with the suggestion of their co-workers, 36.8% indicated sometimes, 34.5% indicated always, and only 0.6% indicated seldom. While more than half (54.4%) of the respondents indicated that they frequently collaborate with their co-workers to come up with acceptable decisions to both of the parties, 34.5% indicated always, 10.5% indicated sometimes, and only 0.6% indicated seldom. For the statement that “I try to keep my disagreement with my co-workers to myself in order to avoid hard feelings”, 37.4% of respondents said frequently they kept their disagreement with their co-workers, 33.9% reported sometimes, 17.5% indicated always, 9.9% reported seldom, and only 1.2% said never. Half of the respondents (50.3%) indicated that they frequently try to be aware of how their negative and positive self-perceptions influence the way they deal with a conflict. However, 30.4% indicated for always, 17.5% indicated for sometimes, 1.2% indicated for seldom, and 0.6% indicated for never. “In order not to harm the relationship, I may temporarily put aside some of my own less important personal wants”, half of the respondents (50.3%) said they frequently do, 23.4% said they sometimes do, 22.8% said they always do, 2.9% said they seldom do and only 0.6% said they never do.
42 Table 6: Adventist Culture Adventist culture Always Frequently Sometimes Seldom Never AC1. When in conflict with my co-worker, I find it easy to forgive him/her. 53 (31%) 81 (47.4%) 34 (19.9) 3 (1.8%) 0 AC2. When in conflict with my co-worker, I pray for him/her. 59 (34.5%) 61 (35.7%) 34 (19.9) 13 (7.6) 4 (2.3) AC3. When in conflict with my co-worker, I try to solve it promptly with a desire for unity, peace, and love for him/her. 62 (36.3%) 75 (43.9%) 27 (15.8%) 7 (4.1%) 0 AC4. When conflict arise, I consider value differences of my co-worker to forgive him/her. 58 (33.9%) 63 (36.8%) 37 (21.6%) 9 (5.3%) 4 (2.3%) AC5. When conflict arise, I consider the interest of my coworker rather than myself. 28 (16.4) 77 (45%) 52 (30.4%) 9 (5.3%) 5 (2.9%) Results in Table 6 discussed the question “When in conflict with my coworker, I find it easy to forgive him/her”, 47.4% of respondents indicated that they frequently find it easy to forgive, 31% indicated always, 19.9% indicated sometimes, and only 1.8% indicated seldom find it easy to forgive. More than a quarter (35.7%) of the respondents indicated that they frequently pray for their co-worker, who they are in conflict with, 34.5% said always, 19.9% said sometimes, 7.6% said seldom, and 2.3% said never prayed for their co-worker, who they are in conflict with. “When in conflict with my co-worker, I try to solve it promptly with a desire for unity, peace, and love for him/her’, 43.9% indicated frequently, 36.3% always, 15.8% sometimes, and 4.1% indicated that they seldom try to solve their problems promptly for a desire for unity and peace. More than a quarter (36.8%) of respondents said that they frequently consider value differences of their co-worker to forgive him/her, 33.9% said they always consider, 21.6% said they sometimes consider, 5.3% said they seldom consider, and only 2.3% said they never consider. “When conflict
43 arise, I consider the interest of my co-worker rather than myself”, 45.0% of respondents indicated frequently, 30.4% indicated sometimes, 16.4% indicated always, 5.3% indicated seldom, and 2.9% indicated never. Table 7: Teaching of Holy Bible Findings in Table 7 indicated that almost half (47.4%) of the respondents frequently manage their conflict in harmony with biblical principles, 31.6% indicated always, 20.5% indicated sometimes, and 0.6% indicated seldom. More than a quarter (39.2%) indicated that they don’t frequently keep the anger in their heart, 27.5% indicated always, 22.8% indicated sometime, 7.6% indicated seldom, and 2.9% indicated never. Respondents (38.0) % indicated that they frequently use the teaching of the Holy Bible as their guide to manage conflict, 33.3% indicated that they always use, 25.7% indicated that they sometimes use, 1.8% indicated that they seldom use, and only 1.2% indicated that they never use. More than a quarter (39.8%) of the Teaching of Holy Bible Always Frequently Sometimes Seldom Never BT1. In managing conflict, I act in harmony with biblical principles for reconciliation with my coworker. 54 (31.6%) 81 (47.4%) 35 (20.5%) 1 (0.6%) 0 BT2. When conflict arise, I don’t keep the anger in my heart. 47 (27.5%) 67 (39.2%) 39 (22.8%) 13 (7.6%) 5 (2.9%) BT3. When conflict arise, I use the teaching of the Bible as my guide. 57 (33.3%) 65 (38.0%) 44 (25.7%) 3 (1.8%) 2 (1.2%) BT4. I handle conflict at individual level, then group level, and then spiritual leader. 42 (24.6%) 68 (39.8%) 46 (26.9%) 12 (7%) 3 (1.8%) BT5. In difficult conflicts, I would consider requesting a third-party facilitator as suggested by the Bible. 39 (22.8%) 61 (35.7%) 42 (24.6%) 16 (9.4%) 13 (7.6%) BT6. I use the moral principle that states “do to others what you want them do for you.” 82 (48.0%) 66 (38.6%) 20 (11.7%) 2 (1.2%) 1 (0.6%)
44 respondents said they frequently handle conflict at individual level, then group level, and then spiritual leader, 24.6% indicated sometimes, 24.6% indicated always, 7% indicated seldom, and only 1.8% said they never handle conflict at individual level, then group level, and then spiritual leader. “In difficult conflicts, I would consider requesting a third-party facilitator as suggested by the Bible”, 35.7% indicated that frequently they consider, 24.6% sometimes they consider, 22.8% always consider, 9.4% seldom consider, and only 7.6% never consider. Almost half of the respondents (48%) indicated that they always use the moral principle that state “do to others what you want them do for you”, 38.6% indicated that they frequently use, 11.7% said they sometime use, 1.2% said they seldom use and only 0.6% said they never use. Table 8: Factors for Conflict Management Practices Variables Mean Decision Communication Skills 4.26 Very High Social Skills 4.04 High Adventist Culture 3.94 High The Teaching of Holy Bible 3.93 High The information in table 8 indicated the mean of each variable and the decision. The mean for Communication Skills (Mean= 4.26) was the highest among other factors of conflict management practices of SDA church members in Thailand. This was followed by Social Skills (Mean=4.04) as a method practiced to solve conflict among SDA church members employed in Thailand, Adventist Culture was
45 found to be high (Mean=3.94), and solving the conflict according to the teaching of Holy Bible was hardly able to be separated (Mean= 3.93). 4.2. What factors are prevalent in conflict management practices at the workplace of SDA Church members in Thailand? The Factor Analysis was utilized to find out the prevalent factors with the conflict management practices at the workplace for the SDA Church members in Thailand. Table 9: Factor Matrix (a) Factor 1 2 3 4 5 6 CS1 -.325 CS2 .689 CS3 .662 CS4 .612 CS5 .741 CS6 .754 CS7 .687 CS8 .765 CS9 .587 SS1 .515 SS2 .509 SS3 .555 SS4 .578 SS5 .301 SS6 .449 SS7 .608 SS8 .375 SS9 .463 AC1 .443 AC2 .539 AC3 .423 AC4 .397 AC5 .485 BT1 .485 BT2 .560 BT3 .424 BT4 .323 BT5 .304 BT6 .515
46 The results in Table 9 show the variable under investigation that possessed high loadings for questions. Table 10. Loadings for Prevalent Factors 1. Communication skills Factor matrix CS8 During the conflict discussion, I listen actively to what is being said by other party. .765 CS6 I negotiate with my co-worker so that a solution can be reached. .754 CS5 During a conflict, I ask questions to clarify a statement that I’m not sure of. .741 CS2. When I prepare to meet to discuss a conflict, I try to arrange for a mutually acceptable time setting. .689 CS7 I use good communication on face to face to handle conflicts with my co-worker. .687 CS3. When I start to discuss a conflict with the other party, I choose my opening statement carefully to establish positive realistic expectation. .662 CS4. I try to bring all our concerns out in the open so that the issues can be resolved in the best possible way. .612 BT2 When conflict arise, I don’t keep the anger in my heart. .560 SS3. I generally try to satisfy the needs of my co-workers. .555 BT6 I use the moral principle that states “do to others what you want them do for you.” .515 SS5 I go along with the suggestion of my co-workers. .301 2. Bible teaching and Adventist Culture AC2 When in conflict with my co-worker, I pray for him/her. .539 AC5 When conflict arise, I consider the interest of my co-worker rather than myself. .485 BT1 In managing conflict, I act in harmony with biblical principles for reconciliation with my coworker. .485 AC1 When in conflict with my co-worker, I find it easy to forgive him/her. .443 BT3 When conflict arise, I use the teaching of the Bible as my guide. .424 AC3 When in conflict with my co-worker, I try to solve it promptly .423 BT5 In difficult conflicts, I would consider requesting a third party facilitator as suggested by the Bible. .338 BT4 I handle conflict at individual level, then group level, and then spiritual leader. .323 3. Social Skills SS7 I try to keep my disagreement with my co-workers to myself in order to avoid hard feelings. .608 SS9 In order not to harm the relationship, I may temporarily put aside some of my own less important personal wants. .463 SS8 I try to be aware of how my negative and positive self-perceptions influence the way I deal with a conflict. .375 4. Empathy SS1 I am sensitive to another person’s feeling and emotion. .515 SS2 I feel empathy with my co-workers who are in trouble. .509 5. Skills of Accommodating SS4 I exchange accurate information with my co-workers to solve a problem together. .578 SS6 I collaborate with my co-workers to come up with acceptable decisions to both of us. .449 6. Acceptance of Individual Differences AC4 When conflict arise, I consider value differences of my co-worker to forgive him/her .397 CS1. I clearly communicate with my co-workers to avoid conflict at the workplace. -.325
47 Results in Table 10 indicated the prevalent factors and their loadings that were considered for conflict management of SDA church member at workplace in Thailand; namely Communication Skills, Adventist Culture and Bible Teaching, Social Skills, Empathy, Skills of Accommodating, and Acceptance of Individual Difference. The scree plot was used to determine how many factors to retain. The graph shows where the curve begins to flatten the prevalent factors. Factors having less than .3 were rejected as prevalent factor. Only those with higher value than .3 were accepted as prevalent factors for conflict management. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Factor Number 10 8 6 4 2 0 Eigenvalue Scree Plot
48 Table 11: Factors Prevailing for SDA Church Members’ Conflict Management at the Workplace Factors Initial Eigenvalues Extraction Sums of Squared Loadings Total % of Var Cum % Total % of Var Cum % 1 Communication Skills 9.288 32.028 32.028 8.788 30.304 30.304 2 Bible Teaching/Adventist culture 2.157 7.439 39.467 1.673 5.771 36.075 3 Social Skills 1.689 5.823 45.290 1.135 3.915 39.990 4 Empathy 1.339 4.616 49.906 .807 2.784 42.775 5 The Skills of Accommodating 1.300 4.484 54.390 .784 2.703 45.477 6 Acceptance of Individual Difference 1.050 3.621 58.011 .507 1.748 47.226 Findings in Table 11 show the rank of prevalent factors based on variances. Community Skills accounted the variance of 30.304 %, Adventist Culture and Bible Teaching accounted the variance of 5.771%, Social Skills accounted with the variance of 3.915 %, Empathy accounted the variance of 2.784 %, The Skills of Accommodating accounted the variance of 2.703%, and Acceptance of Individual Differences accounted the variance of 1.748% for conflict management. Table 12: KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .899 Bartlett's Test of Sphericity Approx. Chi-Square 2020.387 df 406 Sig. .000
49 Results in table 12 revealed that there was a strong relationship between the extracted prevalent factors for conflict management practices for SDA church members at the workplace. The KMO test result showed a value of .899, that means the sample size was acceptable for extracting the prevalent factors. The Bartlett’s Test showed a Chi-Square value of 2020.387; with 406 degrees of freedom. The significance level was .000, which was very significant. Therefore, the null hypotheses were rejected that stated there is no significant prevalent factor for conflict management practices at the workplace of SDA Church members in Thailand.
50 CHAPTER 5: CONCLUSION, DISCUSSION AND RECOMMENDATIONS 5.1 Conclusion and Discussion The purpose of this study was to investigate how the SDA church members in Thailand manage conflict at the workplace with the influence of the application of their fundamental belief, moral laws, and interpersonal skills. This study also focused on the factors that are prevalent for conflict management practices of SDA Church members in Thailand. The results indicated that the SDA church member in Thailand often manage their interpersonal conflict at the workplace by using the communication skills, social skills, practices influenced by the Adventist culture, and the teaching of the Holy Bible as their guide. However, it was found that there were six factors were commonly used by SDA church member in Thailand to manage conflicts at the workplace. The first factor was Communication Skills. The second factor was Adventist culture and Bible Teaching. The third factor was Social Skills. The fourth factor was Empathy. The fifth factor was the Skill of Accommodating. And the last factor was Acceptance of Individual Differences. Communication Skills Among the six factors which are prevalent for conflict management practice at the workplace by the SDA Church member in Thailand, Communication Skills was the factors with the highest variance which was accounted for 30.304 %. This result confirmed the statement made by Bermman (2013) that communication skills are