Labor relations and new generation employees: Subjective evaluation and implications for conflict management – an empirical analysis in China

Abstract

Purpose

Feelings about conflict in labor relations are determined by both the objective conditions surrounding the dimension of labor relations and their subjective evaluation. This study aims to examine features of the subjective evaluation factors in labor relations for new generation employees born in the post-1980s, transitional China, and to explore the conflict reduction strategies in labor relations.

Design/methodology/approach

This study designed items and a scale to measure employees’ subjective evaluation bias regarding labor relations, and conducted a survey of 1,500 employees in 80 Chinese enterprises. It conducted a principal components analysis of the subjective evaluation biases, and a covariance analysis to explore differences in the common factors between employees of two generations. Comparing the subjective bias with the objective status of labor relations, as well as with employers’ expectations, this study analyzed the feelings toward conflict and conflict management strategies.

Findings

There are eight common factors in the subjective evaluation bias toward labor relations, four of which show significant differences between employees of two generations. Employers should study these differences, and apply conflict reduction measures to manage labor relations.

Originality/value

This is one of the first studies to propose the concept of a subjective evaluation bias regarding labor relations, and examine the common factors and features among new generation employees. It establishes a model for feelings toward conflict through four combinations of the subjective preferences and objective status dimensions. This study offers new insights for reducing workplace conflict.

Citation

Xiong, W. and Wang, T. (2018), "Labor relations and new generation employees: Subjective evaluation and implications for conflict management – an empirical analysis in China", International Journal of Conflict Management, Vol. 29 No. 5, pp. 591-616. https://doi.org/10.1108/IJCMA-09-2017-0112