The Influence of Emotion Management on Interpersonal Conflicts Among Employees in Startup Work Environments

Abstract

This study aims to examine the extent to which a feedback-oriented culture in technology companies influences workplace innovation. The research sample consists of employees working in technology companies, with a particular focus on Generation Z's perceptions of these workplaces. Data were collected using a structured questionnaire distributed via a Google Form link shared online through various digital platforms. The findings reveal that emotional management significantly influences interpersonal conflict among employees in start-up companies, with a t-statistic of 2.364 and a p-value of 0.018. Interestingly, the positive regression coefficient suggests that improved emotional management, if not properly guided, could unintentionally increase conflict. On the other hand, emotional intelligence does not have a significant effect on employee conflict, as indicated by a p-value of 0.444. Additionally, the moderating effect of emotional intelligence could not be tested statistically, due to the absence of an explicit interaction path within the SEM-PLS model used. The model explains a moderate portion of variance in conflict, with an R-square value of 0.255, indicating that other factors outside the model may play a more substantial role. These results highlight the importance of developing well-directed emotional management skills and fostering an organizational culture that supports open communication to minimize workplace conflict in start-up environments. This study has several limitations. Firstly, the research was geographically limited to Bandar Lampung, which restricts the generalizability of the findings. Secondly, it did not differentiate between types and scales of start-up companies. Additionally, the use of a quantitative SEM-PLS approach limits the depth of contextual understanding. The model also excludes potentially relevant variables influencing employee conflict, and the moderation hypothesis regarding emotional intelligence could not be statistically tested due to the model structure. This study contributes to the field of human resource management by uncovering the role of emotional management in addressing employee conflict within start-up companies. Theoretically, it offers a new perspective on integrating emotional variables into the dynamics of start-up work environments. Practically, the findings can inform management strategies aimed at developing emotional skills training programs to foster a more harmonious and productive workplace. The novelty of this research lies in its simultaneous integration of emotional management, emotional intelligence, and employee conflict within the unique context of start-up companies a topic that remains underexplored. Furthermore, the use of the SEM-PLS approach adds methodological value in analyzing the psychological dynamics of employees in fast-paced, high-pressure work settings.