Role of Organizational Culture, Organizational Communication and Temperament in the Choice of Conflict Management Styles among Plant Turnaround Maintenance Employees in PETRONAS Petro-Chemical Companies in Malaysia: A Conceptual Framework

By Alhassan, Musah Adiza; Zulkipli, Ghazali et al. | Global Business and Management Research: An International Journal, October 2014 | Go to article overview

Role of Organizational Culture, Organizational Communication and Temperament in the Choice of Conflict Management Styles among Plant Turnaround Maintenance Employees in PETRONAS Petro-Chemical Companies in Malaysia: A Conceptual Framework


Alhassan, Musah Adiza, Zulkipli, Ghazali, Isha, Ahmad Shahrul Nizam, Global Business and Management Research: An International Journal


Abstract

Purpose: This purpose of this study is to explore the relationships among organizational culture, organizational communication, and conflict management styles, with moderating effects of temperament in plant turnaround maintenance employees in petro-chemical companies of PETRONAS, Malaysia.

Design/methodology/approach: This is a cross-sectional survey study that will utilize both quantitative and qualitative methods so as to have a broad view of the survey design as well as the depth of qualitative such as interviews and discussions. The quantitative data for the study will be collected in the form of self-administered questionnaire comprising the Rahim Organizational Conflict Inventory (ROCI-II) (Rahim, 2001), Hofstede (2001; Yoo et al, 2011) Culture Value Scale (CVSCALE), Lahaye Temperament Analysis (1984), Down and Hazen (1976) Communication Satisfaction Questionnaire (CSQ) as well as demographic information about the respondents. Data will be collected from TAM in-house and contract employees in PETRONAS petrochemical companies in East and West Malaysia.

Findings: There are only a few studies in the social dimension of plant turn-around maintenance process. As the petrochemical industry is an important economic process, learning of cases in some of the major processing plants can help others to emulate the process so that overall efficiency of plant turn-around maintenance can be increased across the industry. Relevance of the findings and implications with respect to contribution of knowledge to academia and insight into the social dimension of plant turnaround maintenance industry cannot be over emphasized.

Originality/value: Studies investigating the influence of organizational culture, organizational communication and temperament on the choice of conflict management styles have demonstrated that individual differences and culture influence how a person perceives and handles conflict. However, these findings have not been linked to the plant turnaround maintenance workers in Malaysia. By filling this gap, the results from this study will provide fertile ground for future research and hypothesis generation in all four fields, as well as broad implication for research and industry.

Keywords: Conflict management styles, conflict behavior, organizational culture, temperament, organizational communication, turnaround, turnaround maintenance, PETRONAS petrochemical companies.

Paper Type: Conceptual paper

Introduction

The petrochemical industry is no doubt a key industry in Malaysia and major contributor to its GDP. At the forefront of this industry in Malaysia is Petroliam Nasional Berhad (PETRONAS), the leading investor in the sector. PETRONAS is a Malaysian owned Oil and Gas Company wholly owned by the government, and vested with the entire oil and gas resources in Malaysia and entrusted with the responsibility of developing and adding value to these resources. PETRONAS is ranked among Fortune Global 500's largest corporations in the world (Malaysian Petrochemical Country Report, 2013).

Turnaround (TA) management is one of the six key asset management elements apart from integrity management, maintenance management, material management, reliability management and decommissioning under the holistic approach of PETRONAS physical asset management (PAM) framework in providing assurance that physical assets are managed effectively (Ahmad, 2012). A lot of pre-planning and manpower goes into turnaround maintenance (TAM) event (Zulkipli, Mohammed and Shamim, 2014, under review). From the review of literature, it is notable that the impact of TA on performance of maintenance is significant either positively or negatively due to the capacity and diversity of the workforce, as pool of skills and specializations are needed for the intense work (Zulkipli, Mohammed and Shamim, 2014, under review). Putting different people together who might not know each other for a specific, intense and dangerous task is recipe for conflict, therefore the knowledge of the predictors of conflict behavior in a temporary environment will aid the managers/supervisors to understand the dynamic workforce. …

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