Examining the Path from Relationship Conflict to Work Disengagement: A Phenomenological Study of Employee Perspectives
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Authors
Spriggs, Danica
Issue Date
2026-04
Type
Dissertation
Language
en
Keywords
Business, Engineering, Science, & Technological Innovation , Relationship Conflict in the Workplace , Work Disengagement , Resource Loss , Voluntary Turnover
Alternative Title
Abstract
Relationship conflict in the workplace is a persistent organizational problem that undermines employee well-being, diminishes work engagement, and contributes to voluntary turnover. Although prior research has linked relationship conflict to disengagement and turnover, there has been limited attention given to understanding how employees experience this progression. The problem addressed in this study was how relationship conflict in the workplace leads to work disengagement, resulting in voluntary employee turnover. The purpose of this qualitative phenomenological study was to explore employees’ lived experiences as they progressed from relationship conflict to work disengagement, with the aim of identifying factors that may help decrease employee turnover within organizations. The conceptual framework for this study was the conservation of resources theory, which conceptualizes relationship conflict as a stressor that depletes emotional and psychological resources, leading to disengagement and eventual withdrawal from work roles. The research methodology involved a qualitative phenomenological design to gain deep insights into the participants' perspectives. The data was collected through semi-structured interviews with 20 participants who had experienced relationship conflict in the workplace. The study identified nine themes from three research questions that focused on how employees experience relationship conflict, the progression toward disengagement, and potential organizational strategies to reduce disengagement and turnover. The findings of this study indicated that relationship conflict in the workplace triggers severe emotional strain and physiological stress that negatively affects employee well-being. The recommendations for practice include increasing leadership engagement and involvement, providing conflict management training and organizational support through formal human resources processes, and fostering healthy work environments that prioritize employee well-being. Recommendations for ii future research include longitudinal designs, cross-cultural replication, and exploring pathways across different industry sectors to broaden the understanding of resource-driven disengagement. This study contributed to the literature by addressing the gap in understanding the lived experience through which relationship conflict progresses to work disengagement and turnover while providing insight to organizations regarding potential effective intervention strategies.