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Abstrak :
Workplace personal web usage (WPWU) is an employee’s activity in using internet for non-related task during working hours. It is considered a counterproductive behavior when done excessively because it can interrupt employee’s productivity, but it can increase creativity and eliminate boredom when used in a rational amount. The objective of this study was to prove whether perceived organizational injustice had influence on WPWU which affected work productivity. A total of 222 respondents working in various industries were gathered through web-survey. By using multinomial logistic regression analysis, this study found that high level use of internet for unrelated jobs between 2 to 4 hours a day was influenced by respondents’ perception of not getting fair treatment and incentive for being good performer, which then caused them to perform very low completion of tasks. There were two contrasting views regarding this result; organizations considered it as deviant behavior because it reduced employees’ performance whereas employees regarded it as just short breaks to get rid of stress. Hence, this finding suggested that companies should redesign its internet policies to accommodate “Work-Life Blend”; blending work and personal lives, as a consequence of cultural shift in the era of globalization and new technologies.

Abstrak :
Conflict can be functional or dysfunctional to the organization?s performance. This study focused on the relationship between conflict approaches implemented by the project manager based on project team member?s perception on the effectiveness of the project manager in managing project?s conflict. Questionnaires were modified from Barker et al. (1988) to measure conflict management approaches and outcomes of managing project conflict. Data were gathered from 57 respondents who worked in the Engineering, Procurement, and Construction (EPC) contractors serving the upstream sector of the Oil and Gas industry in Indonesia. By using Pearson correlation, result of this study indicated that project managers were perceived to be effective in managing project conflict when implementing cooperative and confirmative approaches, but ineffective when combining competitive and avoidance approaches. Further research should investigate correlation between cultural dimensions with conflict approaches and outcomes of managing conflict.