Abstract

This study explores the role of Perceived Organizational Support (POS) and Organizational Trust in conflict resolution, with a focus on how time pressure moderates these relationships, integrating perspectives from Social Exchange Theory and Job Demand-Resource (JD-R) Theory. Using a quantitative research design, data was collected via an online survey involving 612 employees from various organizations in China. Statistical analysis conducted with SPSS and AMOS yielded three significant findings. First, POS has a significant positive impact on conflict resolution by strengthening employees' perceptions of support and fostering a sense of reciprocity. Second, organizational trust emerged as a critical mediating factor in the relationship between POS and conflict resolution, highlighting its essential role in promoting collaborative behaviors and constructive interactions. Third, perceived time pressure was identified as a negative moderator, weakening the mediating effect of organizational trust by diminishing the benefits of POS in high-pressure scenarios. These findings underscore the necessity of fostering organizational trust and ensuring sufficient POS to effectively manage workplace conflicts. Moreover, the study emphasizes the dual effects of time pressure, which can impede trust development and reduce the efficacy of POS in conflict resolution processes. By addressing these dynamics, organizations can develop conflict management strategies that account for the interplay of POS and organizational trust, particularly in high-time pressure environments.