Employee dissatisfaction and its role in labor-management conflicts: A data-driven approach

Although few studies examine how these problems manifest in collectivist societies, employee discontent and labor-management conflict remain major concerns in both local and global public-sector environments. With an eye toward interpersonal conflict, lack of recognition, and unmet psychological needs, this research investigates employee discontent and voluntary exit in Queensland, Australia. This paper employs logistic and Firth penalized regression on a dataset of 823 employee separation records and 822 survey responses, combining the Job Demands- Resources (JDR) model, Herzberg's Two-Factor Theory, and Maslow's Hierarchy of Needs. According to the study, lack of recognition and poor work–life balance show positive associations with voluntary departure. At the same time, interpersonal conflict appears more common among workers dealing with employment uncertainty or inadequate supervisor assistance. While the Firth logistic regression models did not yield statistically significant results, the standard logistic regression identified several significant predictors, including gender, lack of recognition, work–life balance, and employment status. The report adds to the body of research on public sector employee retention and workplace conflict a culturally aware, statistically based viewpoint. It offers practical guidance for HR managers and policy-makers, useful advice, including conflict-resolution techniques and recognition schemes aimed at sensitive employee groups. Keywords: Employee Dissatisfaction, Interpersonal Conflict, Voluntary Exit, JDR Model, Herzberg’s Theory.