Employees Relation and Conflict Management in Tertiary Institution ( a Study of Delta State Polytechnic Ogwashiuku )
CHAPTER ONE
Objectives of the Study.
The main objective of this study is to examine the effect of conflict management on the performance of Delta state polytechnic, Ogwashiuku. The specific objectives are to:
- Examine the effect of collaboration strategy on the performance of Delta state polytechnic,
- Ascertain the effect of compromise strategy on the performance of Delta state polytechnic,
- Determine the effect of avoidance strategy on the performance of Delta state polytechnic,
CHAPTER TWO
LITERATURE REVIEWAND THEORETICAL FRAMEWORK
Concept of Conflict
Conflict is a necessary and useful part of organisational life. It is inevitable, multi-dimensional, and an integral part of the process of change. According to Mba (2013), there are two sides to conflict, one is destructive, defects cooperation and unhealthy and the other has a problem- solving base where those involved are willing to readdress personality differences, to listen to others‟ views and to be open and candid to each other, to be supportive and helpful. Managers spend a considerable portion of their time dealing with conflict and as such, conflict management becomes increasingly important to their effectiveness.
Conflict can be referred to as the process that begins when one party perceives that another party has negatively affected something that the first party cares about (Thomasas cited in Kondalkar, 2007), which indicates thatconflict must be perceived by either of the parties. In the same vein, Robbins et al. (2012) views conflict as a process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about. This definition is encompassing as it describes that point in any ongoing activity when an interaction crosses over to become an interparty conflict. It encompasses the wide range of conflicts people experience in organisations: such as incompatibility of goals, differences over interpretations of facts, disagreements based on behavioural expectations. The definition is flexible enough to cover the full range of conflict levels starting from overt and violent acts to subtle forms of disagreement. In the words of Oudeh and Oudeh (2006), conflict occurs in every type of relationship. It occurs whenever our assumptions or expectations do not match with someone else‟s assumptions or expectations. Conflict is perception and so it exists whenever someone believes or feels that another person or group might obstruct his efforts.
Ojo and Abolade (2014) views conflict as a situation of competition in which the parties are aware of the incomparability of potential future position in which each party wishes to occupy a position that is incompatible with the wishes of the other and views organisational conflict as competition by individuals and groups for organisational resources and organisational rewards. Mullins (2005) affirmsthat conflict as a behaviour is intended to obstruct the achievement of some other person‟s goals. According to this author, conflict is based on the incompatibility of goals and arises from opposing behaviours. It can be viewed at the individual, group or organisational level. However, Tjosvold, Dann andWong as cited in Aina, Awolusi and Odulami (2015) asserts that organisational conflict can be regarded as a dispute that occurs when interest, goals or values of different individuals or groups are incompatible with each other.
CHAPTER THREE
METHODOLOGY
Research Design
The study employed survey design to describe the basic features of the data in the study and is cross sectional in nature. This study is concerned with the collection of data for the purpose of describing and interpreting existing conditions, prevailing practices, believes, attitudes, on-going process, effects that are felt or trends that are developing (Vincent, Olaegbe & Sobona, 2008). The design adopted helped in describing the relevant aspects of the phenomena under consideration and provided detailed information about each relevant variable.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
The chapter presents analyses and discusses the data collected for the study. It covers thesummary of responses, representation and analysis of the primary data collected from Delta state polytechnic, Ogwashiuku, using questionnaire. The hypotheses formulated are tested to determine the relationship between the dependent variable and the independent variables. The aim is to find out whether conflict management has significant effect on the performance of Delta state polytechnic, Ogwashiuku. Finally, the research findings of the study are also stated.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
Summary of Findings
The effective management of conflict through its strategies is required to bring about enormous benefits to employees and organisations as a whole. As a result, knowing the best conflict management strategy(s) to adopt is an important factor that organisations have to take into consideration in order to improve their performance level. The study investigates the effect of conflict management (collaboration, compromise and avoidance strategies) on the performance of Delta state polytechnic, Ogwashiuku.
The findings of the showed that collaboration strategy has significant effect on the performance of Delta state polytechnic, . Thus, the higher the adoption of collaboration strategy by management of Delta state polytechnic, Ogwashiuku, the higher the organizational performance. Compromise strategy has negatively significant effect on organisational performance which implies that the adoption of compromise strategy in managing conflict will lead to a decrease in the performance of the organisation. Thus, the more Delta state polytechnic, Ogwashiuku adopts compromise strategy the less the performance of the organisation. Also, avoidance strategy has significant effect on organisational performance which signifies that the higher the adoption of avoidance strategy by the management of Delta state polytechnic Ogwashiuku, the higher the organisational performance. Thus, collaboration, compromise and avoidance strategies can be suitable for conflict management depending on parties to conflict, the time frame and the situation the organisation finds itself.
Conclusion
Based on the research hypotheses and the research objectives the conclusion was drawn that collaboration strategy in terms of finding out mutually acceptable solutions to problems ortrying as much as possible to discuss all concerns openly especially during meetings will improve the performance of Delta state polytechnic, Ogwashiuku.
Recommendations
In line with the above conclusion, the study recommends that the Management of Delta state polytechnic, Ogwashiuku should create an enabling environment where employees can openly communicate and discuss issues affecting them. In doing so, management should try as much as possible to find out mutually acceptable solutions to problems and implement any joint decision taken by putting the organisational goals as well as employees‟ interest into consideration.
Also, given the significant level of avoidance strategy in improving the performance of Sunseeed Nigeria Limited, Ogwashiuku, management and employees should try as much as possible to avoid any critical issues that will cause division in the organisation. Such issues should be left alone to be discussed in the open during meetings. By so doing, it will help to remove tension in the working environment, thereby keeping it peaceful.
In a bid to improve the performance of the organisation, management should not emphasise the adoption of compromise strategy on the management of critical issues such as employees welfare, this is because of the negative effect it has on the organisation‟s performance.
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