Impact of Conflict Management Styles on Employee Performance in Selected Tertiary Institutions in Kwara State
Chapter One
OBJECTIVES OF THE STUDY
The main objective of this study is to examine the Impact of Conflict management styles on employee performance in selected tertiary institutions in kwara state.
Specifically, the objectives will be to;
- Examine the impact of accommodating conflict management strategy on the commitment of Academic staffs in selected tertiary institutions in kwara state.
- Ascertain the influence of collaborating conflict management strategy on the engagement of Academic Staff in selected tertiary institutions in kwara state.
- Examine the relationship between the avoidance conflict management strategy and the work attitude of Academic Staff in selected tertiary institutions in kwara state.
- Evaluate the impact of collective bargaining on the creativity of Academic Staff in selected tertiary institutions in kwara state.
- Determine the effect of compromise strategy on job satisfaction of Academic Staff in selected tertiary institutions in kwara state.
CHAPTER TWO
REVIEW OF LITERATURE
INTRODUCTION
Our focus in this chapter is to critically examine relevant literature that would assist in explaining the research problem and furthermore recognize the efforts of scholars who had previously contributed immensely to similar research. The chapter intends to deepen the understanding of the study and close the perceived gaps.
Precisely, the chapter will be considered in three sub-headings:
- Conceptual Framework
- Theoretical Framework
- Empirical framework
CONCEPTUAL FRAMEWORK
Conflict
The word “conflict” is ambiguous in its definition. Much of the misunderstanding has been generated by researchers from several disciplines who are interested in conflict studies. The analysis of the literature reveals conceptual agreement with, but no consensus support for, any widely recognized definition of conflict. According to Rahim (2015), “there is a great deal of variation in conflict definitions, which include a number of definitions for particular interests and a variety of generic definitions that seek to be inclusive.”
While there is no universal definition of conflict, the majority of definitions include the following elements: at least two autonomous groups; the groups perceive some incompatibility between themselves; and the groups interact in some manner. Wall and Callister (1995), cited in Alper (2018), defined conflict as “the process by which one party perceives that the interests of another party are being opposed or adversely affected” and “the interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities.” According to Rahim (2015), organizational conflict is increasingly seen as natural and appropriate; it may even be a sign of efficient organizational management. Conflict, under specific parameters, may be beneficial to productivity. Conflict may be beneficial. It may result in problem solving, creativity, and innovation. In contrast, organizations with little or no conflict may experience stagnation, poor decision-making, and ineffectiveness. Human conflict is unavoidable. It is a natural byproduct of human contact that occurs when two or more social entities interact in order to accomplish their own goals. When two or more persons or organizations demand a scarce resource, their relationships become incompatible or inconsistent; when they do not share behavioral preferences for their collaborative action; or when they have divergent attitudes, values, beliefs, and skills. Conflict, according to Rahim (2015), may relate to a variety of different things, including the conflict process, cultural conflict, ethnic conflict, organizational conflict, role conflict, social conflict, workplace conflict, and military conflict. This study will focus only on industrial conflict in an effort to quantify the influence of industrial conflict on an organization’s workers’ performance. Additionally, it is worth noting that different forms of conflict might serve as the types and/or causes of conflict in an organization. According to Akanji (2017), constructive conflict results in good performance, but destructive conflict heats up the work environment, causing dislocation and polarisation of the whole group, resulting in decreased productivity and job performance. Conflict is a fight between adversaries over ideals and claims to scarce status, power, and resources, with the adversaries seeking to neutralize, hurt, or exterminate their adversaries. Kazimoto (2019) stated that workplace conflict happens when the goals, interests, or values of various people or groups are incompatible and sabotage one other’s efforts to accomplish organizational goals. According to Adomie and Annie (2015), communication is a process and an unavoidable outcome of transnational interactions, showing itself in disagreement and dissonance with and between people and groups in the workplace. In this perspective, workplace conflict is an inescapable reality in every organization where employees struggle for employment, power, recognition, and security.
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
Research Design
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e. mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
Population of the Study
According to Udoyen (2019), a study population is a group of elements or individuals, as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes individuals or elements that are homogeneous in description.
This study was carried out to examine the Impact of Conflict management styles on employee performance in selected tertiary institutions in kwara state as a case study. Hence, academic staff of the tertiary institutions in kwara state form the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of one hundred and sixty-five(165) questionnaires were administered to respondents of which one hundred and fifty (150) were returned and all were validated. For this study a total of 150 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS:
Introduction
This chapter summarizes the findings on the Impact of Conflict management styles on employee performance in selected tertiary institutions in kwara state as a case study. The chapter consists of summary of the study, conclusions, and recommendations.
Summary of the Study
In this study, our focus was to examine the Impact of Conflict management styles on employee performance in selected tertiary institutions in kwara state as a case study. The study specifically was aimed to examine the impact of accommodating conflict management strategy on the commitment of Academic staffs in selected tertiary institutions in kwara state, ascertain the influence of collaborating conflict management strategy on the engagement of Academic Staff in selected tertiary institutions in kwara state, examine the relationship between the avoidance conflict management strategy and the work attitude of Academic Staff in selected tertiary institutions in kwara state, evaluate the impact of collective bargaining on the creativity of Academic Staff in selected tertiary institutions in kwara state, and determine the effect of compromise strategy on job satisfaction of Academic Staff in selected tertiary institutions in kwara state.
The study adopted the survey research design and randomly enrolled participants in the study. A total of 150 responses were validated from the enrolled participants where all respondents are academic Staff of some selected public tertiary institutions in kwara state.
Conclusions
Based on the findings of this study, the researcher made the following conclusion.
- The accommodating conflict management strategy has a positive impact on the commitment of Academic staffs in selected tertiary institutions in kwara state.
- The collaborating conflict management strategy has a positive impact on the engagement of Academic Staff in selected tertiary institutions in kwara state.
- There is a significant relationship between the avoidance conflict management strategy and the work attitude of Academic Staff in selected tertiary institutions in kwara state.
- The collaborating collective bargaining has a positive impact on the creativity of Academic Staff in selected tertiary institutions in kwara state.
- The collaborating compromise strategy has a positive impact on the job satisfaction of Academic Staff in selected tertiary institutions in kwara state.
Recommendations
Based on the findings of the study, the following recommendations are proffered.
- The concerned authorities must be flexible in the adoption of strategies of conflict management. The circumstances of the organization and the relationship subsisting between the parties must be allowed to determine the choice of management strategy. A mindset that accommodates conflicting viewpoints is necessary for effective management of conflicts.
- Various forms of opinions, interests and demands should be accommodated for employees to feel satisfied.
There is the need to collaborate among parties in conflict in order to give a sense of belonging to members.
Reference
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