Conflict Management an Impetus for Effective Performance in an Organization.(Case Study of Uwaise Dispute Resolution)
Chapter One
Objectives of the Study
The main objective of the study is to examine conflict management an impetus for effective performance in an organization; Case study of UWAISE dispute resolution.
The main research objectives are given below:
- To determine the extent of relationship between negotiation and organizational performance.
- To ascertain how conflict will be managed effectively.
- To determine the extent of relationship between collective bargaining and organizational performance.
- To ascertain the major causes of conflict.
Chapter Two
Review of Related Literature
Conceptual Review
Organizational Conflict
Organizations are networks and organized structure of interpersonal relationships designed to reach an objective and accomplish goals. They transform inputs into the desired end-goals by putting together technologies, procedures and people. The management system is responsible for the coordination of these resources to reach the goals. To be a part of an organization or to do business is to be in conflict. Conflict is built into organizational life. According to Adomi and Anie (2005) conflict is a fact of life in any organization as long as people compete for jobs, resources, power, recognition and security. In addition, dealing with conflicts is a great challenge to management. It is important to view conflict not a negative but positive way. Conflict is defined as a disagreement, a battle or to be at odds. In essence, conflict is a differing of opinions, point of views or ideas.
Conflict occurs when two or more people see things from different perspectives, given their education, background, upbringing, knowledge of the issue, beliefs, time of day, mood, etc. (Fuimano,2012). Moreover, Plunkett, Attrer and Allen (2005) defined conflict as a disagreement between two or more organizational members or teams. Conflict occurs because people do not always agree on goals, issues, perceptions, and the like and because people inevitably compete. 5 Folger, Scott, Poole, and Stutman (2005) defined conflict as the interaction of independent people who perceive incompatibility and the possibility of interference from others as a result of this incompatibility. Cahn and Abigail (2007) also defined conflict as a problematic situation, differing perceptions and desired outcomes, interdependence, and potential which adversely affect the relationship between individuals.
De Janasz, Dowd and Schneider (2006) stressed that conflict is a fact of life in organizations. Conflict is not something that is a tangible product but it lies in the minds of the people who are parties to it. It does become tangible when it manifests itself in arguing, brooding, or fighting. The problem lies with the inability for people to manage and resolve it effectively. If managed effectively, conflict can be constructive. If not, conflict can be a destructive force in people and organizations. Fajana (2000) sees organizational conflict as the inability of these parties either between employers and employees or within their groups to reach agreement connected with the object of employer-employees interaction, whether or not this inability results in strikes or lockout or other forms of protestation.
Another definition that seems to be the most acceptable sociological definition of organizational conflict is that of Kornhauser, Dubin and Ross (2004), which viewed conflict as the total range of behaviour and attitudes that express opposition and divergent orientations between individual owners and managers on the one hand, and working people and their organizations on the other. Unions and management tend to have opposite views because of the divergence between the expectations of management and labour in organizations which often leads to conflicts. Conflict by nature is a constant phenomenon in any human organization. It is so ubiquitous in social life that it has been isolated by some as the basic unit for understanding social existence (Ajala, 2003; Alimba, 2010). The endemic nature of conflict in human grouping has been traced to the pursuit of divergent interests, goals and aspirations by individuals and/or groups in defined social and physical environment (Otite, 2001). Thus, conflict remains the most permanent feature that makes humanity convinced that growth and development are predicated on conflicts. Though conflict is generally perceived as something devastating, abnormal, dysfunctional and detestable, yet it could be a precursor of positive change if constructively handled (Edwards, 2002; Hammed & Ayantunji, 2002).
As a concept, conflict has been subjected to diverse definitions by various scholars based on the context and their understanding of the concept. For example, Lederach (1995) described conflict as an ongoing situation that is based on deep seated differences of values, ideologies, and goals. In support of this definition, Fisher (2004) defined conflict as a relationship between two or more parties (individuals or groups) who have or think they have incompatible goals. It therefore implies that conflict is a continuous interaction that span through lifetime of man and not just a one-off relationship. Also, one of the most quoted traditional definitions of conflict describes it as struggle over values and claims to scarce status, power and resources in which the aims of the opponents are to neutralize, injure, or eliminate their rivals (Coser, 1956). This description of conflict explains the reasons why workers are often ready to ground all economic or productive activities via strike in a bid to get their demands met.
Chapter Three
Methodology
In this study, survey research design was used. Data were collected from sampled employees of organisations selected for the study in order to determine the relationship between organisational performance (dependent variable) and conflict management (independent variable). This study is carried out in organizations located in South South Nigeria. South South Nigeria is a geopolitical zone located in eastern part of Nigeria. The zone is made of 6 states namely Akwa Ibom, Bayelsa, Cross River, Delta, Edo, and Rivers states. At least one organization was selected for the study from each of the states in the zone with exception of Edo State. In undertaking this study, the researchers collected data from two major sources. These major sources are primary and secondary sources. The primary data was collected through the survey conducted while the secondary data include journals, textbooks, periodical, reports, etc.
The population for this study consists of staff and management of the selected organizations in South-South Nigeria. Information made available to the researchers at the time of this study from the administrative unit of the respective organizations shows that they have staff strength of 3167 employees. Based on this, the population for this study is 3167. Analysis of the population is reflected in the table below:
The staff strength of the selected organizations as at 3Ist December, 2018.
Chapter four
Data Presentation and Analysis
In this section, the data generated from the management and employees of the sampled brewery companies in South South Nigeria were presented in frequency tables and analyzed using statistical tool.
The analysis was done with descriptive and inferential statistics with the aid of SPSS version 21.0.
Chapter five
Summary of Findings, Conclusion and Recommendations
In summary, the findings of the study are:
- There is a significant positive relationship between negotiation and organizational performance.
- Collective Bargaining has a significant positive relationship with organizational performance.
- Joint consultation has a significant positive relationship with organizational performance.
- Alternative dispute resolution has a significant positive relationship with organizational performance.
Conclusion
This work investigated conflict management and organizational performance in selected organizations in the South South Nigeria. The study revealed that all the conflict management strategies studies namely negotiation, collective bargaining, joint consultation and alternative dispute resolution were found to have significant positive relationship with organizational performance. The results of the study offered strong empirical support for the existence of a positive and statistically significant relationship between conflict management strategies and organizational performance. To a very large extent, the findings of this present study concur with earlier empirical studies on conflict management and organizational performance that the use of integrative strategies in conflict management yields positive results.
Recommendations
Based on the findings of the study, it is recommended that:
- Managers should adopt the conflict management strategies studied since they are found to be effective in managing conflicts in organization.
- Management in the organization must try to adopt an inclusive and collaborative strategies in conflict management and at the same time strive to involve union – leadership or employee representative in vital decisions that affect the workforce. Both management and employees must resolve to work together amicably by formulating potent strategies and sustaining acceptable policies as effective machinery for managing conflict on continuous basis in organizations. This can be achieved through collective bargaining.
- Since conflict management strategies studied were found to have significant relationship with performance, management should not take it with kids‘glove as it can influence the employee performance, and this can either mar or make the organization in achieving its stipulated objectives from time to time.
- Management should take cognizance of the conflict management strategies in their policy formulation as that will ensure that conflicts that may occur within the organization are quickly resolved without disrupting the activities of the organization.
Contribution to Knowledge
The major contribution made by this study is that it established that negotiation, joint consultation, collective bargaining and alternative dispute resolution has a significant relationship with organizational performance in the selected companies in South South Nigeria. The study also provides empirical evidence that can aid management and policy formulators in managing work related conflicts. The study also provides a useful guide to research into conflict management by identifying the relationship between conflict management strategies (collective bargaining, alternative dispute resolution, negotiation and joint consultation) and organizational performance.
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