Conflict Management Strategies as Impetus for Effective Performance in an Organization
Chapter One
Objective of the study
The primary objective of this research is to systematically investigate the impact of conflict management strategies on organizational performance. The study aims to achieve the following specific objectives:
- Examine the Effectiveness of Different Conflict Management Strategies in organization
- Investigate the relationship between conflict management strategies and employee satisfaction in organization.
- Investigate how conflict management strategies contribute to improved decision-making processes within organizations
CHAPTER TWO
REVIEWED OF RELATED LITERATURE
CONCEPTUAL FRAMEWORK
ORGANIZATIONAL CONFLICT
Conflict is viewed as an effect of behavior, which is an essential component of human life. Dunlop (2002) defines conflict as a disagreement between two or more parties try to make the other accept its view or position. According to Ugbaja (2002), organizational conflict is any individual or group dispute that emerges in the workplace and generates discord within a group of workers or between an individual and management. According to Sinclair (2005), conflict is defined as a disagreement between employees and their bosses. One key objective of management is to establish an atmosphere in which individuals and groups of people may work together to achieve their individual and organizational goals. However, one recurring issue in organizations is that individuals and work groups struggle for limited resources, authority, status, and so on to the point where their competition disrupts (or even enhances) cooperative endeavors. These competitions (bad or good) are generally referred to as conflicts. Conflicts exist whenever an action by one party is perceived as preventing or interfering with the goals, needs, or actions of another party. Conflict can arise over a multiple of organisational experiences, such as incompatible goals, differences in the interpretation of facts, negative feelings, differences of values and philosophies, or disputes over shared resources. As defined above conflict tends to be associated with negative features and situations which give rise to inefficiency, ineffectiveness or dysfunctional consequences. But in some cases, it can actually stimulate creative problem solving and improve the situation for all parties involved Nwatu (2004) remarks that in all organizations, employees and employers have common interests in getting work done. What constitutes the work, how the work should be done and the price of labour services in the price of labour services in the work process constitute areas where the interests of the two parties vary. It is therefore essential to put in place machineries for 11 effective management of conflicts naturally resulting from their common and opposing interests. Conflict is perceived as any act or situation resulting from disagreement, incompatibility or opposition between project participants within their contractual obligations, whereby such disagreements, incompatibility or opposition have not matured into a dispute requiring intervention of a third party.
SOURCES OF ORGANIZATIONAL CONFLICT
Businesses today operate in a highly volatile environment, and the causes of organizational conflict vary according to the business. Whether we like it or not, whether conflicts inside an organization are viewed as good or undesirable, the truth remains that conflict exists and is common culture. When people interact in companies, their varied values and situations generate a tense connection. The key is to identify the source within an organization and act accordingly.
TYPES OF CONFLICTS IN ORGANIZATIONS
There are two types of conflict in organizations. Individual disputes (which might emerge when one person is dissatisfied) and group conflicts (which may originate from an individual employee or many result from a disagreement between the union and management). Individual conflict happens when an employee believes that he has been mistreated or denied something to which he is legally entitled, or that his rights have been violated. This could be due to an unfair disciplinary action taken against the employee, a lack of advancement chances for him, or the failure to receive an annual increment, among other things. This conflict, if not properly investigated, may have negative consequences for the employee in question. On the other hand, collective conflict arises either from misinterpretation of collective agreement or no implementation of the whole or parts of the agreement. It may also result from break down of collective bargaining. A large number of conflicts that occur in organizations may be those concerning situations not governed by rules. Such conflicts are primarily the result of individual workers, and may be the consequence of an alleged ill-treatment of workers by his boss or the result of some claimed right.
CHAPTER THREE
RESEARCH METHODOLOGY
RESEARCH DESIGN
This study will use a survey research design as its research method. The current study entailed the gathering of primary data from workers of Petsup Ltd Limbe in Yaoundé via the administration of structured and non-structured questionnaires, the survey will be regarded acceptable.
POPULATION OF THE STUDY
The participants in this study are all 315 employees of Petsup Ltd Limbe in Yaoundé, Nigeria. This population is made up of numerous employees’ cadres and operating units, which the study will proportionate to ensure that it is representative.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
INTRODUCTION
This chapter study focused on analysis of data collected. The resulting analysis will be interpreted and presented. 176 copies of questionnaire were carefully administered to respondents fur the purpose of this research, however, only 170 copies were correctly filled and returned at the stipulated time to be used for analysis. This indicated 97.5% response rate. Thus, 170 copies of questionnaire retrieved were analyzed and presented in tables with the aid of Software Package for Social Science (SPSS) for easy comprehension.
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
SUMMARY
This chapter summarizes the research, conclusions, and recommendations based on the study findings’ implications. The chapter begins with a study summary, with a special emphasis on the problem statement, objectives, findings, and general implications of the study; concurrently, the second part articulates conclusions, and the third part of the chapter deals with research and practitioner recommendations.
The study’s findings revealed that the conflict management strategies has a significant impact on the performance of Petsup Ltd Limbe. Thus, the greater the acceptance of a conflict management Petsup Ltd Limbe management, the higher the organizational performance. Conflict management strategies has a negative significant effect on organizational performance, implying that using a conflict management to manage conflict will result in a decrease in organizational performance. As a result, the more Petsup Ltd Limbe adopts a compromise strategy, the worse the organization’s performance. Furthermore, avoidance strategy has a significant effect on organizational performance, implying that the greater the use of avoidance method by Petsup Ltd Limbe management, the higher the organizational performance. As a result, strategies for collaboration, compromise, and avoidance can be developed
Conclusion
In conclusion, the research substantiates the notion that conflict, when managed constructively, serves as a catalyst for positive change within organizations. By embracing conflict management strategies that prioritize cooperation, communication, and employee involvement, organizations can not only mitigate the negative impacts of conflicts but also leverage them as opportunities for growth and development. As organizations navigate the complexities of the modern workplace, understanding and implementing effective conflict management strategies emerge as a cornerstone for fostering a culture of collaboration, innovation, and ultimately, achieving sustained high performance.
Recommendation
Based on the findings of the study on conflict management strategies as an impetus for effective performance in an organization, several recommendations emerge to guide organizational practices and enhance overall performance:
- Organizations should invest in training programs to equip employees and leadership with effective conflict resolution skills. This includes imparting techniques for open communication, negotiation, and collaboration. A well-trained workforce is better equipped to manage conflicts constructively, contributing to a healthier work environment.
- Organizations should ensure that their chosen conflict management strategies align with the core values and cultural norms. This alignment fosters a cohesive organizational culture, where employees feel supported, and conflict resolution processes are integrated seamlessly into daily operations.
- Foster a culture that encourages collaboration and teamwork. Encourage open communication channels, idea-sharing, and a sense of collective responsibility. Such a culture is more likely to embrace conflict as an opportunity for growth rather than a hindrance.
- Develop and communicate clear procedures for conflict resolution within the organization. Having formal mechanisms in place ensures that conflicts are addressed promptly and fairly, preventing them from escalating and negatively impacting performance.
- Equip leaders with advanced conflict resolution skills. Leadership plays a pivotal role in setting the tone for the organization, and leaders who are adept at managing conflicts can positively influence their teams and contribute to a more productive work environment.
References
- Adeyemi, T. O., & Ademilua, S. O. (2012). Conflict management strategies and administrative effectiveness in Nigerian Universities. Journal of Emerging Trends in Educational Research and policy.
- Adomi, E. E, and Ojo, S.A, (2005). Conflict Management in Nigerian University Libraries.
- Ajike, E. O., Akinlabi, B. H., Magaji, N., & Sonubi, A. O. (2015). Effect of conflict management on the performance of financial service organization in Nigeria: An empirical study of Access Bank Plc. International Journal of Economics, Commerce and Management.
- Ajike, E.O., Akinlabi, B. H., Magaji, N. &Sonubi, A. O. (2015). 0E0ffect of conflict management on the performance of financial service organisation in Nigeria: An empirical study of Access Bank Plc. International Journal of Economics, Commerce and Management United Kingdom, 3 (7), 260-272.Available at www.publication.babcock.edu.ng/docs/BAMK/ajikee/1444675368.pdf, retrieved onretrieved on 10/07/2015. v
