Concept of Conflict and Conflict Management

 

 Concept of Conflict and Conflict Management

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.

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 2017), which indicates that conflict must be perceived by either of the parties. In the same vein, Robbins (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 (2016), 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) affirms that 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.

 

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. According to Zafar, Ashfaq, Ali, and Imran (2014) conflict is a process of social interaction involving a struggle over claims to resources, power and status, beliefs, and other preferences and desires. The aims of the parties in conflict may extend from simply attempting to gain acceptance of a preference, or securing a resource advantage, to the extremes of injuring or eliminating opponents. 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.

 

 Rahim (2011) defines conflict as an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (individual, group and organisations) and opined that conflict may occur when:

i.                   A party is required to engage in an activity that is incongruent with his or her needs or interests.

ii.                 A party holds behavioral preferences, the satisfaction of which is incompatible with another person's implementation of his or her preferences.

iii.              A party wants some mutually desirable resource that is in short supply, such that the wants of everyone may not be satisfied fully.

iv.              A party possesses attitudes, values, skills, and goals that are salient in directing his or her behavior but are perceived to be exclusive of the attitudes, values, skills, and goals held by the other(s).

v.                 Two parties have partially exclusive behavioral preferences regarding their joint actions.

vi.              Two parties are interdependent in the performance of functions or activities.

This definition is much more inclusive, which implies that conflict can relate to incompatible preferences, goals, and not just activities. From the above definitions, conflict tends to be associated with negative features and situations which gives rise to inefficiency, ineffectiveness or dysfunctional consequences.

         Causes of Organisational Conflict

For conflict to be effectively managed, organisations should try as much as possible to look into its root causes. Many organisations in trying to resolve conflict result to conflict management techniques without first determining the causes of conflict, which is a key prerequisite for developing an appropriate conflict resolution.

 

Tonder, Havenga and Visagie (2018) argued that if the causes of conflict are known and understood, a conflict map can be developed, which could guide conflict management processes. According to the authors, conflict could arise because of the employer’s quest to maximise profit while employees are out to ensure continuous improved condition of living. It could also arise as a result of failure to honour agreed items on joint decision made and also due to differences about interpretation of facts or issues involved. As a result, rigid opposition due to incompatibility of organisational goals characterises it. However, Robbins (2018) identify that there are many sources of conflict as follows:

a.     Poor Communication: Poor communication leads to misunderstanding and strife among employees. Conveying wrong information can lead to projects being incorrectly done and to employees blaming each other for the end result. Problem in the communication process do not act to retard collaboration, stimulate misunderstandings and create conflicts and many conflict attributed to poor communication are on closer examination due to value differences.

 

b.     Personality Conflict: This occurs when no two people are exactly alike. Personality clashes in the workplace are unavoidable because one employee may have a reserved personality while another may be more outgoing and forward. Problems arise when the two do not understand or respect each other’s inner nature. Personality clashes can also occur when an individual is highly authoritarian and dogmatic.

c.      Differing Values: Value differences are the best explanation of diverse issues such as prejudice, disagreements over one’s contribution to a group, the rewards one deserves and assessments of whether a particular thing is of any good. It is important to note that differences in culture, upbringing, race, experience, education, occupation, socio-economic class and other environmental factors can be a source of differing values. Management should set and communicate the values hierarchy for the organisation.

d.     Limited Resources: Most organisational resources are limited and individuals and groups have to fight for his share especially when making allocation for next year budget. The greater the limited resources than usual, the greater the potential for conflict. These resources could be financial, human, material and informational resources.

e.      Environmental Change: Changes in an organisation’s external environment such as shift in demand, increased competition, government intervention, new technology or changing social values can cause major conflict.

f.       Structural Factors: Structure include variables such as size, degree of specialization in the tasks assigned to group members, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems and the degree of dependence between groups. Size and specialization act as forces to stimulate conflict. The larger the group and the more specialized its activities, the greater the likelihood of conflict. The potential for conflict tend to be greatest when group members are younger and when turnover is high. The greater the ambiguity in precisely defining where responsibility for actions lies, the greater the potential for conflict to emerge. Such jurisdictional ambiguities increase inter-group fighting for control of resources and territory.

            Concept of Conflict Management

Conflict management is seen as a broad concept including conflict resolution, the transforming of the nature of conflict to be good and the fostering of peaceful coexistence (Mohammed, 2016). According to the author, it is a long term arrangement involving official organisation and institutions for stopping and preventing the conflict whenever it is about to arise. In other words, conflict management is the label for the variety of ways by which people handle grievances, standing up for what they consider to be right against what they consider wrong.

 

Conflict management requires a combination of analytical and human skills. It influences individual wellbeing, group performance and organisational effectiveness (Yusuf & Anuar, 2014). As such, conflict management involves doing things to limit the negative aspects of conflict and to increase the positive aspects of conflict with the aim of enhancing learning and group outcomes, including effectiveness or performance in an organisational setting (Rahim, 2011). Conflict management is deemed to be successful if it has achieved its goal by reaching a win-win approach-approach or consensual agreement which is acceptable by both parties.

 

Ezeanyim (2010) reports that conflict management is a way of managing organisational conflict so as to keep it at a level where it will not result in disorganizing the activities of an organisation thereby resulting in not allowing effective attainment of organisational objectives. Shanker (2013) opines that conflict management is the ability to work under stress and continued to be productive. According to the author, it is a process of supportive confrontation management of the organisational conflict, which is considered one of the most important and responsible job of managers.

 

Omisore and Ashimi (2014), posits that dealing with conflict between and among individuals can be one of the most frustrating and uncomfortable experiences for an administrator. Thus, any attempt by an administrator to alter a specific conflict position requires that he or she be knowledgeable of its origin. An understanding of the source improves the probability that the proper resolution or stimulation technique will be selected (Omisore & Ashimi, 2014). Violetta (2017) argues that the most important element of conflict management strategy is not only the early recognition of the conflict but the keeping of attention to the conflicting parties as these elements are important when a manager deals with functional or dysfunctional conflicts. Therefore, the effectiveness or otherwise of the management of conflict is largely dependent on how well the causes of the conflict have been understood.

 

          Strategies for Conflict Management

Whenever conflict occurs, it is important for managers to seek for ways of resolving it. Lazarus (2014) views conflict management strategies as the internal mechanisms used by various authorities in resolving conflict. Conflict researchers have identified a number of conflict management strategies that can be employed in the constructive management of conflict situations. Locke (2019) identifies techniques for handling conflict as follows: mediation (intervention of third party) and negotiation (distributive/win-lose and collaborative/win-win). Conflict between parties can also be resolved by five different modes such as: avoidance, competing, collaborating, accommodating, and compromising (Kinnander, 2011) have also describes five common approaches for managing conflict: competition, accommodation, sharing, collaboration, and avoidance.

 

In the same vein, Robbins (2018), identifies conflict handling intentions or techniques using two dimensions-cooperativeness (the degree to which one party attempts to satisfy the other party’s concerns) and assertiveness (the degree to which one party attempts to satisfy his or her own concerns). However, the five conflict handling intentions or techniques are: competing, accommodation, collaboration, compromise and avoidance.

 

For the purpose of this research, collaborating, compromise and avoidance strategies which are the independent variables for the study will be used and explained extensively.

1. Avoidance Strategy

A person may recognise that a conflict exists and wants to withdraw from it or suppress it (Ezeanyim, 2010). It is also known as withdrawing style and in this style, assertiveness and cooperativeness are low, that is, neither of the parties considers their interest in the management of conflict. People who fear conflict use the avoiding style to escape from conflict situations.

Ajike (2015) found that people using avoiding style were facing more conflicts and work stress. When this style of conflict management is used, everyone loses. The biggest disadvantage is that the issue is never directly addressed or resolved. Victor as cited in Violetta (2012) opines that this style is appropriate to use in the situation where there is no chance of winning or when disruption would be very costly. Examples of avoidance include trying to ignore a conflict and avoiding others with whom you disagree.

2.  Compromise Strategy

It is a traditional method for resolving intergroup conflicts and it is also referred to as the middle ‐of the‐ road approach. Ezeanyim (2010) opines that when each party to the conflict seeks to give up something, sharing occurs, resulting in a compromised outcome, as such there is no clear winner or loser. Rather, there is a willingness to ration the object of the conflict and accept a solution that provides incomplete satisfaction of both parties‟ concerns. The distinguishing characteristic of compromising therefore, is that each party intends to give up something. Violetta (2012), sees it as a “give-and-take” approach with moderate levels of both assertiveness and cooperativeness.

3. Collaboration Strategy: There is cooperation and the search for a mutually beneficial outcome, when each party to conflict desire to fully satisfy the concerns of all parties, that is, high concern for self and others (Ezeanyim, 2010). As such, the intentions of the parties is to solve the problem by clarifying differences rather than by accommodating various points of view through openness, exchange of information, and examination of differences to reach a solution acceptable to both parties. This strategy builds a friendly environment of an organisation where both employers and employees feel confident and free to share their knowledge or perceptions in order to make a single point, that is, reach a single decision in order to combat conflict

IMPACT OF CONFLICT MANAGEMENT ON EMPLOYEES PRODUCTIVITY IN NASARAWA LOCAL GOVERNMENT AREA COUNCIL

 

IMPACT OF CONFLICT MANAGEMENT ON EMPLOYEES PRODUCTIVITY IN NASARAWA LOCAL GOVERNMENT AREA COUNCIL 

ABSTRACT

The study examines the effect of conflict management on employees productivity in Nasarawa local government area council. The specific objectives are to examine the effect of collaboration strategy on employees’ productivity, ascertain the effect of compromise strategy on employees’ productivity and determine the effect of avoidance strategy on employees’ productivity in Nasarawa local government area council. The study employed survey design and make use of simple random sampling technique in order to get adequate response from the respondents.  The data obtained were analyzed using tables and percentages while the hypotheses were tested using Chi-Square. The findings of the study shows that conflict management have significant impact on employee’s productivity in an organization if properly managed. Finally the study recommends that the organization should create an enabling environment where employees can openly communicate and discuss issues affecting them.

 

CHAPTER ONE

INTRODUCTION

1.1     Background of the study

In every aspect of human society and endeavor, conflict is seen as a natural phenomenon that is, inevitable as long as human relationships are involved. It is 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 (Robbins, Judge & Vohra, 2015). At home and at work, conflict is very common and in some cases unavoidable (Mughal & Khan, 2016). As a result of people interacting with each other, friction, disagreements or arguments may arise resulting from actual or perceived differences or incompatibilities, thereby escalating to conflict. Thus, conflicts in organisations can take many forms such as interpersonal conflict, task conflict and process conflict which give rise to diverse approaches to conflict management (Budd & Colvin, 2017).

 

Nigerian Government over the years however has set up various techniques that will guide organisations in the management of conflicts. Some of these management techniques are available in the provision of Labour/Employment Act, 1971; Workmen's Compensation Act, 2010, Trade Dispute Amendment Decree, 1988, No 39 and Trade Dispute Act 18, 2004 which provided five steps for legal management of conflict in organisations in the country (Akinwale, 2011).

 

Nasarawa Local government area council is often faced with the issue of employees’ welfare, non-payment or percentage payment of salary and other issue of interest to the employees. Employee welfare is an important source of motivation to employees and the lack of it has led to employees having grievances against management which has most times resulted into conflict between both parties and the resulting effect has affected not only the employees productivity but the organization at large, thus managing the organisational conflict became necessary so as to improve its performance.

 

Conflict management involves doing things to limit the negative aspects of conflict and to increase the positive aspects of conflict with the aim of enhancing learning and group outcomes, including effectiveness or performance in organisational settings (Rahim, 2017). Robbins, Judge, and Vohra (2018) identified five major strategies for managing conflict in organisations based on assertiveness and cooperativeness which include: collaboration, compromise, accommodation, competition/domination and avoidance.

 

Employees productivity is seen as the result of an activity which has been carried out by an employee in relation to authority and responsibility in achieving the goal legally, not against the law, and conforming to the morale and ethics of the organisation (Almajali, Alamro & Al-Soub, 2012). Employee productivity or organisational performance can either be measured financially (earnings per share, return on equity, return on asset) or non-financially (market share, customer satisfaction, employee morale). The appropriate measure selected to assess organisational performance (financial or non-financial) is considered to depend on the type of organisation to be evaluated, and the objectives to be achieved through that evaluation.  It is against this background that this study seek to examine the impact of conflict management on employee productivity in Nasarawa Local Government Area Council.

 

1.2     Statement of the Problem

Managers spend approximately twenty percent of their time dealing with conflict situations due to the growing complexity of organisations, use of teams and group decision making, and globalization (Mullins, 2015). This proved the fact that conflict cannot be totally eliminated within an organisation because wherever you find human beings interacting at whatever levels, there is bound to be conflict. What is however important is the way conflicts are managed to forestall future occurrence.  The existence of conflict is an issue of concern in Nasarawa Local Government Area Council, the organisation is confronted with the issue of non payment of salary as at when due, promotions and allowances.

The lingering issue results into conflict between management and employees of the organisation which manifested in form of employees nursing grievances against management, change of attitude or behaviour, decrease in effort towards work, physical confrontation between both parties and stoppage of production activities as employees refuse to work. This affected the effectiveness and performance of the individual employees and the organisation as a whole. Attempt by management to resolve the conflict has only led to conflict suppression. This is because management made use of domination strategy which is of benefit to them at the expense of the employees. Several studies have been carried out on conflict management; however, most of these studies are qualitative in nature (Fatile & Adejuwon, 2011; Garcia, 2013; Kazimoto, 2013; Nwosu & Makinde, 2014; Ebhote & Monday, 2015). They cannot be generalised in all aspects of organisations, because conflict management has to do with human intentions. While some empirical studies in this area were carried out using some or all the major conflict management strategies on other dependent variables such as job stress, organisational effectiveness and turnover intention (El Dahshan & Keshk, 2014; Kanani & Farahani, 2014; Lazarus, 2014; Sima, Gbolamabbas, & Saeed, 2012); others were on organisational performance (Ongori, 2009;Hotepo, Asokere, Abdulazeez, &Ajemunigbohun, 2010; Obasan, 2011; Mughal & Khan, 2013), none were able to examined the impact of conflict management on employees productivity. Therefore, this study seeks to bridge the gap in literature by examining the impact of conflict management on employees productivity in Nasarawa local government area of Nasarawa state.

 

1.3     Objectives of the Study.

The main objective of this study is to examine the effect of conflict management on employees productivity in Nasarawa local government area council. The specific objectives are to:

i.                   Examine the effect of collaboration strategy on employees’ productivity in Nasarawa local government area council.

ii.                 Ascertain the effect of compromise strategy on employees’ productivity in Nasarawa local government area council.

iii.              Determine the effect of avoidance strategy on employees’ productivity in Nasarawa local government area council.

 

1.4     Research Questions 

The following research questions are addressed in this study:

                               i.            To what extent does collaboration strategy affect employees’ productivity in Nasarawa local government area council?

                             ii.            To what extent does compromise strategy affect employee’s productivity in Nasarawa Local government area council?

                          iii.            To what extent does avoidance strategy affect employee’s productivity in Nasarawa Local government area council?

 

1.5     Statement of Hypotheses.

In line with the research objectives of the study, the following hypotheses are formulated.

H01: Collaboration strategy has no significant effect on employee’s productivity in Nasarawa Local government area council?

H02: Compromise strategy has no significant effect on employee’s on productivity in Nasarawa Local government area council?

H03: Avoidance strategy has no significant effect on employee’s on productivity in Nasarawa Local government area council?

 

1.6     Scope and limitation of the Study

This study was carried out on the impact of conflict management on employee performance in Nasarawa Local Government area council. The study was carried out on a cross-sectional basis and focus was on the conflict management strategies that contributed to employee productivity and overall organisational performance. Conflict management being the independent construct was operationalised by the following dimensions: collaboration strategy, compromise strategy and avoidance strategy; while the dependent variable was employees productivity.

Limitations

The following are the limitations of the study;

1.     Uncooperative attitude of some of the staff of Nasarawa Local Government Area Council who refused to complete the questionnaires given to them or to be interviewed for fear of official reprisal. Their refusal to cooperate adversely affected the amount of data collected through primary sources.

2.     Financial Constraint: The study could have been very extensive if more organizations were included. But the researcher could not afford the cost involved. Thus, the study is restricted to only one corporate organization.

3.     Time Constraint: The researcher could not complete the study within a record time because of the pressure of other academic works on her.

 

1.7     Significance of the Study

The study is of great benefit to the management of Nasarawa Local Government area council, other researchers, general public and lastly, it contributes to the existing body of knowledge on conflict management.

This study is of importance to the management of Nasarawa Local Government area council in understanding conflict management strategies which have an important role in determining the success and failure of the organisation and also enlighten them on the strategies to adopt in the management of conflict so as to improve the performance of the organisation.

 

The research findings and recommendations of this study formed a base to be consulted by other researchers who may wish to make further inquiries into the subject matter. The study is of benefit to the general public as it provides them with adequate information concerning the activities of the organisation as it relates to conflict management in the private sector. This study also contributes to the existing body of knowledge on conflict management by examining the effect of conflict management strategies on organisational performance.

 

1.8     Historical Background of the Case Study

Nasarawa Local Government Area is a local government in Nasarawa State, Nigeria with its headquarter in the town of Nasarawa, located at 8°32'N 7°42'E, with a population of 30,949 (2016). The local government area has an area of 5,704 km² and a population of 189,835 at the 2006 census.

Nasarawa local government area was created in 1976 during the regime of General Olesegun Obasanjo, it shared boundaries with Karu local government, Keffi, Toto, FCT and Benue State.

The major tribes in Nasarawa local government are Hausa, Fulani, Afo, Gbagyi, Gade, while other minority tribes include mada, agatu etc. the main economic activity in Nasarawa local government is agriculture with cash crops such as yam, cassava, beniseed and egusi (melon). Production of minerals such as salt is also another major economic activity in the local government.

The local government has the following departments: personnel management department, finance department, works department, primary health care, agricultural department, social services and budget planning, research and statistics department.

1.9     Definition of Terms

Conflict: This refers to a situation of disharmony and grievance.

Organization: This refers to a combination or group of people who work together to achieve a goal.

Idiosyncrasy: This refers to a set of attitudes, behaviors and values which characterize an individual.

Goal: This refers to a set objective.

Goal congruency: This is a situation of overlapping personal interests.

Strategy: This is an approach or measure adopted in order to achieve a goal.

Corporate Organization: This refers to a business entity.

Disharmony: This refers to a situation of absence of togetherness.

Management: This refers to the art of planning, organizing, directing and controlling. It also refers to decision-makers in a corporate organization.