1.1 Background of the Study
Organizational wellness refers to any workplace health promotion activity or organizational strategy that promotes healthy behavior and improves health outcomes. Conflict resolution is one technique for an organization to achieve wellness.
Conflict is defined as any sort of friction, disagreement, or discord that occurs within a group when the beliefs or actions of one or more members of the group are either resisted or unacceptable to one or more members of another group.
Conflict can occur between members of the same group, known as intragroup conflict, or it can occur between members of two or more groups, known as intergroup conflict, can involve violence, interpersonal strife, and psychological strain. Conflict in groups frequently takes a predictable path. In certain circumstances, this period of conflict escalation leads to a conflict resolution stage, after which the group can return to ordinary group engagement (Harvard Program on Negotiation Glossary, “Conflict” 2013).
Conflict is a social factual situation in which at least two parties (individuals, groups, or states) are involved and aim for goals that are incompatible to begin with or strive for the same goal that can only be achieved by one side and desire to use incompatible means to achieve that goal (Schmid, 1998).
Conflict is the most common and widespread broad and widespread occurrence associated with group activity and contact. Conflict, according to Uya (1992), cannot be totally separated from humans and their endeavors, whether collective or organizational. This suggests that conflict is a necessary evil that cannot be avoided. Conflict is a natural and expected occurrence in many aspects of life.
It is an inescapable component of human action (Gerami, 2009) that can be defined as a situation in which the interests of two or more people appear to be irreconcilable (Darling & Fogliasso,1999), and that occurs when individuals or groups believe that others are impeding their progress (Antonioni,1998). Conflict, in a broader sense, is an interacting process manifested in incompatibility, disagreement, or discord inside or between social entities, such as an individual, group, or organization (Sander, 2009).
Conflicts inside businesses are unavoidable and occur as a result of workload disagreements, communication problems, individual differences in needs, wants, goals, beliefs, opinions, preferences, or conduct, as well as conflict between employees and bosses (Augustine,2000; Bisno,1998).
Dieting values and events produce friction and conflict as people engage in organizations (Stimec & Poitras, 2009).
Conflict is defined as a scenario in which individuals or groups have opposing goals, cognition, or emotions, resulting in antagonism (Uya, 1992). This definition acknowledges three primary types of conflict: goal conflict (occurs when the desired results differ between parties), cognitive conflict, and effective conflict. Cognitive conflicts develop as a result of thought incompatibility.
Effective conflict, on the other hand, frequently occurs when emotions are incompatible. Conflict can also emerge when two or more values, perspectives, and viewpoints are contradictory in nature and have not been agreed upon. Conflict has both positive and negative effects on organizations, which is why an effective conflict management approach is required.
The attempt to control or regulate conflict using a variety of means is referred to as conflict management. According to Adeyemi and Ademilua (2012), constructively managed conflict leads to positive performance, whereas privately managed conflict heats up the environment, causing dislocation of the entire group and polarization, which leads to decreased productivity on the job, psychological and physical injury.
A cooperative climate is established through good conflict management to promote possibilities and movements that are geared toward non-violent, reconditioning, or basic conflicting interests (Uchindu, Anijaobi and Odigwe, 2013). As a result of the preceding, the study attempts to investigate the relationship between conflict management and organizational wellbeing at a deposit money bank in Port-Harcourt.
1.2 Problem Description
Expanding industrial activity have been partially attributed to casualization of specialists (Kalejaiye, 2014). Using the banking sector as an example, consider the extent to which the problem can be seen.
Given the significance of conflict in an organization and how people perceive the notion, such research is required in order for the organization, association, and even the general public to grasp the concept.
This study also aims to explain the effectiveness of conflict in organizations as well as the harmony accessible in conflict management. Numerous firms in Nigeria are plagued by a slew of problems and sicknesses caused by inefficient and inept administration or a difficult relationship between management and the labor party (Fapohunda, 2012).
To address these issues, this study empirically investigates the relationship between conflict management and organizational wellbeing at a deposit money bank in Port-Harcourt.
1.3 The Study’s Objectives
The study’s goal is to look into the relationship between dispute resolution and cooperative wellness. The study’s particular goals are as follows:
Investigate the association between conflict avoidance and organizational wellbeing in Rivers State deposit money institutions.
Determine the relationship between competition and organizational wellbeing in Rivers State deposit money institutions.
Determine the connection between cooperation and organizational wellbeing in a selected deposit money bank in Port-Harcourt, Rivers state.
1.6 Importance of the Study
The importance of this study to stakeholders in the organization determines its relevance. This study will provide organizational managers with tools and approaches for managing conflict in their various banking organizations. This research is useful for trade unionists in their particular organizations.
This study is justified since it will aid in the organization’s stability and relative profitability, especially during a moment of economic downturn. This research will also help to expand the body of knowledge in industrial relations, notably in management sciences in general.
1.7 Study Scope/Limitations
The study is divided into three sections: content scope, geographical scope, and unit of analysis.
The scope of this study entails an investigation to determine the relationship between conflict management and organizational wellbeing.
Geographical scope: The scope of this study is limited to selected banks in Port Harcourt, Rivers State.
Analytical Unit: In terms of carrying out this study, the unit of analysis was the employees. The purpose of this research is to determine the association between conflict resolution and organizational wellbeing.
The researcher must, by definition, confront limits when doing this type of investigation.
To begin with, the time span available for this investigation was limited.
Second, there are financial limits. A study of this sort usually entailed some level of expenditure, therefore money was also a constraint.
Third, poor response from respondents and difficulty to reach the complete research population. The significance of the study will be examined in the following section. Finally, the measurement device is subpar.
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