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EMPLOYEES RELATIONSHIP AND CONFLICT MANAGEMENT IN TERTIARY INSTITUTION ( A STUDY OF DELTA STATE POLYTECHNIC OGWASHIUKU )

RELATIONSHIP AND MANAGEMENT IN TERTIARY UTION ( A STUDY OF DELTA STATE POLYTECHNIC OGWASHIUKU )

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ABSTR
Conflict management methods are the measures employed to manage conflict in the university in an effort to improve staff performance; nonetheless, these polytechnics have experienced a significant decline due to conflict. As long as human relationships exist, conflict is an inevitable occurrence in the majority of organizations. As a result, the conflict situation at Delta state polytechnic, Ogwashiuku has become a matter of worry due to the well-being of the personnel. The resultant effect has touched not only the personnel, but also the organization as a whole. This y investigated the Influence of Conflict Management on the Performance of Delta State Polytechnic, Ogwashiuku. The research is cross-sectional and employs a survey design. The population of the y is comprised of 112 Delta state polytechnic, Ogwashiuku, employees. In order to analyze the data, multiple regression was applied. The conclusion of the y was that there is no single optimal technique for managing conflict, as it is dependent on the behavioural objectives of the parties to the conflict, the time frame, and the scenario in which the organization finds itself. In order to improve the organization’s performance, it was recommended that Delta State Polytechnic’s administration stress the adoption of collaboration and avoidance techniques.

 

The y’s background
Introduction to Chapter 1

In every facet of human civilization and endeavor, conflict is viewed as a natural occurrence that is unavoidable so long as human interactions exist. It is a process that begins when one party feels that another party has negatively affected or is about to negatively influence something important to that party (Robbins, Judge & Vohra, ). Conflict is widespread and even unavoidable at home and at the workplace (Mughal & Khan, 2013). As a result of people’s interactions, friction, disagreements, or arguments may result from actual or perceived differences or incompatibilities, leading into conflict. Thus, disputes in organizations can take numerous forms, including interpersonal conflict, task conflict, and process conflict, giving birth to a variety of conflict management systems (Budd & colvin, 2013).

Through the years, however, the Nigerian government has established a number of conflict management approaches for use by organizations. Some of these management techniques are outlined in the Labour/Employment Act of 1971, the Workmen’s Compensation Act of 2010, the Trade Dispute Amendment Decree of 1988, No. 39, and the Trade Dispute Act of 2004, which established five steps for the legal management of conflict in organizations in the country (Akinwale, 2011). According to Akinwale (2011), these policies involve the use of internal machinery of grievance procedures and external machinery consisting of a mediator, conciliator, and the referral of disputes to an industrial arbitration panel, national industrial court, and the establishment of a board of enquiry. Employers and employees are bound by the judgment of the national industrial court in the resolution of disputes as of the date of the judgment’s entry into the country. Longe () found that the Trade Union Act

 

2005 is also used for handling union-management conflict in organizations and has been embraced by a number of international corporations in the country.

 

Conflict management is the process of limiting the bad parts of conflict and increasing the positive components of conflict in order to improve learning and group outcomes, such as effectiveness or performance in organizational settings (Rahim, 2011). Managers must deal with conflict management because disagreement has a substantial impact on employee morale and attrition, which, in turn, can have a positive or negative effect on the organization’s prosperity. Therefore, the efficacy or ineffectiveness of conflict management is heavily dependent on how thoroughly the causes of the conflict are recognized.

 

When conflict is well handled, it may provide huge benefits to both individuals and organizations, as conflict management is frequently one of the most significant drivers of organizational development. If managed correctly, it can generate stronger alliances, encourage people to be more innovative, construct effective teams, establish solid working relationships, and ultimately boost individual and organizational performance. The goal is to confront a problem directly and negotiate a solution that benefits all parties (Garcia, 2013).

 

Organisational performance is viewed as the consequence of an action that has been accomplished by an organization in accordance with its authority and responsibility in reaching the goal lawfully, not illegally, and in accordance with the organisation’s morals and ethics (Almajali, Alamro & Al- Soub, ). The right metric (financial or non-financial) for assessing organizational performance is thought to rely on the type of organization being assessed and the evaluation’s intended outcomes. Nevertheless, increased organizational performance is contingent on the organization’s adoption of the most suitable conflict management strategies, such as collaboration, compromise, and avoidance. Implementing the suitable plan will enhance the performance of employees, hence enhancing the performance of the organization. On the other side, the inability of the organization to implement the right conflict management strategy(s) will result in a decline in employee performance, which will in turn lead to a decline in organizational performance.

1.2 STATEMENT

At Delta state polytechnic, Ogwashiuku, the prevalence of conflict is a source of concern. Usually at the end of the year, the organization is faced with the problem of negotiating employee incentives. The lingering issue leads to conflict between management and employees of the organization, which manifests in the form of employees harboring grievances against management, a change in attitude or behavior, a decrease in effort towards work, physical confrontation between both parties, and the cessation of production as employees refuse to work. This has an impact on the efficiency and performance of both the individual employees and the organization as a whole. The conflict has been suppressed despite the management’s efforts to address it. This is the result of the management’s employment of a domination strategy that benefits them at the expense of the employees. Therefore, it is necessary for Delta state polytechnic, Ogwashiuku to create a method for addressing the organizational dispute.

 

Several research have been conducted on conflict management, however the vast majority are qualitative in character (Fatile & Adejuwon, 2011; Garcia, 2013; Kazimoto, 2013; Nwosu & Makinde, 2014; Ebhote & Monday, ). Because conflict management involves human intentions, they cannot be extended to all aspects of an organisation. While some empirical ies in this area have been conducted using some or all of 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, ), others have focused on organisational performance (Ongori, 2009;Hotepo, Asokere, Abdulazeez, &Ajemunigbohun, 2010; Obasan, 2011; Mughal & Khan, 2013; Ajike, Akinlabi, Magaji & Sonubi, ; Awan & Saeed, and Longe, ). Studies undertaken by Ongori (2009), Hotepo, et al. (2010), Obasan (2011), and Mughal and Khan (2013) only identified the conflict management strategies utilized by the underied organizations, but did not assess the impact of the strategies on organizational performance.

 

Since conflict is unavoidable within an organization, its management will determine whether it has a positive or negative impact on the performance of the organization (Uchendu, Anijaobi & Odigwe, 2013). This y aims to analyze the influence of conflict management employing collaboration strategy, compromise strategy, and avoidance strategy on the performance of Delta state polytechnic, Ogwashiuku.

1.3 RESEARCH QUESTIONS.

This y will investigate the following specific research questions:

 

How does the partnership strategy impact the success of Delta State Polytechnic, Ogwashiuku?

In what way does Delta State Polytechnic, Ogwashiuku’s compromise strategy impact its performance?

How does the avoidance approach impact the performance at Delta State Polytechnic, Ogwashiuku?
1.4 OBJECTIVES OF THE STUDY.

This y’s primary purpose is to investigate the effect of conflict management on the performance of Delta State Polytechnic, Ogwashiuku. These are the precise goals:

Analyze the influence of collaborative approach on the performance of Delta State Polytechnic.
Determine how the compromise strategy affected the performance of Delta State Polytechnic.
Determine how avoidance technique impacts the performance of Delta State Polytechnic.
1.5 STATEMENT OF HYPOTHESES.

The following hypotheses are formulated in accordance with the y’s research objectives.

 

Delta state polytechnic, Ogwashiuku’s performance is unaffected by the institution’s collaboration approach.

H02: Delta State Polytechnic, Ogwashiuku’s performance is unaffected by the compromise plan.

H03: The performance of Delta State Polytechnic, Ogwashiuku, is not significantly impacted by the institution’s avoidance strategy.

1.6 of the Research

The management of Delta State Polytechnic, Ogwashiuku, other researchers, the general public, and it also contributes to the existing body of knowledge on conflict management would all benefit greatly from this research.

 

1.7 RADIUS OF EXAMINATION

This research investigated the impact of Conflict Management on Organizational Performance at Delta State Polytechnic, Ogwashiuku. The y was conducted on a cross-sectional basis, with a focus on conflict management practices that contributed to organizational success. The independent construct of conflict management was operationalized with the following dimensions: collaboration strategy, compromise strategy, and avoidance strategy; the dependent variable was organizational performance.

 

RELATIONSHIP AND MANAGEMENT IN TERTIARY UTION ( A STUDY OF DELTA STATE POLYTECHNIC OGWASHIUKU )

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