Internal conflict and organizational effectiveness
This investigation focuses on intergroup conflict and organizational effectiveness. The study population consists of 200 employees of a Nigerian bottling company located in Onitsha, Anambra state. The researcher utilized questionnaires as the data gathering instrument. Descriptive Utilizing a survey research design, this study was conducted. The study utilized 133 technicians, plant managers, shift maintenance controllers, and trade managers as respondents. The acquired data were tabulated and evaluated using straightforward percentages and frequencies.
1.1Context of the study
This research investigates intragroup conflict and organizational effectiveness. Intragroup conflict (or infighting) refers to disagreements between members of the same group or team. In recent years, intragroup conflict has received considerable attention in the literature on conflict and group dynamics. This increased interest in intragroup conflict may be a natural consequence of the widespread usage of work groups and work teams at all organizational levels, such as decision-making task forces, project teams, and production teams. Jehn (2017) recognized two primary intragroup conflict types: task conflict and relational (or emotional) conflict (e.g., differences in personal values).
As firms experiment with flatter, more decentralized structures, employees become more independent and accountable for a greater number of decisions (Dumaine, 1991; Nohria, 1991). These alterations imply that new sorts of conflicts may occur between distinct groups of employees, as opposed to those encountered in bureaucratically structured organizations (Janssen, Vande Vliert & Veenstra, 1999). Additionally, the workforce is growing increasingly diverse. There are currently more women, minorities, foreign nationalities, and individuals with diverse educational and experiential backgrounds entering the workforce. (Fiol, 1994; Williams & O'Reilly, 1998).
Recent empirical research has begun to investigate the potential benefits of organizational conflict, as opposed to focusing solely on its negative effects. Incorporating past theory and multiple disciplinary perspectives, the purpose of this article is to present a contingency perspective of the effects of intragroup conflict in organizations, highlighting the conditions that determine whether conflict is beneficial or detrimental to individual and group functioning. We consider: (1) the type of conflicts that exist; (2) the anticipated or desired organizational outcome; (3) the temporal aspect of group life and conflict; and (4) the circumstances under which conflict occurs and the processes used to manage it, which moderate the relationship between conflict and outcome. We highlight the final aspect, the moderating factors, by presenting a conflict-outcome moderated (COM) model that delineates types of moderators that influence the conflict-outcome relationship: amplifiers (those variables that amplify the conflict-outcome relationship, strengthening both the positive and negative effects), suppressors (those variables that weaken both the positive and negative effects on outcomes), and ameliorators (those variables that decrease the negative effect of conflict on outcomes).
Typically, conflict is considered as a difference in interests or concepts. Organizational conflict involving disagreement that arises when the goals of different individuals or groups are misaligned, affecting each other's performance and making it harder for them to achieve their goals. It is difficult to prevent conflict throughout the life of a company since diverse stakeholders outside and within the firm often have incompatible aims, such as employer and employee. Individuals struggle for jobs, resources, authority, and safety, which necessitates the occurrence of conflict. Conflict is difficult to manage because it causes emotions when individuals feel threatened, resulting in tension, anxiety, and the subsequent response of rage and conflict. The researcher wishes to analyze intergroup conflict and organizational effectiveness in light of these considerations.
1.2 DESCRIPTION OF THE problem
One of the most important causes of intergroup conflict is the character of the groups themselves. Work interdependence, varying goals, divergent perceptions, and the rising demand for specialists may also contribute. Additionally, individual members of a group frequently initiate group conflict. Every group embodies particular features, ideals, and distinctive characteristics that are developed, followed, and even protected. These clans can then differentiate between “us” and “them.” Members who violate significant aspects of the group's norms, and especially outsiders who offend these values in some way, typically receive a corrective or defensive response. Relationships between groups frequently reflect their perceptions of one another's characteristics. When groups have similar interests and appear to be headed in the same direction, they may view each other favorably; however, when their activities and goals diverge, they may view each other negatively. When attempting to prevent or resolve intergroup conflict, it is crucial to consider the past relations between the conflicting groups.
1.3 PURPOSE OF THE STUDY
The study's aims are as follows:
To ascertain the relationship between intergroup conflict and organizational harmony
To ascertain the relationship between intergroup conflict and organizational growth
To ascertain the causes of intergroup conflict in organization
1.4 RESEARCH HYPOTHESES
Based on the above mentioned research questions the researcher dedicated to formulated the following research hypothesis. They are
H1: there is no relationship between intergroup conflict and organizational harmony
H0: there is relationship between intergroup conflict and organizational
H2: there are no causes of intergroup conflict in organization.
H0: there are causes of intergroup conflict in organization
1.5 SIGNIFICANCE OF THE STUDY
This study will be very significant to students and organizations. The study will give a clear insight on intergroup conflict and organizational performance. The study will also serve as a reference to other researchers that will embark on the related topic
1.6 SCOPE AND LIMITATION OF THE STUDY
The scope of the study covers intergroup conflict and organizational performance. The researcher is constrained by the following factors, which limit the scope of the study:
AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study
time: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.
Financial limitation – Inadequate funds tend to impede the researcher's efficiency in locating relevant resources, literature, or information and in collecting data (internet, questionnaire and interview).
1.7 DEFINITION OF TERMS
INTERGROUP CONFLICT: Intergroup conflict refers to disagreements that exist between two or more groups and their respective members. However, this can also reflect any type of formal or informal disagreements between varying groups such as political parties or activist groups
ORGANIZATIONAL PERFORMANCE: Organizational performance comprises the actual output or results of an organization as measured against its intended outputs. According to Richard et al. organizational performance encompasses three specific areas of firm outcomes: financial performance; product market performance; and shareholder return
1.8 ORGANIZATION OF THE STUDY
This research work is organized in five chapters, for easy understanding, as follows
chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study. Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding. Chapter five gives summary, conclusion, and recommendations made of the study.
Internal conflict and organizational effectiveness