THE EFFECT OF DISPUTE RESOLUTION ON ORGANIZATIONAL PERFORMANCE delta STATE POLYTECHNIC OZORO case study
This study examined the relationship between dispute resolution and organizational effectiveness. A case study of Ozoro at Delta State Polytechnic. The research population consists of 200 Delta State Polytechnic Ozoro employees. The researcher utilized questionnaires as the data gathering instrument. Descriptive Utilizing a survey research design, this study was conducted. The study utilized 133 respondents comprised of HODs, senior lecturers, administrative personnel, and junior staff. The acquired data were tabulated and evaluated using straightforward percentages and frequencies.
Background of the study
Disputes among employees in a company are not merely inevitable; they are inherent to complex organizations (Putnam & Krone, 2006). Nonetheless, if correctly managed, it can have a good effect on employee satisfaction and performance (Dana, 2000). Research suggests that management executives spend twice as much time as they did a decade ago resolving employee issues (Accountemps, 2006). If conflicts are effectively managed by employing the optimal course of action, the organization can boost its performance in terms of maximizing finite resources and attaining its goals (Awan & Anjum 2015). In contrast, conflict that is not managed negatively affects both employee happiness and performance. Conflict management in a timely manner has the ability to boost employee happiness and productivity (Awan & Anjum 2015). Therefore, management should resolve disagreements to improve organizational performance (Song, 2000). In the context of an organization, performance is the capacity to carry out one's duties effectively (Armstrong, 2006). According to Lebans & Euske (2006), performance is a collection of financial and nonfinancial metrics that provide information on the degree to which objectives and outcomes are achieved. According to Babin and Boles (2000), employee performance involves leading and assisting people to work as effectively and efficiently as feasible in accordance with the organization's requirements. This comprises job happiness, dedication, and the perception of a psychological contract (Armstrong, 2000). In Stima Sacco, the balanced score card approach is used to evaluate the performance of each employee in terms of financial, business operation efficiency, customer satisfaction, learning, and growth. However, Stima Sacco and other Saccos in Kenya have traditionally viewed membership growth as the most important performance indicator, with other business-related factors being on the perimeter of the key performance indicators. Armstrong (2006) defines conflict management as an organization's capacity to recognize conflict origins and implement strategic strategies to limit or regulate conflict.
According to Petkovic (2008), conflict resolution requires the development of conflict resolution skills, the establishment of conflict model structures, and the implementation of strategic measures and methods. Models of dispute settlement serve as instruments for determining the appropriate course of action in a conflict situation. Blake and Mouton model, Thomas Kilman model, and Holton model are examples (Newell, 2008) Approaches to conflict resolution are based on the premise that disputes cannot be resolved but can be handled by activities such as accommodating, avoiding, collaborating, compromise, and confrontation. (Brigs, 2007) Conflict resolution plans are a thorough, futuristic approach that focuses on attaining long-term victories for all parties concerned. Strategies include bargaining, mediation, third-party intervention, brainstorming, and communication (Petkovic, 2008).
Description of the problem
In recent years, there has been an increasing interest in dispute resolution. First, there is a heightened interest in the need for organizations to move to high performance work systems as a result of research (Awan & Anjum 2015). Traditional workplace practices and systems, with their hierarchical structures, strict divisions of labor, clearly defined roles, precise regulations, and restrictions on employee participation, as well as managerial decision making, authority, and control, are insufficient because they generate conflict (Dreu, 2006). The effective high-performance workplace promotes dispute resolution as a cornerstone of high performance.
The purpose of the study
The study's aims are as follows:
To determine the connection between dispute resolution and organizational effectiveness at Ozoro Polytechnic
To assess the extent to which communication as a conflict resolution approach affects the performance of polytechnic organizations. Ozoro
To determine the extent to which third party intervention as a conflict resolution approach affects polytechnic organization performance Ozoro
To determine the extent to which negotiating as a conflict resolution approach affects polytechnic organization performance. Ozoro
The researcher formulated the following research hypotheses for the successful completion of the study:
There is no correlation between dispute resolution and organizational effectiveness at Ozoro polytechnic,
H1: there is a correlation between polytechnic dispute resolution and organizational performance. Ozoro
H02: There is no evidence that third party intervention as a tactic for resolving disputes affects organization performance. Ozoro
H2: There is some evidence that third party intervention as a dispute resolution approach affects organization performance at the polytechnic level. Ozoro
Importance of the research
The study will be of great importance to students and policymakers. The research will shed light on the effect of dispute resolution on organizational performance. A case study of Ozoro at Delta State Polytechnic. The paper will serve as a resource for future researchers investigating a related problem.
Limitations and scope of the study
The focus of the study includes the relationship between dispute resolution and organizational effectiveness. A case study of Ozoro at Delta State Polytechnic. The researcher faces a constraint that restricts the study's scope;
a) AVAILABILITY OF RESEARCH MATERIAL: The researcher has insufficient research material, consequently limiting the scope of the investigation.
b) TIME: The time allotted for the study does not allow for a broader scope because the researcher must mix it with other academic activities and examinations.
DEFINITION OF TERMS
Conflict resolution or conflict settlement is the process of resolving conflicts between parties. Dispute resolution and conflict resolution are sometimes used interchangeably, although conflicts are typically more entrenched and protracted than disputes.
Organizational performance is the comparison of an organization's actual outputs and results to its expected outputs. According to Richard et al., organizational success includes three distinct business outcomes: financial performance, product market performance, and shareholder return.
THE EFFECT OF DISPUTE RESOLUTION ON ORGANIZATIONAL PERFORMANCE DELTA STATE POLYTECHNIC OZORO CASE STUDY