THE EFFECT OF CONFLICT MANAGEMENT EFFECTIVENESS ON THE PRODUCTIVITY OF ADMINISTRATIVE EMPLOYEES AT TERTIARY INSTITUTIONS
- Project Research
- 1-5 Chapters
- Quantitative
- Mean and Standard Deviation
- Abstract : Available
- Table of Content: Available
- Reference Style: APA
- Recommended for : Student Researchers
- NGN 3000
Background to the study
The state of conflict that results from the pursuit of divergent interests, goals, and aspirations by individuals and groups within an organisation or social environment is known as conflict. Conflict is a state that can be caused by both the actual power structure and the power structure that is in opposition to it (Azamosa, 2021). This is because shifts in the social environment, such as differing ideologies, ideas, values, and social position, which can lead to a sense of conflict and disagreement with one another; when this occurs, the productivity of an organisation can be negatively impacted (Bhatti, & Qureshi, 2022). The researcher is examining the effective conflict management strategies that can be implemented in tertiary institutions to manage conflict situations in a way that does not leave the organisation vulnerable to ongoing conflicts. These strategies can be adopted in order to manage conflict situations. According to Otite and Albert (1999), the most often used conventional definitions of conflict describe it as a fight over values and claims to scarce status, power, and resources, during which the goals of the adversaries are either neutralised, harmed, or eliminated by their competitors (Barnard, 2021). In this context, conflict may be understood as a means of resolving an issue that has its roots in competing interests and is also attributed to an ongoing power struggle between employees and the businesses that employ them. Contrary to the general consensus, conflict actually did play a relatively constructive function in a number of respects for the progressive and good administration of universities (Azamosa, 2021). Better ideas, clarity of individual viewpoints, individuals willingly searching for new ways, and long-standing issues brought to the surface and addressed are all results of the parties involved in the conflict achieving reconciliation with one another (Bhatti, & Qureshi, 2022). According to Alper, Tjosvold, and Law (2000), conflict arises when the actions or beliefs of one or more members of a group are unacceptable to others and, as a result, are resisted by one or more members of the group. For example, the conflict that erupted in the University of Calabar in 2011 between students and the school management over sudden increments of school fees, which resulted in the loss of properties, goodwill, and opportunities, could have been avoided if the (Barnard, 2021). Karl Marx (1818) was in agreement with the definition of conflict, which he described as "a collision, confrontation, war, or struggle that may spring up in any organisation." Ultimately, Park and Bourgess in Otite (1999) have the same view that conflict is truly designed to resolve any divergent dualism and achieve some kind of unity, even if it is through the annihilation of one of the conflict parties. They state that this goal can be accomplished through any means necessary.
It was further proven by Alper, Tjosvold, and Law (2000) that conflict happens at all levels of organic life, that it is pervasively omnipresent, and that it is the most damaging. It is capable of damaging infrastructure, disrupting the manufacturing process, and diverting resources away from the people who will be using the product, all of which have the potential to individually and severally limit progress and endeavour. Workers, who are the owners of labour everywhere in the world, have been known to organise themselves into associations or unions with the primary goal of promoting and protecting themselves from unnecessary abuse of their human rights by their employers as well as by fellow workers. This has been documented to have occurred (Azamosa, 2021). In essence, conflict in the workplace can emerge amongst the employees themselves due to the fact that individuals have different opinions on a variety of topics, such as the following: Alper, Tjosvold, and Law (2000).
I Due to disparities in their comprehension of the situation as well as their perspective, they perceive things differently.
ii) Every person has a unique personality, set of guiding principles, set of values, and set of beliefs, all of which influence the decisions they make and the goals they pursue.
iii) People have a variety of distinct philosophical and ideological perspectives, as seen by the existence of several political parties.
iv. People of various socioeconomic class have distinct ways of thinking, and these ways of thinking help cultivate in them the ability to respectfully disagree, which might lead to disagreements in views or beliefs. In spite of the widespread belief to the contrary, conflict has actually been shown to play a constructive part in a number of respects with regard to the progressive and effective governance of universities. People are more inclined to look for new ways, better ideas are developed, individual viewpoints are clarified, and long-standing issues are brought to the surface and settled once the warring parties have reconciled with one another.
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