You have no items in your shopping cart.
ABSTRACT
The major aim of the research work is to examine the effect of conflict management on organisational performance in the University of Benin, Benin City. This study used the survey research design to evaluate the effect of conflict management on organisational performance, a total sample size of two hundred and ninety-eight (298) was drawn using the Yaro Yamene formula from a finite population. The search instrument for the study was a 5-scale likert–type of questionnaire which comprises of two part. The first part was the bio-data which focused on the demographic and personal data of the respondent, while the second part addressed issues on the core subject matter with options ranging from a level of strong agreement to a level of strong disagreement. Tofacilitate the study, questionnaires were administered and various hypotheses and relationship were proposed and tested. The Microsoft Excel (2016) software was employed to empirically examine the relationship. The result shows accommodating strategy affects organisational performance. The result shows that collective bargaining does not affect organisational performance. Lastly, the result shows that avoidance strategy affect organisational performance. It was recommended that management should adopt conflict management strategies that will improve on the performance of the organisation by encouraging and promoting interpersonal relationships among co-workers to improve their morales. Also, efforts should be made by the management to organise seminars/workshops on organisational conflict management from time to time for the employees work. Lastly, there should be a need for constant dialogue between management and the employees to clarify issues and exchange ideas. Positive conflicts will only be possible if particularities of the organisation are analysed.
Keywords: Conflict management, Organisational performance, Accommodating strategy, Collective bargaining, Avoidance strategy.
