APPRAISING CONFLICT MANAGEMENT MECHANISM AND ITS IMPACT ON ORGANIZATION EFFECTIVENESS
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APPRAISING CONFLICT MANAGEMENT MECHANISM AND ITS IMPACT ON ORGANIZATION EFFECTIVENESS
ABSTRACT
The goal of this study was to see how conflict management affected the performance of the National Association of Cooperative Credit Unions of Nigeria (NACCUN). A descriptive survey research design was used.
The target market consisted of personnel from all levels of management, operational staff, and casual employees of the National Association of Cooperative Credit Unions of Nigeria (NACCUN).
The staff register handled by the Human Resource Department served as the study’s sample frame. The census technique was used, therefore the total sample size was 153 employees. Structured questionnaires were utilised to collect information depending on the research topics.
The results were scientifically and objectively examined using the statistics programme for Social Sciences version 21 software. Data were analysed using both descriptive and inferential statistics, as well as correlation and regression analysis. A linear regression model was employed to determine the independent factors’ impact on the dependent variable.
Chapter one
INTRODUCTION
1.1 Background of the Study
Conflict among employees in an organisation is not unavoidable; rather, it is inherent in complex organisations (Putnam and Krone, 2006). However, when handled effectively, it can improve employee happiness and performance (Dana, 2000).
According to research, management executives now spend twice as much time resolving employee complaints as they did a decade ago. If disputes are adequately managed by taking the appropriate course of action, the organization’s performance can improve in terms of using scarce resources and accomplishing organisational goals (Awan & Anjum 2015).
Conversely, mismanaged disagreement has a detrimental influence on both employee happiness and performance. Employee satisfaction and job performance can be improved through timely dispute resolution (Awan & Anjum, 2015). Management should therefore manage conflicts in order to improve organisational performance (Song, 2000).
In the workplace, performance refers to the capacity to do a task well (Armstrong, 2006). Lebans and Euske (2006) define performance as a set of financial and non-financial metrics that provide information on the degree to which objectives and results are met.
According to Babin and Boles (2000), employee performance entails leading and helping people to work as effectively and efficiently as feasible in accordance with the needs of the organisation. This encompasses job happiness, dedication, and the perceived psychological contract (Armstrong, 2000).
The National Association of Cooperative Credit Unions of Nigeria (NACCUN) uses the balanced score card approach for employee performance rating, which measures financial, business operation efficiency, customer, learning, and growth for each employee.
However, the National Association of Cooperative Credit Unions of Nigeria (NACCUN) and other Saccos in Nigeria have traditionally focused on membership expansion as the primary indicator of performance, with other business factors falling to the margins of the key performance indicators.
According to Armstrong (2006), conflict management is an organization’s ability to recognise the sources of conflict and implement strategic steps to reduce or control them.
Petkovic (2008) defines conflict management as the acquisition of conflict resolution skills, the establishment of conflict model structures, and the implementation of strategic measures and methods. disagreement management models are tools for determining the appropriate course of action in a disagreement.
These include the Blake and Mouton model, Thomas Kilman model, and Holton model (Newell, 2008). Approaches to conflict management rely on the notion that disputes cannot always be resolved but can be handled using appropriate actions such as accommodating, avoiding, collaborating, compromise, and confrontation. Briggs, 2007.
Conflict management strategies are a detailed approach that aims to achieve long-term success for the parties engaged in the conflict. Negotiation, collective bargaining, mediation, third-party intervention, brainstorming, and communication are all effective strategies (Petkovic, 2008).
This study focused on the strategies of conflict management, specifically negotiation, third-party intervention, and communication. Studies show that the strategy of negotiation, third-party intervention, and communication has worked in organisations globally
such as Canada, the United States, Nigeria in Africa, and the Nigerian context. There have been no studies conducted especially on the National Association of Cooperative Credit Unions of Nigeria (NACCUN) as an organisation, hence the purpose of this study was to address the gaps in the literature.
Negotiation is the most prevalent approach for resolving conflicts, and it works best when the opposing parties’ interests are partially same and partly dissimilar (Shalley et al. 2004). Negotiation is the process of reaching a compromise or agreement while avoiding arguments and disputes. (Verma, 2006 Because the essence of negotiation involves the ability to move beyond existing ideas and create alternatives
It can help an organisation come up with a good performance plan by setting objectives that will in turn drive organisational performance (LeBaron, 2003).
For instance, a study on conflict management strategies used in secondary schools (Okoth 2013) concluded that the conflict management strategies of negotiation used in secondary schools in Kisumu municipality
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