CONFLICT RESOLUTION AND ORGANIZATIONAL PERFORMANCE OF TELE COMMUNICATION FIRM IN RIVER STATE
CHAPTER ONE
INTRODUCTION
Organizational performance is derived from the term job performance, which refers to actual work completed by an individual within a certain time frame. Performance is a comparison of actual work versus the standard set by the company (Dessler, 2000).
A person’s performance is defined as the quantity and quality of goods produced or services delivered while on the job (Luthan, 2005). The work of behavior is defined as performance (Armstrong, 1999). The link between work and conduct is referred to as performance. Conflict resolution is one method an organization can operate well. People encounter conflict in all types of human relationships and social environments.
Due to the enormous spectrum of potential differences between people, the absence of conflict frequently indicates the absence of meaningful engagement. Conflict is neither good nor evil in and of itself. However, whether conflict is helpful or detrimental is determined by how it is handled (Deutsch and Coleman, 2000).
Conflict is defined as a misalignment of aims or values between two or more partners in a relationship, accompanied with attempts to control each other and antagonistic attitudes toward each other (Fisher, 1990). Incompatibility or difference may exist in actuality or be perceived simply by the individuals concerned. Nonetheless, competing behaviors and hostile feelings are real manifestations of human conflict.
As a result, understanding the fundamental mechanisms of conflict is critical so that we can endeavor to optimize productive results while minimizing harmful ones. This review discusses several typical origins of conflict, the nature of conflicts in modern organizations, and general conflict resolution solutions.
Conflict is defined by Robbins and Judge (2009) as “a process that begins when one party feels that another party has negatively harmed, or is about to negatively influence, something that the first party cares about.” This is an excellent definition, highlighting that conflict is about perceptions rather than actual facts. It emphasizes the emotional dimension of dispute by using words like “care,” implying that more than one party is engaged and that there may be a future component to it.
In regard to the foregoing, Shapiro (2006) asserts that conflict is a social interaction process. It entails a struggle for money, power, position, beliefs, interests, and desires. Darling and Walker (2007) connected this theory to the organization by suggesting that, while conflict is a normal event in social relations (just like harmony), it can still be handled inside organizations.
They add that conflict can have both positive and negative consequences within an organization. The submission above, combined with the fact that conflict can never be completely eliminated within an organization, can be efficiently managed in order to move the organization to greater heights and performance levels.
Organizations, whether public or private, small or large, exist primarily to pursue specific economic, social, or political goals. These aims may take the shape of profit, provision of services, manufacturing of goods, and growth in sales turnover, among other things; however, these goals can only be met when human resources are used to utilize other resources like as raw materials, machinery, money, and knowledge.
(George and Jones 1996) Because an organization is made up of people with diverse attitudes, views, abilities, and personalities, conflict is unavoidable.
There is no organization that can carry out its daily operations without meeting some type of conflict. As a result of the preceding, the study intends to investigate the relationship between conflict resolution procedures and organizational performance of telecommunication enterprises in Rivers State.
1.2 Problem Description
Expanding industrial activity have been partially attributed to casualisation of specialists (Kalejaiye, 2014). Using telecommunications companies as an example, consider the extent to which the problem can be seen.
Given the significance of conflict in an organization and how people perceive the notion, such research is required in order for the organization, association, and even the general public to grasp the concept.
This study also aims to explain the effectiveness of conflict in organizations as well as the harmony accessible in conflict management. Numerous firms in Nigeria are plagued by a slew of problems and sicknesses caused by inefficient and inept administration or a difficult relationship between management and the labor party (Fapohunda, 2012).
This study empirically investigates the association between conflict resolution procedures and organizational performance of telecommunication enterprises in Rivers State in response to these issues.
1.3 The Study’s Objectives
The study’s goal is to look into the relationship between conflict resolution procedures and organizational performance in Rivers State telecommunications enterprises. The study’s particular goals are as follows:
Investigate the relationship between dialogue and organizational performance in Rivers State telecommunications enterprises.
Determine the association between integrative negotiation and the organizational performance of Rivers State telecommunications enterprises.
Determine the association between procrastination and organizational performance in Rivers State telecommunications enterprises.
1.6 Importance of the Study
The importance of this study to stakeholders in the organization determines its relevance. This study will provide organizational managers with tools and approaches for managing conflict in their various banking organizations. This research is useful for trade unionists in their particular organizations.
This study is justified since it will aid in the organization’s stability and relative profitability, especially during a moment of economic downturn. This research will also help to enrich the literature in industrial relations, notably in the resolution sciences in general.
1.7 Study Scope and Limitations
The study is divided into three sections: content scope, geographical scope, and unit of analysis.
The scope of this study is to investigate the association between conflict resolution and organizational performance of telecommunication firms in Rivers State.
Dialogue, integrative negotiation, and procrastination are conflict resolution dimensions. Productivity, effectiveness, and market share are indicators of organizational performance.
Geographical Scope: The scope of this study is limited to the organizational performance of telecommunication firms in Rivers State, including MTN Aba Road and Globacom Water Lines.
Analytical Unit: In terms of carrying out this study, the unit of analysis was the employees. As a result, it is a micro level investigation.
The researcher must, by definition, confront limits when doing this type of investigation.
To begin with, the time span available for this investigation was limited.
Second, there are financial limits. A study of this sort usually entailed some level of expenditure, therefore money was also a constraint.
Third, poor response from respondents and difficulty to reach the complete research population. The significance of the study will be examined in the following part, followed by a discussion of the unsatisfactory measurement apparatus.
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