EMPLOYEES RELATION AND CONFLICT MANAGEMENT IN TERTIARY INSTITUTION
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EMPLOYEES RELATION AND CONFLICT MANAGEMENT IN TERTIARY INSTITUTION
Background for the study
CHAPTER ONE INTRODUCTION
Conflict is viewed as a natural event that is unavoidable as long as human relationships exist. It is a process that begins when one party believes that another party has or will have a detrimental impact on something important to the first party (Robbins, Judge, & Vohra 2012).
Conflict is widespread at home and work, and it is sometimes unavoidable (Mughal & Khan, 2013). People engaging with one another may cause friction, disagreements, or arguments as a result of genuine or imagined differences or incompatibilities
which can lead to conflict. Thus, disputes in organisations can take numerous forms, including interpersonal conflict, task conflict, and process conflict, necessitating a variety of conflict management approaches (Budd & Colvin 2013).
However, over the years, the Nigerian government has established a number of strategies to assist organisations in dispute resolution. Some of these management techniques are outlined in the Labour/Employment Act of 1971
the Workmen’s Compensation Act of 2010, the Trade Dispute Amendment Decree of 1988, No. 39, and the Trade Dispute Act of 2004, which established five steps for the legal management of conflict in the country’s organisations (Akinwale, 2011).
According to Akinwale (2011), these policies involve voluntary conflict resolution through the use of internal grievance procedures as well as external machinery such as mediators, conciliators, and the referral of disputes to industrial arbitration panels, national industrial courts, and the formation of a board of inquiry.
In the resolution of conflict, the national industrial court’s decision is final and binding on employers and employees in the country from the date of the judgement. Longe (2015) found that the Trade Union Act
2005 is also used to manage union-management conflict in businesses and has been implemented by a few multinational corporations in the country.
Conflict management entails doing things to reduce the negative parts of conflict while increasing the positive aspects, with the goal of improving learning and group outcomes, such as effectiveness or performance in organisational contexts (Rahim, 2011).
Managers must deal with conflict because it has a substantial impact on staff morale and turnover, which affects an organization’s prosperity in either a positive or negative way. As a result, how well the causes of the dispute are understood determines whether or not conflict management is effective.
When conflict is successfully managed, it may provide significant benefits to both people and companies, as conflict resolution is frequently one of the most powerful drivers of change in any organisational setting.
If handled correctly, it can strengthen friendships, encourage people to be more innovative, construct effective teams, generate solid working relationships, and ultimately increase individual and organisational performance. The idea is to confront an issue openly and work with all parties involved to reach a mutually beneficial agreement.
Organisational performance is defined as the outcome of an activity carried out by an organisation in relation to its authority and responsibility in reaching the goal legally, not in violation of the law, and in accordance with the organization’s morale and ethics (Almajali, Alamro, & Al-Soub, 2012).
The relevant metric used to assess organisational performance (financial or non-financial) is thought to be determined by the type of organisation to be assessed and the goals to be attained through that evaluation.
However, improved organisational performance is contingent on the right conflict management strategy (s), such as the collaboration strategy, compromise strategy, and avoidance strategy used by the company to manage conflict.
Using the right strategy improves employee performance, which leads to better organisational performance. Failure to use effective conflict management strategies can negatively impact employee performance, ultimately leading to decreased organisational performance.
1.2 Statement of the Research Problem
Conflict is a matter of concern at Delta State Polytechnic, Ogwashiuku. The organisation is confronted with the issue of negotiating employee bonuses, which generally occurs at the end of the year.
The lingering issue leads to conflict between management and employees of the organisation, which manifests itself in the form of employees filing grievances against management, changing their attitude or behaviour, decreasing their effort at work, physical confrontation between both parties, and the cessation of production activities because employees refuse to work.
This had an impact on both the individual employees’ efficacy and the overall performance of the organisation. Management’s attempts to mediate the disagreement have only resulted in conflict suppression.
This is because management used a dominating strategy that benefited them at the expense of labour. As a result, Delta State Polytechnic in Ogwashiuku must design an efficient method of addressing organisational dispute.
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