EVALUATION OF THE IMPACT OF CONFLICT RESOLUTION ON PUBLIC ORGANIZATIONAL PERFORMANCE
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FIRST PART
INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
It is impossible to overemphasize the impact of conflict management on organizational harmony, as it has become a virtual tool for encouraging organizational development. Certainly, proper conflict management is required for organizational development; conflict management has become a must for success in any company or administrative context.
Conflicts are an inevitable aspect of organizational life, as the objectives of various stakeholders, such as employees and employers, are frequently contradictory. Gordon (1997) views conflicts as the product of potential interactions that are incompatible; this occurs when one party perceives that another party has obstructed or would impede one or more of its interests. Johnson (2000) defines conflict as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals, whereas Steers (1998) defines conflict as a process in which individuals or groups perceive that others have frustrated or are about to frustrate their plans, goals, beliefs, or activities.
Conflict is an aspect of organizational life and can arise between individuals, individuals and groups, and groups.
Mayo (1949) claimed that production is dependent on the connection between workers, dividing workers into management and employees. Before any organizational harmony could occur or exist, he highlighted that there must be cordial relationships between different groups of employees. He added that management should constantly prioritize the needs of other employees so that they will feel a sense of belonging and, as a result, enhance productivity, but that whenever management disregards employee needs, there will be discord and, as a result, productivity will fall. In a nutshell, this researcher highlights the significance of conflict resolution or management as the foundation and core dynamics of organization harmony.
This study examines the impact of dispute resolution on an organization’s performance. It emphasizes or concentrates on the causes and forms of industrial conflicts, as well as the vital roles played by trade unions and other key actors in conflict resolution, as well as the effect or influence conflict resolution has on organization performance.
1.2 DESCRIPTION OF THE PROBLEM
There are many problems facing the organization, and their effects vary widely; some of these problems include a lack of a proper welfare package for the employees, problems with poor working conditions, a high rate of labour turnover, as well as a cavalier attitude of management towards workers, and low worker productivity, among others.
As a result of the aforementioned issues, there may be industrial conflicts between management and employees. In light of these problem statements, the research focuses on a comprehensive examination of the impact of conflict on worker productivity and the impact of conflict resolution on worker performance.
1.3 OBJECTIVES OF THE STUDY
Conflict is a broad topic, as evidenced by the introduction, and it is a crucial factor in organization harmony and performance. Therefore, the purpose of this research is to examine the influence of conflict resolution or organizational performance using the Kaduna State civil service as a case study, with the intention of proposing solutions to industrial disputes or conflicts.
These are the aims of this investigation:
1. to investigate the impact of conflict resolution and management on strengthening and promoting organizational performance.
2. Identify the conflict resolution mechanisms introduced by the Kaduna state civil service for conflict resolution and management.
1.4 PROPOSITION OF THE HYPOTHESES
This investigation developed the following hypothesis:
Ho: Conflict resolution and management have no substantial impact on organizational success.
Hi: Conflict management and resolution have a substantial impact on organizational success.
1.5 SIGNIFICANCE OF THE EXAMINATION
This study is notable because of the following:
I It is an attempt to shed light on the challenges encountered by the Nigerian civil service, particularly before and during strike action.
ii) The findings of this study are also relevant to employee associations, trade unions, the employers union, the labor ministry, organizations, and the general public.
iii) It is a venue for evaluating all the government-implemented mechanisms for ensuring industrial peace in the Kaduna state public service.
iv) Practicing managers will find this study to be a valuable resource as it identifies methods and instruments for addressing the problem of industrial conflict management in public enterprises.
v) It is essential to examine the function of the Kaduna state civil service in light of the crucial role played by workers and trade unions in national integration.
vi) Lastly, for academics and conflict researchers, this work will act as a springboard for additional research.
1.6 RADIUS OF THE STUDY
Industrial conflicts continue to be a problem that should be mitigated. This investigation will focus on the origins, effects or influence, and forms of organizational conflicts.
Therefore, the purpose of this study is to investigate the potential causes of civil service unrest and the effect of dispute resolution on the performance of public organizations. In addition to surveying civil officials in the state of Kaduna, the study will collect secondary data from textbooks, scholarly journals, and the Internet.
1.7 HISTORICAL BACKGROUND
The origins of the Kaduna state civil service may be traced back to the former northern Nigerian regional public service, which was an offshoot of the public services of Nigeria and southern Cameroon, both of which derived from the colonial service or the united kingdom.
Along with the premier’s office and the ministry of the interior, the Kaduna state public service commission, formerly known as the north central state public service commission, was established in 1954. The former public service has been replaced by the civil service commission, which was founded in 1974. The Kaduna state civil service commission presently operates in accordance with the changes enacted in 1986 during the government of General Ibrahim Babaginda. The goal of the reform was to clarify the relationship between the political head and his main civil service leader, inject the civil service with fresh purpose and direction, and restructure it to make it more efficient and successful.
The Kaduna state civil service consists of all state employees, including those in ministries and local governments. The head of the state civil service in Kaduna is in charge of permanent secretaries, directors, and others.
1.8 DEFINITION OF TERMS
This term refers to any worker or workers employed by another individual, organization, or government.
This refers to a person, business, organization, or government that pays individuals to work for them.
This refers to workers of all classes (skilled and unskilled) who are gainfully employed by a government organization, government agency, or government service other than the military.
MANAGEMENT: Those who manage and direct an organization’s resources to achieve its goals. This requires planning, organizing, coordinating, and controlling the organization’s actions.
This refers to a quarrel, argument, or difference of opinion between management and employees on the terms of employment or other work-related factors.
LABOUR/MANAGEMENT RELATIONSHIP: This refers to the process by which employers and employees relate in terms of employment terms and conditions.
Collective bargaining is the process of negotiating, developing, administering, and interpreting a written agreement amongst union employees for a certain time period.
A trade union is a group of workers with the same ideology and beliefs that bargain with employers about pay, working conditions, and other work-related issues.
ORGANIZATIONAL HARMONY: This is the optimum state of coexistence and productivity agreement between employers and workers.
EVALUATION OF THE IMPACT OF CONFLICT RESOLUTION ON PUBLIC ORGANIZATIONAL PERFORMANCE
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