IMPACT OF DISPUTE SETTLEMENT ON ORGANIZATIONAL PERFORMANCE.
Need help with a related project topic or New topic? Send Us Your Topic
DOWNLOAD THE COMPLETE PROJECT MATERIAL
IMPACT OF DISPUTE SETTLEMENT ON ORGANIZATIONAL PERFORMANCE.
Abstract
This study looked at the impact of dispute resolution on organisational performance. A case study from Delta State Polytechnic Ozoro. The study’s entire population consists of 200 Delta State Polytechnic Ozoro staff.
The researcher employed questionnaires to collect data. Descriptive A survey research design was used for this investigation. The survey included 133 respondents who worked as HODs, senior lecturers, administrative personnel, and junior staff. The acquired data were displayed in tables and analysed with simple percentages and frequencies.
Chapter one
Introduction
Background of the study.
Employee conflict is not just unavoidable; rather, it is inherent in complex organisations (Putnam & 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).Stima Sacco uses the balanced scorecard method for employee performance review, which measures financial, company operation efficiency, customer, learning, and growth for each employee.
However, Stima Sacco and other Saccos in Kenya have generally focused on membership growth as the primary indicator of performance, with other business factors on the periphery of key performance metrics.
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 dispute settlement as the acquisition of conflict resolution skills, the establishment of conflict model structures, and the implementation of strategic tactics and approaches.
Dispute resolution models are tools for determining the proper course of action in a conflict. These include the Blake and Mouton model, Thomas Kilman model, and Holton model (Newell, 2008).
Approaches to dispute settlement rely on the notion that problems cannot always be resolved but can be managed using appropriate actions such as accommodating, avoiding, collaborating, compromise, and confrontation. Briggs, 2007.
Dispute settlement strategies are a futuristic thorough method that aims to achieve long-term wins for the parties engaged in the conflict. Negotiation, collective bargaining, mediation, third-party intervention, brainstorming, and communication are all effective strategies (Petkovic, 2008).
Statement of the Problem
Dispute resolution has gained popularity in recent years. First, research has sparked interest in strategies and approaches to resolving disputes that may have previously involved court litigation.
Second, there has been increased legalisation of the workplace, particularly in the areas of occupational health and safety, discrimination, and harassment.
Third, there has been increased interest in the need for organisations to transition to high performance work systems (Awan & Anjum 2015). Traditional workplace practices and systems, which include hierarchical structures, strict divisions of labour, tightly defined positions, specific regulations, and limits on employee involvement
as well as managerial decision making, power, and control, are no longer sufficient since they create conflict (Dreu, 2006). The high-performance workplace emphasises dispute resolution as a critical component of an effective high-performance workplace.
The study’s objectives
The study’s aims are:
To determine the association between dispute settlement and organisational performance at polytechnic Ozoro.
To examine the extent to which communication as a conflict settlement approach effects organisational success in polytechnic.
To determine the extent to which third-party intervention as a conflict resolution approach effects organisation performance in polytechnic.
To determine the extent to which negotiation as a conflict resolution approach effects organisational performance in polytechnic
Research Hypotheses
To ensure the study’s success, the researcher developed the following research hypotheses:
H0: There is no association between dispute settlement and organisational performance at Polytechnic Ozoro.
H1: There is a relationship between dispute settlement and organisational performance at Polytechnic Ozoro.
H02: there is no extent to which third party participation as a conflict settlement strategy influences organisational performance at polytechnic.
H2: There is an extent to which third-party participation as a conflict resolution approach effects organisation performance at polytechnic
Significance of the Study
The report will be extremely valuable to students and policymakers. The study will provide clear insight into the impact of dispute resolution on organisational performance. A case study from Delta State Polytechnic Ozoro. The work will serve as a reference for other researchers that engage on the relevant field.
Scope and limitations of the study
The study’s scope includes the impact of conflict settlement on organisational performance. A case study from Delta State Polytechnic Ozoro. The researcher faces various constraints that limit the scope of the investigation;
a) AVAILABILITY OF RESEARCH MATERIAL: The researcher has insufficient research material, which limits the investigation.
b) TIME: The study’s time frame does not allow for broader coverage because the researcher must balance other academic activities and examinations with the study.
Definition of Terms
Dispute settlement, also known as dispute resolution, is the process of resolving problems between parties. The word dispute resolution is sometimes used interchangeably with conflict resolution, however conflicts are generally more deeply rooted and lengthy than disputes.
Organisational performance is the actual output or results of an organisation as compared to its expected outputs. Richard et al. define organisational performance as three types of company outcomes: financial performance, product market performance, and shareholder return.
Need help with a related project topic or New topic? Send Us Your Topic