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Impact Of Industrial Conflict Management On Employees Performance
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CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Industrial
conflicts in organizations are inevitable. For employees to perform
their crucial roles effectively and efficiently there must exist a
strong cordial relationship between the employees and employers in the
organizations. Industrial conflict is an everyday phenomenon in each in
each organization. There is a growing recognition of the importance of
conflict management in an organization. A recent survey indicated that
mangers spend a considerable portion of their time dealing with conflict
and that conflict management becomes increasingly important to their
effectiveness. (Obasin, 2011).
Onyeonoru (2005), defined industrial
conflict as all expression of dissatisfaction within the employment
relationship especially those pertaining to the employment contract and
effort bargaining. Industrial conflict are viewed as the clash of
interest and resulting dispute of varying intensity between individuals,
groups and organizations in the industrial relation system(Akanji,
2005). Azamosa (2005) observed that conflicts involve the total range of
behaviors and attitudes that is in opposition between owners/managers
on the one hand and employees on the other hand. It is a state of
disagreement over issues of substance or emotional antagonism and may
arise due to anger, mistrust or personality clashes. Irrespective of the
factors resulting in conflict, it has been observed that industrial
conflicts produce considerable effects on organizations and should be
consciously managed as much as possible. Obisi (1996) argues that
despite this fact, peace forms one of the fundamental factors to
enhanced productivity with resultant benefits to both the labour and
management as well as for the economic development of the country. It
will not be out of place therefore to consider industrial conflict as an
inevitable and desirable factor in the work place.
Because of the
wide range of potential difference among people, the absence of conflict
usually signals the absence of meaningful interactions. Conflict by
itself is neither good nor bad. However, the manner in which conflict is
managed determines whether it is constructive or destructive (Deutsch
and Coleman, 20000. Thus conflict remains the most permanent feature
that makes humanity convinced that growth and development are predicated
on conflicts. Though conflict is generally perceived as something
devastating, abnormal, dysfunctional and detestable, yet it could be a
precursor of positive change if constructively handled (Edward, 200).
Conflict
management suggests solving conflict instead of reducing, eliminating
or limiting their durations. This means each organization should have a
macro strategy, reducing the negative consequence of conflict (Gonan
Bozac et al (2008). Conflict management implies integration of all
factors which can contribute to conflict resolution or its prevention.
These factors are improvement of communication and practicing discipline
in the organization as well as having in mind the life phases of
parties involved. Furthermore, conflict management according to
Hellriegel and Slocum (1996), consists of the intervention designed to
reduce conflict or in some instances to increase insufficient conflict.
It is a process whereby managers design plans and implement policies and
procedures to ensure that conflict situations are resolved effectively.
Inappropriately
managed conflicts may result in abandonment of employees and
disinclination on their part to contribute in other groups or assist
with various groups or assist with various group actions activities in
the work place. Hence, conflict management has the ability to handle
conflict efficiently. Conflict handling refers to the methods used by
any one or mutual groups in dealing with conflict (Gordon, 2003).
The
development of this research work is largely due to the inability of
leaders in Nigerian work organizations (Ministry of Economic Planning
Asaba, Delta State) to view the management of industrial conflict as
systematically as they view information, human resource and financial
management system. Instead conflict is viewed and handled in piece meal
and is considered a local event. The inability to view and manage work
place conflict systematically has therefore rendered conflict
dysfunctional in some organization. This is evident by high frequency of
strike action, unhealthy rivalry between and among sub-units and
individuals within an organization, sabotage of workplace, slow work,
labour turnover, absenteeism, lack of productivity, withholding of vital
information or knowledge and host of others that are being perpetrated
by employees at the work place.
Hotepo et al (2010), argued strongly
that effective conflict management is fueled by finding appropriate
strategies to resolve the nature and causes of conflict diagnosed in an
organization. The strategies to be adopted must vary according to the
nature and causes of conflict. Conflict management influences
individuals’ wellbeing, group performance and organizational
effectiveness. However, this research work examines the impact of
industrial conflict management on employees’ performance at the work
place.
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ABSRACT - [ Total Page(s): 1 ]This study was conducted to determine the impact of industrial conflict management on employees’ performance amongst civil servants at the Ministry of Economic Planning in Asaba, Delta State. The sources of data that constituted this research work were primary and secondary data. A structured likert scale questionnaire was the instrument adopted to generate data. Simple percentage statistical tool was used. Coefficient correlation and regression data analysis were used to test hypothesis. ... Continue reading---
