scholarly journals Workplace Conflict Management on Staff Performance in Ghana’s Tertiary Institutions: A Study of Bolgatanga Polytechnic, Ghana

2019 ◽  
Vol 7 (12) ◽  
Author(s):  
Ibrahim .D. Yakubu Anon ◽  
Joana Rita Tembil Anon ◽  
John Ayuekanbey Awaab Anon
Keyword(s):  
Conflict Management ◽  
Workplace Conflict ◽  
Tertiary Institutions ◽  
Staff Performance

scholarly journals Conflicts as Constraints to Effective Management of Tertiary Institutions in Nigeria: The Way Forward

2013 ◽  
Vol 14 ◽  
pp. 45-52 ◽  
Author(s):  
Adoga James Ada
Keyword(s):  
Conflict Management ◽  
School Environment ◽  
Trade Unions ◽  
Human Interaction ◽  
Effective Management ◽  
Tertiary Institutions ◽  
Academic Activities ◽  
Management Staff ◽  
Higher Institutions ◽  
The Way

This study examines the concepts of conflict and constraints and their antecedents in tertiary institutions in Nigeria. It makes a clarification of causes, and types and conflict management in higher institutions of learning. The paper observes that management staff, students, teachers, government. Trade Unions may be sources of conflict for one reason or the other. Nevertheless, the outcomes of such conflicts causes prolong of academic activities, destruction of life and properties and in some cases render school environment completely insecure for serious academic activities not beneficial to students, institutions and the society at large. It recommends that the way forward should be proper handling of higher institutions by management and government to be more democratic in handling conflicts by creating avenues for discussing and designing. The paper concludes that conflict is an attendant feature of human interaction in every organization which cannot be eliminated, therefore, maintaining a cordial relationship between staff, students by school authority, is necessary, also involving students and trade unions in decision making process appeared to be the most effective way forward for effective management of tertiary institutions.

The Impact of Culture on Workplace Conflict in the Caribbean

2014 ◽  
pp. 1352-1366
Author(s):  
Susan Scott
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Business Performance ◽  
Relationship Management ◽  
Cross Cultural ◽  
Human Relationship ◽  
Workplace Conflict ◽  
The Caribbean ◽  
East And West ◽  
The Impact

There are many subtleties within a culture that affect decision-making. Lack of understanding of these nuances enhances the mystique of cross-cultural business. Global managers need to better understand trans-cultural decision-making to maximize the benefits of alliances and business relationships abroad. One of these subtleties, often discussed in relation to business in the Orient, is conflict management. The notion of “face” and the importance of individual honor pervade cultural briefing materials on countries such as Japan. It is a defining difference in human relationship management between East and West. Yet when dealing with employees in nations speaking the same language, as a U.S. manager to a Caribbean manager, one often fails to account for equally significant differences in managing conflict. This chapter discusses the impact of culture-specific attitudes concerning workplace conflict on business performance in the Caribbean, using examples specifically from Grenada.

Supervisor conflict management, justice, and strain: multilevel relationships

2014 ◽  
Vol 29 (8) ◽  
pp. 1044-1063 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L. Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Sleep Disturbance ◽  
Conflict Theory ◽  
Management Style ◽  
Job Dissatisfaction ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Multilevel Theory ◽  
Action Taking

Purpose – The purpose of this paper is to test a multilevel model of the main and mediating effects of supervisor conflict management style (SCMS) climate and procedural justice (PJ) climate on employee strain. It is hypothesized that workgroup-level climate induced by SCMS can fall into four types: collaborative climate, yielding climate, forcing climate, or avoiding climate; that these group-level perceptions will have differential effects on employee strain, and will be mediated by PJ climate. Design/methodology/approach – Multilevel SEM was used to analyze data from 420 employees nested in 61 workgroups. Findings – Workgroups that perceived high supervisor collaborating climate reported lower sleep disturbance, job dissatisfaction, and action-taking cognitions. Workgroups that perceived high supervisor yielding climate and high supervisor forcing climate reported higher anxiety/depression, sleep disturbance, job dissatisfaction, and action-taking cognitions. Results supported a PJ climate mediation model when supervisors’ behavior was reported to be collaborative and yielding. Research limitations/implications – The cross-sectional research design places limitations on conclusions about causality; thus, longitudinal studies are recommended. Practical implications – Supervisor behavior in response to conflict may have far-reaching effects beyond those who are a party to the conflict. The more visible use of supervisor collaborative CMS may be beneficial. Social implications – The economic costs associated with workplace conflict may be reduced through the application of these findings. Originality/value – By applying multilevel theory and analysis, we extend workplace conflict theory.

The influence of conflict management culture on job satisfaction

2013 ◽  
Vol 41 (4) ◽  
pp. 687-692 ◽  
Author(s):  
Younyoung Choi
Keyword(s):  
Job Satisfaction ◽  
Conflict Management ◽  
Structural Equation ◽  
Equation Modeling ◽  
Washington Dc ◽  
Workplace Conflict ◽  
Management Culture ◽  
Bank Branches ◽  
Negative Effect ◽  
The Relationship

In the workplace, conflict and style of conflict management substantially influence individual, group, and organizational effectiveness. In this study I investigated the relationship between job satisfaction and each of a dominant, an avoidant, and a collaborative conflict management culture in the workplace. Using structural equation modeling, I analyzed survey data from 743 people employed as tellers in bank branches in Washington, DC and West Virginia, USA. The results showed that a collaborative conflict management culture has a positive effect on job satisfaction whereas a dominant management culture has a negative effect on job satisfaction. No statistically significant relationship was found between an avoidant conflict management culture and job satisfaction. These findings may be valuable in making decisions about provision of training in conflict management in order to promote a positive working atmosphere within an organization.

Workplace conflict and willingness to cooperate

2016 ◽  
Vol 27 (2) ◽  
pp. 172-198 ◽  
Author(s):  
Oluremi Bolanle Ayoko
Keyword(s):  
Conflict Management ◽  
Management Training ◽  
Future Research ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Business Undergraduates ◽  
Practical Implications ◽  
Willingness To Cooperate

Purpose This paper aims to clarify the relationship between conflict, apologies, forgiveness and willingness to cooperate after a conflict event. Design/methodology/approach The paper used scenarios and quantitative measures to examine the connection between conflict, perceived apology sincerity, forgiveness and willingness to cooperate in 358 business undergraduates. Findings Data revealed that relationship conflict was significantly but negatively associated with forgiveness and willingness to cooperate. Additionally, attitudes toward forgiveness were directly and positively related not only to forgiveness but also to willingness to cooperate. Finally, forgiveness mediated the link between both perceived apology sincerity attitudes to forgiveness and willingness to cooperate. Research limitations/implications Data were cross-sectional and may be subject to bias. Longitudinal studies are needed to further tease out the connection between the variables in the current study. Similarly, future research should explore the role of climate and individuals’ disposition and readiness to apologize, forgive and their willingness to cooperate at work. Practical implications The paper includes practical implications for managers interested in eliciting cooperation after a workplace conflict. Specifically, apology and forgiveness should be included in managers’ conflict management training programs. Social implications Our findings indicated that apology and forgiveness are social skills that are important for conflict management and cooperation after a workplace conflict. Originality/value Beyond reconciliation, the current study provides new insights into the important role of actual forgiveness in whether employees are willing to cooperate after conflict at work. Practical assistance is offered to managers who are interested in fostering cooperation and increased performance after conflict episodes.

scholarly journals CONFLICT MANAGEMENT AND PERFORMANCE OF SELECTED TERTIARY INSTITUTIONS IN ENUGU STATE, NIGERIA.

2016 ◽  
Vol 4 (11) ◽  
pp. 1153-1161
Author(s):  
Dr.ObianujuMary Chiekezie ◽  
◽  
Dr.EmmanuelChijioke Dibua ◽  
AnzorEdith Chima. ◽  
◽  
...  
Keyword(s):  
Conflict Management ◽  
Tertiary Institutions ◽  
Enugu State ◽  
And Performance

scholarly journals Workplace Conflict Management: Legal Intentions Versus Managers' Experiences

2013 ◽  
Author(s):  
Gaye Greenwood ◽  
Erling Rasmussen
Keyword(s):  
Conflict Management ◽  
Conflicts Of Interest ◽  
Employment Relationship ◽  
Relational Trust ◽  
Employment Relations ◽  
Mutual Trust ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Workplace Conflict ◽  
Judicial Intervention

The Employment Relations Act 2000 directs employees and employers to resolve employment relationship problems (ERP’S) early without judicial intervention. The goal is to ‘build mutual trust and confidence in all aspects of the employment environment’. However, the policy intentions to focus on early resolution through problem solving, interest based negotiation, facilitation and mediation have not been researched at the level of the workplace. Drawing on conflict events in the primary school sector this paper investigates the theme of relational trust. The preliminary findings reported in this paper have emerged from a qualitative study that involved semi-structured interviews with a range of actors. A preliminary analysis identified situations where parties had resolved problems without damaging trust by implementing reflective collaborative interest based processes. In spite of identifying positive outcomes of conflict events, principals and senior leaders reported that trust was damaged when competition for performance based remuneration fuelled conflict and when complaints from parents escalated. These findings highlighted the special nature of conflict management in schools where the goal of ‘mutual trust and confidence in all aspects of the employment environment’ may be vulnerable to complex conflicts of interest in the employment relationship in the New Zealand primary education sector.

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