Exploration of conflict resolution benefits among Nigerian construction professionals

Conflict resolution in the construction industry is the informal or formal procedure that two or more construction professionals use to find a peaceful solution to their misunderstanding. The resolution of conflict can be beneficial to construction professionals, if it is resolved or managed appropriately. Therefore, this study aimed to examine various benefits of conflict resolution among construction professionals in Nigeria. On the research methodology used in this research, a quantitative research method was used. A total number of 150 questionnaires were sent out and 135 were received back from the construction professionals in Nigeria. The construction professionals are quantity surveyors, architects, builders, construction managers, civil engineers, and project managers. The research data that was collected underwent cleaning and screening before the commencement of the analysis. Also, the data collected pertaining to this study was analysed using Statistical Package for Social Sciences (SPSS version 21). This research made use of descriptive and exploratory factor analysis. The study found that conflict resolution could assist in the generation of new insights and perception. This was ranked the highest followed by other benefits of conflict resolution like: reduction in tension, helps professionals to accomplish their ambitions, improves workplace conflicts, and reduces task ambiguity of professionals for construction professionals to enjoy the benefits of conflict resolution they must resolve conflicts among themselves as early as possible.

The use of the performance measures in Thai public hospitals

Purpose The purpose of this paper is to examine the relationships between participation in performance measurement systems (PMS) and the use of performance measures; the use of performance measures and managerial performance; and participation in PMS and managerial performance in public hospitals in Thailand. Design/methodology/approach Data were collected using a mailed questionnaire. A total of 304 middle managers in public hospitals in Southern Thailand participated in the study. The data were analyzed using structural equation modeling. Findings The results reveal a positive relationship between participation in PMS and the use of performance measures, and a positive relationship between the use of performance measures and managerial performance. The results also indicate a positive relationship between participation in PMS and improved managerial performance. Practical implications Results indicate that top managers in hospitals should allow middle managers to have greater participation in their organization’s PMS. By sharing information between top and middle managers, a PMS can be developed that reflects the organization’s goals, as well as being suitable for departmental performance evaluation. This enhances PMS acceptance by middle managers, and reduces task ambiguity, leading to improved managerial performance. Originality/value As middle managers participate more in PMS, their acceptance of PMS increases. They then make greater use of both financial and non-financial performance measures to obtain comprehensive feedback about their department’s performance. This enhances their decision outcomes, resulting in improved managerial performance.

Influence of Agent Type and Task Ambiguity on Conformity in Social Decision Making

Previous research has demonstrated reliable effects of social pressure on conformity and social decision-making in human-human interaction. The current study investigates whether non-human agents are also capable of inducing similar social pressure effects; in particular, we examined whether the degree of physical human-likeness of an agent (i.e., appearance) modulates conformity and whether potential effects of agent type on conformity are modulated further by task ambiguity. To answer these questions, participants performed a line judgment task together with agents of different degrees of humanness (human, robot, computer) in either a high or low ambiguity version of the task. We expected an increase in conformity rates for agents with increasing levels of physical humanness, as well as for increasing levels of task ambiguity. Results showed low-level conformity with all agents, with a significant difference in conformity between the high and low ambiguity version of the task (i.e., stronger compliance for the high versus the low task); the degree of humanness, however, did not have an influence on conformity rates (neither alone or in combination with task type). The results suggest that when performing a task together with others, participants always conform to some degree with the social interaction partner independent of its level of humanness; the level of conformity, however, depends on task ambiguity with stronger compliance across agents for more ambiguous tasks.

Ambiguity tolerance and accurate assessment of self-efficacy in a complex decision task

Organizational decision making requires the ability to process ambiguous information while dealing with overload and conflicting requirements. Although researchers agree that ambiguity tolerance is a critical skill for making high-quality complex decisions, few have investigated the effects of ambiguity tolerance on self-efficacy to make complex decisions. In the current experiment, 151 participants were randomly assigned to either a moderate complexity or high complexity decision task. Ambiguity tolerance moderated the relationships between task complexity and self-efficacy, and between task complexity and the accuracy of self-efficacy in predicting future performance. In the highly complex task, individuals with a higher tolerance for ambiguity reported higher self-efficacy and more accurate self-efficacy versus individuals with lower tolerance for ambiguity. In the moderately complex task, tolerance for ambiguity had no effects on self-efficacy or accuracy. Implications for research and practice are presented, along with study limitations.

Ambiguity tolerance and accurate assessment of self-efficacy in a complex decision task

Organizational decision making requires the ability to process ambiguous information while dealing with overload and conflicting requirements. Although researchers agree that ambiguity tolerance is a critical skill for making high-quality complex decisions, few have investigated the effects of ambiguity tolerance on self-efficacy to make complex decisions. In the current experiment, 151 participants were randomly assigned to either a moderate complexity or high complexity decision task. Ambiguity tolerance moderated the relationships between task complexity and self-efficacy, and between task complexity and the accuracy of self-efficacy in predicting future performance. In the highly complex task, individuals with a higher tolerance for ambiguity reported higher self-efficacy and more accurate self-efficacy versus individuals with lower tolerance for ambiguity. In the moderately complex task, tolerance for ambiguity had no effects on self-efficacy or accuracy. Implications for research and practice are presented, along with study limitations.

Systems Ambiguity: A Framework to Assess Risks and Predict Potential Systems Failures

To be a high-reliability organization, organizations need to continually assess risks and predict potential failures before even they actually occur. In this paper, we present a new method to uncover and assess risks and failures embedded in a work system: systems ambiguity framework. We define systems ambiguity as uncertainty or vagueness that may prevent a work system from achieving its purpose. We identified five main types of ambiguity in a work system: task ambiguity, responsibility ambiguity, expectation ambiguity, method ambiguity, and exception ambiguity. Examples for each type of ambiguity are provided from a qualitative study aimed at identifying the underlying causes of non-compliance to evidence based guidelines in intensive care units. We argue that systems ambiguity framework can be used alone or in conjunction with well-known risk assessment methods (e.g., root cause analysis, failure modes and effects analysis) to uncover systems failures both reactively and proactively.