Workplace Conflicts and Perception of Quality Higher Education in Ghana

Conflicts as a complex reality are common in higher education settings. Unfortunately, little is known about their impact on perceptions of the quality of higher education. This study assessed the impact of structural and interpersonal conflicts on the perception of quality higher education. To obtain the data, the study used a cross-sectional survey research design. The study sampled 310 academic and administrative staff from three universities in Northern Ghana using a multi-stage sampling technique. The questionnaire was the primary data-gathering tool. The prevalence of conflicts and perception of quality in higher education were assessed using simple frequencies and percentages, while the structural equation modelling technique was used to investigate the complex relationship among structural conflicts, interpersonal conflicts, and perception of higher education quality. The results indicate that most workplace conflicts in higher education are structural in nature, arising from jurisdictional uncertainties, interdependence, and authority relationships. The findings further indicate that structural and interpersonal conflicts have little influence on perceptions of quality higher education. Nevertheless, in terms of direction, structural conflicts have a positive link with the perception of quality higher education, whereas interpersonal conflicts have a negative relationship. It is hereby recommended that a cross-sectional survey on the influence of conflicts on effective teaching and learning in public universities in Ghana should be conducted.

ORGANIZATIONAL CONFLICT: IS WHAT WE LOOK AT OR THE PERSPECTIVE WE LOOK FROM MORE IMPORTANT?

This study examined organizational conflict using two alternative research methods. In Study I qualitative data was raised via interviews on workplace conflicts from 40 faculty members and research assistants employed in a public university. In Study II vignettes of conflict scenarios were presented to participants and data were raised from 170 graduate and doctorate students. Vignettes differed in terms of the perspective it assumed; consisting of the subordinate, manager, and the neutral observer perspective. Participants were asked to report their affective reactions (negative and positive), conflict management style (collaborating, compromising, accomodating, avoiding and competing) and ethical evaluations (employee and manager) with regards to the vignettes. Content analysis of interviews revealed that injustice, differences of opinions and miscommunication were among the most frequently reported themes of conflict. Variance analyses were carried out for the vignette study on the above mentioned dependent variables. Main effect of perspective was found for most of the variables, such that subordinate perspective participants experienced higher levels of negative affect in reponse to the conflict; neutral perspective reported higher levels of the use of compromising strategy while subordinate perspective had significantly higher levels of avoiding, accomodating, and competing. In terms of the ethical evaluations of the subordinate and manager characters of the scenarios, each perspective perceived itself as more ethical than the other party. These findings point out the importance of perspective taking and empathy in organizational conflict. Practical implications for conflict resolution are discussed in light of the study findings. Keywords Organizational conflict, qualitative research, business ethics, affect, perspective taking

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 Relationship between Workplace Conflicts and Job Satisfaction in the Public Sector in Serbia

Research Question: This paper starts with the research question regarding the relationship between workplace conflicts and job satisfaction in the public sector in Serbia. Motivation: The main motivation for this research study was: to examine a compromising conflict resolution in the public sector in Serbia; to examine the frequency, causes, conflict resolution strategies and methods for their reduction and for improving work climate in the public sector in Serbia; to examine the job satisfaction in the public sector in Serbia; and to examine the relationship between workplace conflicts and job satisfaction in the public sector in Serbia. Idea: This research started with the intention to study job satisfaction or dissatisfaction and workplace conflicts in the public sector in Serbia in order to reach a more efficient and effective human resource management. Data: The research study was conducted from the beginning of March 2019 until the end of April 2019. The total sample size amounted to 300 respondents employed in the public sector in Serbia. Tools: Two scales have been used to gather data and conduct the research: the compromising conflict resolution scale and the job satisfaction survey scale. Findings: More than half of the respondents employed in the public sector in Serbia believe that conflicts in their workplace are not frequent, while less than half of them finds them frequent. This finding shows that opinions are divided regarding conflicts. As the main reason for conflicts, the respondents reported personal conflicts, organizational conflicts and communication conflicts. The best strategies to handle conflicts, according to the employees in the public sector in Serbia, are cooperation, competition and avoiding. At the same time, compromise occupies the bottom place according to its frequency occurrence. As regards the methods to lower the levels of conflict frequency and to improve the organizational climate, the employees in the public sector in Serbia emphasized better planning and division of work and more resources that a company has at its disposal. Regarding job satisfaction, these findings put employees in the category of ambivalent emotions. Contribution: The primary contribution of this paper is in its effort to lead to better human resource management in the public sector in Serbia due to the research study results.

Age Differences in Visual Attention and Responses to Intergenerational and Non-intergenerational Workplace Conflicts

Intergenerational conflict occurs commonly in the workplace because of age-related differences in work attitudes and values. This study aimed to advance the current literature on aging and work by examining whether younger and older workers differ in their visual attention, emotional responses, and conflict strategies when observing hypothetical conflict vignettes involving a coworker from a similar or dissimilar age group. The indirect effect of age group on emotional responses and conflict strategies through visual fixation on conflict scenes was also examined. Utilizing eye tracking, the visual attention of younger and older workers while watching two hypothetical workplace task conflict videos was recorded and compared. The participants were also asked to imagine how they would respond if they were the main actor in the vignettes. A total of 94 working adults, including 48 younger workers and 46 older workers, participated in the eye tracking experiment. Older workers reported fewer negative and more positive emotions than their younger counterparts after watching the conflict videos, particularly those on the non-intergenerational conflict. Younger workers used more dominating in the intergenerational conflict than in the non-intergenerational conflict; such discrepancy between conflict types was relatively small in older workers. Compared with younger workers, older workers fixated significantly less on the coworker during the intergenerational conflict scenes. A significant indirect effect of age group through visual fixation on the coworker was observed for positive emotions and avoiding. Results revealed that older workers may regulate their emotional reactions and conflict strategies to workplace conflicts by reducing their attention to negative stimuli.

A Matter of Feelings: Mediators’ Perceptions of Emotion in Hierarchical Workplace Conflicts

Emotions play a central role in the process of conflict and resolution. For a mediator, it is important to recognize emotions correctly and act upon them. Whether interventions are appropriate depends to a large extent on the ability of mediators to accurately perceive the emotions of conflict parties. Particularly in hierarchical labor conflicts, this can be challenging, since subordinates tend to hide emotions while supervisors tend to express them. In this study, we investigated if subordinates and supervisors differ in their emotional experience during mediation and whether mediators perceive these emotions accurately. To this end, we compared the extent to which disputants experienced certain emotions with the extent to which mediators perceived these emotions. Data were collected through surveys of mediation clients and mediators in hierarchical labor conflicts in the Netherlands. As expected, subordinates experienced a higher level of negative emotions during the mediation than supervisors did. Positive emotions, however, were experienced to a similar extent by both supervisors and subordinates in mediation. Mediators perceived supervisors’ emotions more accurately than they did subordinates’ emotions. While supervisors’ emotions were positively related with mediators’ perceptions, this was not the case for subordinates’ emotions. Furthermore, mediators were more accurately perceiving supervisors’ negative emotions than their positive emotions. Implications for mediation theory and practice are discussed.

Challenges to professionalism and ethics in perioperative clinical practice

Perioperative medicine can pose myriad challenges to professionalism and ethical practice. Medicine is a science, but definite end points, and predictable results and outcomes do not consistently occur. There is the potential for error during all steps of a patient's assessment and treatment. Examination findings, laboratory investigations, diagnosis, plans for and outcomes of surgery and long-term outcomes can all be uncertain and/or not meet expectations. Factors including pressures in the workplace, conflicts, ego, prescribed guidelines and pathways, the need to achieve healthcare targets, desire for autonomy and need to maintain multidisciplinary involvement in patient care can lead to an environment in which it is challenging for professionalism and ethics to thrive.

Impact of Workplace Conflicts on Self-Reported Medically Certified Sickness Absence in Latvia

Sickness absence is one of the most important working population health indicators. It is a complex phenomenon that is investigated by health care and occupational health specialists, economists, and work psychologists. Sickness absence is used as a predictor for morbidity and mortality, but besides the health status of an individual, sickness absence is influenced by demographic, socio-economic factors, and work environment factors. Conflicts at work are a common psychosocial risk factor that can affect sickness absence. The aim of the study was to investigate the association between different types of workplace conflict and self-reported medically certified sickness absence using cross-sectional survey data pooled from four periodic national surveys—Work conditions and risks in Latvia (2006–2018). The sample is representative of the working population of Latvia, as respondents were randomly drawn from different regions and industries. In total, the study sample (n = 8557) consisted of employees between 16 and 80 years old (average 42.8 +/− 12.6) of which 46.2% were males and 53.8% were females. Researchers used the computer-assisted personal interviewing (CAPI) method for collecting data. The association between workplace conflicts and sickness absence was analysed by using binomial logistic regression and calculated as odds ratios (OR) with 95% confidence intervals (CI), with adjustment for gender, age, education and survey year. The risk of sickness absence was higher among women (OR = 1.24, CI 1.13–1.35), employees aged 25–44 years old and employees with higher income. Controlling for socio-demographic factors and survey year, the odds of sickness absence increased significantly for all types of workplace conflict analysed. The strongest association with sickness absence was related to conflicts between managers and employees (OR = 1.51, CI 1.37–1.66) and conflicts between groups of employees (OR = 1.45, CI 1.31–1.61). Conflicts between employees and with customers also increased the odds of sickness absence (OR = 1.39, CI 1.27–1.52 and OR = 1.11, CI 1.01–1.23, respectively). Our findings suggest that tailored interventions at a company level for reducing workplace conflicts as risk factors of sickness absence are required. Those should focus on the improvement of managers’ leadership and human resource management skills.

Vitából innováció – Modern konfliktusrendezési törekvések a kreativitás előmozdításáért

"A properly trained and experienced HR professional not only understands what kind of employees an employer needs but is also able to smooth out disagreements that can lead to the loss of valuable human labour or the weakening of the employer’s economic position. The research examines the out-of-court settlement of conflicts in the field of employment in the strict sense, which can make labour conflict resolution not only more rapid but also cheaper than litigation and more effective than termination of employment. Last but not least, it also opens up space for innovation. The literature on innovation is extensive, with many also researching how a company can grow through innovative solutions arising from exchange of views between employer and employee. However, little research is done on how workplace conflicts and their solutions can steer parties towards innovative corporate leadership. In resolving conflicts, new ideas, concepts, and strategies can emerge in both the employee and the employer that can become the key to shared development, and thus mediation as a hidden resource can participate in corporate operations."