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ABSTRACT
The study examines the relationship between conflict management strategies and organizational success of oil and gas firms in Port Harcourt. The survey research design was employed. The population of the study is one hundred and eighty (180). The Taro Yemens formula was used to determine the sample size of 124. A self-designed questionnaire on conflict management strategies and organizational success was used and administered for the collection of data from the respondents in Thompson and Grace Investment Limited and Hamilton Limited, Port Harcourt, Rivers State Nigeria. The method used to analyze the data was mean score and standard deviation. The Pearson product moment correlation coefficient was used to test the relationship between the dimensions of conflict management strategies and organizational success. The study revealed that faulty performance appraisal, ambiqouos role and faulty performance appraisal relate with organizational success of oil and gas firms in Port Harcourt. Based on the findings of the study, it was recommended that the universal declaration governed by conflict management strategies on the premise management of organization should ensure and equitable treatments of employees and several strategies can be used in managing organizational conflict; from extant literature reviewed, we recommend that organizations should re-educate their employees on conflict management strategies constructs; dispelling the trendy but untrue notion that conflict is always bad, destructive and should be avoided at all cost.
TABLE OF CONTENTS
Cover Page ii
Abstract iii
Declaration iv
Approval v
Dedication vi
Acknowledgement vii
Table of Contents vii
List of Tables x
List of Figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Objectives of the Study 3
1.5 Research Questions 4
1.6 Research Hypotheses 4
1.4 Significance of the Study 4
1.7 Scope/Limitation of the Study 5
1.8 Definition of Related Terms 6
CHAPTER 2 7
REVIEW OF RELATED LITERATURE 7
2.1 Conceptual framework 7
2.1.1 Concept of Conflict Management Strategies 7
2.1.2 Dimensions of Conflict Management Strategies 12
2.1.3 Organizational Success 14
2.1.4 Measures of Organizational Success 15
2.1.5 Conflict management Strategies and Organizational success 18
2.2 Theoretical Framework 19
2.2.1 The Contingency Theory. 19
2.3 Empirical Review 20
CHAPTER 3 26
RESEARCH METHODOLOGY 26
3.1 Research Design 26
3.2 Population of the Study 27
3.3 Sample and Sampling Techniques 27
3.4 Questionnaire Design 28
3.5 Sampling Techniques 28
3.6 Source and Method of Data Collection 29
3.7 Method of Data Analysis 30
3.8 Reliability and Validity 30
CHAPTER 4 32
DATA PRESENTATION AND ANALYSIS 32
4.1 Questionnaire Distribution and Retrieval: 32
4.2 Data Analysis and Presentation 33
4.3 Descriptive Statistical Analysis 34
4.4 Discussion of Findings: 38
CHAPTER 5 40
SUMMARY, CONCLUSION AND RECOMMENDATION 40
5.1 Summary 40
5.2 Conclusion 40
5.3 Recommendations 40
References 42
Appendix I 45
Appendix II 46
LIST OF TABLES
Table 4.1: Questionnaire Administration and Retrieval 32
Table 4.2: Age of Respondents 33
Table 4.3: Sex of Respondents 33
Table 4.4: Academic Qualification 34
Table 4.5: Competition for resources and Organizational success 34
Table 4.6: Ambiqous roles and Organizational success 35
Table 4.7: Faulty performance appraisal and Organizational success 36
LIST OF FIGURES
Fig. 2.1: A Conceptual Framework on Conflict management strategies and Organizational Success 7
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Organizational success is a measure by how well a company meets the individual objectives of its business plan. It lies in understanding how each element can support or restrain the other, on how to balance the dynamics between the elements to determine the most constructive solutions in any situation. To be successful, an organization must have a statement, a philosophy, and a series of programs and goals that focuses on the skills and talents of its employees. All of this must be managed with care and guidance so that the organization’s mission is successfully accomplished. Successful organizations need both inspirational leaders and sound managers. In order to achieve increased and sustainable results, organizations need to execute strategies and engage employees. Success is measured by analyzing where the organization is in regards to its goals and its mission. Organizations need to think about the future of their business and think of better ways to be successful. Organizations can either view their challenges as ambiqouos role with others or as opportunities to push them closer to reaching their full potential. What route they choose to take determines if they are successful or not. One of the ways an organization can be successful is through conflict management.Industrial agreement in its optimal structure, presupposes an industry in a state of relative balance where relationship amongst people as well as gatherings are heartfelt and profitable.
Conflict is endemic to all social life; it is an inevitable part of living because it is related to situations of scarce resources, division of functions, power relations and role-competition for resources (Azamosa, 2018).
Conflict among workers in an organization is inevitable. If it manages properly, it will bring catalyst for change andcan have a positive impact on employee satisfaction and performance of the organization. Conversely, unmanaged conflict negatively impacts both employee satisfaction and job performance. When organizational leaders ignore workplace conflict, they send a message that unsatisfactory job performance and inappropriate behavior are acceptable. Awan and Anjum (2015) says that properly managed conflict promotes open communication, collaborative decision making, regular feedback, and timely resolution of conflict. Open communication and collaboration enhance the flow of new ideas and strengthen work relationship, which can have a positive effect on employee morale. Regular feedback and timely resolution of conflict has the potential of improving employee satisfaction and job performance.
Maintainingaplaceinthiscompetitiveerabecomesnotonly theresponsibility oftheowners orleaders of the organization but that of the employees (Oke, & Olughor, 2014). Organizational successhasbeentheprimarygoalorobjectiveofevery organization (Adewale,AbolajiandKolade,2011).Survivalisvery crucialatthisperiodofbusiness turbulence. Organizationsstrivefor survivalandcontinuity,whileseekingrelevanceandkey positionsinthe industry.Conflict is the most common general and wide-spread phenomenon that is synonymous with group activity and interaction.
Awan and Ahson (2015) say that conflict is a natural and inevitable part of people working together and should be kept at a manageable level where it will not disorganize the activities of the organization towards the attainment of its objectives.
Awan et al (2015) plead that conflict may also be beneficial to the organization where it brings about radical change in the organizational power structure, current interaction pattern and entrenched attitude and also can lead to increase in productivity. While some conflicts are functional others are not. It can also affect the organization negatively when it is associated with decreased employee satisfaction, insubordination, decreased productivity, leads to economic loss, fragmentation to mention but a few.
However, in the review of past studies, despite the level of work that has been done, only few studies try to discuss some specific aspects of conflict management strategies that can affect survival of organizations. This has necessitated more work to be done on the extent to which conflict management strategies affects organizational success especially in selected oil and gas firms in Port Harcourt. Given this knowledge gap, our point of departure from previous studies is to empirically establish the relationship between employee participation and organizational success.
1.2 Statement of the Problem
Considering the impact of conflict on an organization and how people view the concept, it becomes imperative for such a research work to be carried out in order for the organization association and even interested public appreciate the concept. This study also seeks to explain the organizational success of conflict in organization and also the harmony available in managing the conflict.
This study also seeks to explain the organizational success of conflict in organization and also the harmony available in managing the conflict. Numerous organizations in Nigeria are tormented by a bunch of issues and illnesses created by wasteful and incapable administrative style or strained relationship amongst administration and the worker’s party (Fapohunda, 2012). It is against these problems that, this study empirically evaluates the relationship between conflict management strategies and organizational success of oil and gas firms in Port Harcourt.
1.3 Objectives of the Study
The purpose of the study is to examine the relationship between conflict management strategies and organizational success in organizational success of oil and gas firms in Port Harcourt. The objectives of the study are to:
1. Examine the relationship between competition for resources and organizational success of oil and gas firms in Port Harcourt.
2. Determine the relationship between ambiguous roles and organizational success of oil and gas firms in Port Harcourt.
3. Ascertain the relationship between faulty performance appraisal and organizational success in selected oil f servicing firms, Port Harcourt.
1.5 Research Questions
The following research questions were proposed to guide the study.
1. Does competition for resources associate with organizational success of oil and gas firms in Port Harcourt?
2. Does ambiguous roles associate organizational success of oil and gas firms in Port Harcourt?
3. Does faulty performance appraisal associate with organizational success of oil and gas firms in Port Harcourt?
1.6Research Hypotheses
H01: There is no significance relationship between competition for resources and organizational success of oil and gas firms in Port Harcourt.
H02: There is no significance relationship between ambiguous roles and organizational success of oil and gas firms in Port Harcourt.
H03: There is no significance relationship between faulty performance appraisal and organizational success in selected oil f servicing firms, Port Harcourt.
1.4 Significance of the Study
The relevant of this study rest in the importance to stakeholders in the organization. This study will assist organizational managers on the tools techniques to employ in managing conflict in their respective organizations in the manufacturing sector. This study is pertinent to trade unionist in their respective organizations. This study is justified because it will assist in the stability and relative profitability in the organization particularly in the period of economic recession. This study will also contribute in enriching the literature in industrial relations particularly in management sciences in general.
1.7 Scope/Limitation of the Study
The study is delimited under the following headings; content scope, geographical scope and unit of analysis.
Content Scope: The content of this study involves on investigation to ascertain the relationship between conflict management strategies and organizational success. The measures of organizational success are Profitability, goal achievement and customer satisfaction while the dimensions of conflict management strategies are competition for resources, ambiguous goal and faulty performance appraisal.
Geographical Scope: This study is delimited to selectedThompson and Grace Investment Limited and Hamilton Limited all in Port Harcourt, Rivers State Nigeria.
Unit of Analysis: The unit of analysis involved the staff at the time of this study.
In carrying out an investigation of this nature the researcher must of necessity be faced with some constraints.
Firstly, the time constraints, the time frame provided for this study was short.
Secondly, Financial constraints. Usually, a study of this nature involved some level of expenditure therefore; finance was also a limiting factor.
Thirdly, Poor response from the respondent and inability to access the entire population of the study. In the next segment significance of the study will be discussed and lastly, poor measurement instrument.
1.8 Definition of Related Terms
Avoidance: This attempts to keep the conflict surfacing at all or would simply ignore the conflict or impose a solution.
Avoidance: This study argues that “avoidance” in some instances, be recognized as an active form of conflict resolution.
Ambiqouos role: It reflects a desire to meet one’s own needs and concerns at the expense of the other party.
Conflict Management Strategies: This can be defined as attempt to control or regulate conflict through numbers of measures.
Conflict: This refers to a solution in which there is incompatible goals recognition or emotion within or individual or group that lead to opposition.
Organizational Success: Organizational success is a measure by how well a company meets the individual objectives of its business plan.
Profitability: Profitability is the state of yielding financial profit or gain. It is often measured by price to earnings ratio.