DISPUTE RESOLUTION AND EMPLOYEE PRODUCTIVITY OF DELTA STATE UNIVERSITY, ABRAKA ADMINISTRATION.
ABSTRACT
This study aimed to explore Dispute resolution and employee productivity. Research methodology: Semi-structured interviews were conducted on a cross-section of management staff, heads of department, and units. A descriptive method was adopted for data analysis. Results: The results of this study revealed that employee engagement is a by-product of employer-employee relations and the quality of the relationship is one of the most critical factors that drive engagement and satisfaction of employees. Limitations: The challenge was the inadequate number of respondents interviewed due to time constraint. Contribution: The study provided insight into the so called "soft aspect" of an organization and the way people relate with one another, and advocated the need for employers, managers, and supervisors in organizations to recognize the emotional composite of an employee, and the creation of a healthy relationship that would meet the employee' emotional needs.
TABLE OF CONTENTS
DECLARATION
CERTIFICATION
DEDICATION
ACKNOWLEDGMENTS
TABLE OF CONTENTS
ABSTRACT
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of Problem
1.3 Objective of the Study
1.4 Research Questions
1.5 Statement of the Hypothesis
1.6 Significance of Study
1.7 Scope of the Study
1.8 Operational Definition of Key Terms
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
2.2 Conceptual Framework
2.3 Theoretical Framework
2.4 Empirical Review
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design
3.2 Population of the Study
3.3 Sample Size
3.4Sampling Technique
3.5 Method of Data Collection
3.6 Technique for Data Analysis
3.7 Model Specification and Variable Definition
3.8 Measurement of Variables
CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Presentation of Data
4.2 Discussion of Findings
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary
5.2 Conclusion
5.3 Recommendations
References
Appendix
CHAPTER ONE
INTRODUCTION
1.1 Background to the study
There has never been a corporation that has never had a conflict. Antagonisms, tensions, aggressions, stereotypes, unfavorable attitudes, and disappointments will always be present in every organization in which men must live and work together. People's lives are inextricably linked to conflict. In the organization, there are many different perspectives on conflict. Some people regard conflict as a negative experience that must be avoided at all costs. Others feel that conflict is a natural occurrence that must be dealt with (Eyjolfsdottir & Smith, 2019). From this perspective, a conflict is viewed as an opportunity for personal growth, and individuals try to take advantage of it. In companies, potential conflict may arise in almost every choice that a manager must make. One of the most crucial components of the manager's job is dealing with possible conflicts swiftly and effectively. Because conflict appears to be inevitable, managers must be able to detect the origins of conflict, assess its constructive as well as destructive potential, learn how to manage conflict, and put dispute resolution procedures into practice (Fleetwood, 2017).
Dispute is an unavoidable element of working life; we all have our own perspectives, ideas, and sets of beliefs. We all have our own perspectives on things and act in ways that we believe are appropriate. Some people may see conflict as a bad, undesirable condition that has to be avoided. At the other hand, some people may see it as a fact, that must involve management. Others think about as an opportunity for personal growth. Since disputes arise at all levels of the organization, in recent decades, their study has become a subject of interest to many practitioners and theorists. Because dispute is seemingly inevitable, evidently it is imperative for managers to be able to recognize the source of the dispute, to view it’s constructive as well as destructive potential, to learn how to manage dispute and to apply dispute resolution technique in a practical way (Dumaine, 2014). Until the ’90s of the 19th century, the literature viewed dispute as a counterproductive phenomenon. Theorists have proposed that organizational dispute can be constructive, under certain circumstances.
However, empirical studies have not confirmed the view of theorists. Over time, organizations have become less centralized and the workers were connected and dependent on the work of each other. Since then, workplace conflict has grown increasingly prominent in organizations. Workers become increasingly reliant as the business becomes more decentralized, and decision-making responsibility grows (Nohria, & Garcia‐Pont, 1991). As a result of these developments, new sorts of labor disputes have emerged amongst diverse groups of employees. In addition, the workforce is growing increasingly diversified. More women, immigrants, and ethnic minorities, as well as persons from various educational and cultural backgrounds, worked in organizations. In comparison to the past when the organization's staff was mostly homogeneous, this variety has unavoidably resulted in the rise of various sorts of workplace disputes (Williams & O'Reilly, 2018).
Positive interpersonal relationships at work have an advantageous impact on both organizational and individual variables. Research has demonstrated that friendships at work can improve individual staff attitudes such as job satisfaction, job commitment, engagement and perceived organizational support (Morrison, 2009; Zagenczyk, Scott, Gibney, Murrell, & Thatcher, 2010). In addition, staff’snegative work attitudes can be mitigated when peers act as confidantes to discuss bad and unpleasant work experiences (Anderson & Martin, 2015; Morrison, 2009; Song & Olshfski, 2008). Finally, valued work relationships can influence organizational outcomes by increasing institutional participation, establishing supportive and innovative climates, increasing organizational productivity and indirectly reducing the intent to turnover (Berman, West, Richter, & Maurice, 2002; Crabtree, 2004; Ellingwood, 2004; Riordan & Griffeth, 1995; Song & Olshfski, 2008).
One the other hand, employees is a major human resource hired by organizations to perform tasks, under certain conditions, to meet the various organizational goals. An employee as a person employed for wages or a salary, and includes an apprentice (Kenya Employment Act, 2007). Employees are the most important asset in an organization and without them the running of an organization becomes difficult because they support the smooth running and success of the organization through various tasks and activities in order to meet the organization's goals. Employee performance is the contribution of employees to meet organizational goals and how well an individual executes their duties and responsibilities within the organization (Thao & Hwang, 2010).
Performance is a critical factor for the success of an organization and therefore management through its HR department should ensure that the policies and procedures used in the evaluation process impact positively on employees and drives them to perform effectively (Dobre, 2013). The identified practices that encourage effective employee performance include motivation, reward,and good industrial relations. Saeed, Anis-ul-Haq, Almas and Niazi (2014),stated that management has to look after the welfare of employees by encouraging them to perform effectively and without neglecting other resources at the disposal of the organization. In organizations, employee performance is usually measured through employee evaluations which are done annually, quarterly, and semi-annually depending on the organization. Employee evaluation refers to the process of assessing the general performance of an individual employee and is normally carried out by immediate supervisors (Dobre, 2013).
The study focused on the effect of dispute resolution strategies on employee performance in Delta State University, Abraka. The Nigerian workforce has a unique mentality and a very interesting organizational culture. Uncertainty avoidance is relatively low in Nigeria which is why risky situations occur in Nigerian firms. Nigerians have adapted to such circumstances and strive to have a positive outlook on life. Nigerians want to be optimistic and practical rather than realistic, therefore managers do not depend heavily on formal rules when making judgments. As a result,they are at ease in confusing circumstances. Most employees, it is claimed, lack self-discipline and are frequently late or pay attention to details (Park & Antonioni, 2007; Koza & Dant, 2007; Daniyan-Bagudu et al., 2017). Managers are generally preoccupied with their own departments, ignoring what is going on in other sections of the organization, due to Nigerian society's disorganized and individualistic tendency. Collaboration with colleagues from different departments is strong, whereas collaboration with supervisors and their subordinates is low. Such cultural diversity makes Nigerian companies an excellent research subject for conflict resolution solutions. This research will be relevant for managers as they may identify the gaps in their dispute resolution strategy approach and work on improvements.
The absence of proper grievance procedures in many firms cause poor bargaining (reflected in strikes, work to rule, lock out, dismissal etc.) and will lower moral of workers, perhaps higher labour turnover rate and malaise at the commanding nature of decision. It is therefore advocated if not mandatory that every firm should have one type of grievance procedure or another. The grievance procedure may be used for the settlement of both individual and collective grievances, although. It is used mainly for the former.
In the case of an individual grievance, the worker is expected to take his grievance directly to his supervisor and if there is no satisfaction, the worker can take the matter further to his manager. At the stage of the manager, the matter is still personal and no other people are involved. However, if the worker does not receive satisfaction from his manager, the matter is referred to the personnel manager, and at that stage the local union secretary will involve. Therefore a grievance that started as an individual grievance now becomes a union matter. If badly handled it may become a collective grievance involving all the workers in the organization and may result in a strike.
The question this project addressed is how manager recognizes in advance conflicts that are likely to be adverse or productive. The answer is that there is no ‘cut and dried’ rule to help any manager. After all, it is not conflict parse that is either production or destructive. What is important is conflict management, which eventually loads to conflict aftermath.
A manager manages every organization conflict. The implication of this is that no conflict is ever destructive except it is mismanaged. Instance of what would have been productive conflict but for mismanaged abound. Conflict management is therefore one of the qualities of a perceptive manager. In the hands of a good and well verse manager, conflict becomes an instrument for organizational growth. On the alternative, it is also a good tool for destruction, because no organization can long survive without conflict and considering how conflict can help both an individual and organization. The need to find measures of remedying or addressing conflicts thus arises.
1.2 Statement of the Research Problem
Several research studies have been carried out on different concepts of dispute resolution and determining their relationship with different dependent variables such as employee performance, job satisfaction, motivation and others. Dispute resolution strategies are seen to have various ways on how to suppress disputes either permanently or temporarily. Some studies had found out that adopting the right strategy to manage disputes in the workplace increases the performance of the employees. Dispute is seen to be inevitable and presently continues to be an issue in almost all organizations, thus, organizations, managers or leaders with visions use compromising strategy to manage disputes. Such managers try as much as possible to eradicate the effects of disputes that may be a problem in achieving the organizational goals and objectives in the long run. Organization as of late has been seen to be a center of tension in society on a number of occasions, they are a manifestation of disputes in communities, firms and society at large; this is to know the positive and negative impact it will have on the organization and employee performance in the long run, and to find a way on how to manage disputes and to apply dispute management strategies and follow the proper steps. Dispute is not seen as old or new in organizations since they are unavoidable in societal organizations; thus, employees still put up issues such as those regarding the increase in their reward and compensation for the services they offer to the organization. Once these issues are not handled, they may create other issues such as industrial action which can mean to be disastrous in the long run. For example; the employees end up on strike which may take a long and may have a negative impact on those who need their services especially if their issues are not settled immediately (Chai et al., 2016; Van Der Merwe, 2002; Dess et al., 1995; Lestariasih & Dewi, 2021).
Also, with disputes on the rise and taking time when solving, management end up using a different approach to managing dispute which yield results to mitigate the disputes that arise and ensure employees continue performing to the standards of the organization. However, irrespective of the dispute resolution approach adopted, the organizations still face challenges like demand for an increase in wages, better working conditions or security. These factors have to be managed by using the most suitable strategies or approaches in regard to the situation at hand. Therefore, it’s important for management to employ different dispute resolution strategies, use them appropriately and encourage the continuous performance of employees to perform according to the standards of the organization. Therefore, this study seeks to examine the effects of dispute resolution strategies on employee performance, in Delta State University, Abraka?.
Employee dissatisfaction with the job will necessitate the out break of conflict from time to time, which will thus be an antecedent to labour turn over and consequently a fall in production. Managing conflicts among groups therefore is a crucial skill for those who could lead modern organization. Some of the areas where disputes arise between management and employee are as follows; Employee wants increase in pay and benefits to be more competitive with either organization.Employees seek training and development programs to increase skills and abilities. They want incentive pay programs instituted. Increase teamwork and co-operation by group size to increase cohesiveness and involving groups in decision making for important decisions.
1.3 Objectives of the Study
The objectives of the study include;
1. To critically examine management style, union leadership, style, machinery for conflict resolution and the general staff disposition in conflict management.
2. Analyze Labour management relation.
3. Put forward prescription or better Labour management relations necessary for the achievement of the objectives.
1.4 Research Questions
The research questions are as follows;
1. What are the management style, union leadership, style, machinery for conflict resolution and the general staff disposition in conflict management?
2. Are labour management relations analyzed?
3. What are the prescription or better labour management relations necessary for the achievement of the objectives?
1.5 Statement of Hypothesis
Hypothesis are assumptions made in order to enable the theoretical frame work of the research through the empirical analysis of data collected and to arrive at a conclusion as to whether the hypothesis are valid or not.
Therefore, the hypotheses to be tested are;
1. Ho: Lack of equitable pay and benefits with those of companies similar in production does not lead to lowering of employee morale.
Hi: Lack of equitable pay and benefits with those of companies similar in production leads to lowering of employee moral.
2. Ho: failure to provide incentive pay programmes and infrastructure facilities does not result in employee motivation.
Hi: failure to provide incentive pay programmes and infrastructure facilities result in employee motivation.
3. Ho: failure to acknowledge the existence of the union, as workers representation is not responsible for incessant strike in the organization.
Hi: failure to acknowledge the existence of the union, as workers representation is responsible for incessant strike in the organization.
1.6 Significance of the Study
This study will afford the readers a clear understanding of how employers manage their employees in an organization. Students of business studies particularly those offering management courses, the finding of this study will serve as a re-enforcement to the understanding they already have.
The research is to enable the researcher to have an in-depth knowledge & conflicts management and resolution in an organization therefore enabling to offer useful suggestions and contributions in solving these problems.
1.8 Operational Definition Of Terms
Leadership: is a set of mindsets and behaviors that aligns people in a collective direction, enables them to work together and accomplish shared goals, and helps them adjust to changing environments.
Management: is the coordination and administration of tasks to achieve a goal. Such administration activities include setting the organization's strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources.
Dispute: an argument or disagreement, especially an official one between, for example, workers and employers or two countries with a common border: a bitter/long-running dispute.
Style: a particular manner or technique by which something is done, created, or performed. a unique style of horseback riding. the classical style of dance. b. : a distinctive manner of expression.
Resolution: a formal statement of decision or opinion, the act of finding an answer or solution to a conflict, problem, etc.
Employee: An employee is someone who's hired to do a particular job for pay. If you like to shop in a certain store, you might also enjoy being an employee there. You can see the verb employ, meaning "put to use," in employee.
Productivity: the effectiveness of productive effort, especially in industry, as measured in terms of the rate of output per unit of input.
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