ABSTRACT
The study focused on the effect of organisational conflict on employees’ performance in Nigerian Breweries Plc, Ama Plant-Enugu State. The specific objectives are to: ascertain the effect of task conflict on employees’ task performance, evaluate the effect of relational conflict on employees’ contextual performance and find out the effect of value conflict on employees’ adaptive performance in Nigerian Breweries Plc, Ama Plant,Enugu. The study adopted survey research design, primary and secondary sources of data were used. The target population of the study consisted of all the employees of Nigerian Breweries Plc, Ama Plant. Random sampling techniques, content validity and Cronbach Alpha reliability instrument were adopted. Multiple Regression analysis was used in testing the study hypotheses. Two null hypotheses were rejected and the other two accepted. Findings revealed that: At 1% level (Sig < .01) of significance, task conflict has a significant effects on employees’ task performance, relational conflict do not have any significant effects on employees’ contextual performance in Nigerian Breweries Plc, Ama Plant. The study concluded that organisational conflict has positive and negative effects on employees’ performance in Nigerian Breweries Plc, Ama Plant. The study recommended that the management of Nigerian Breweries Plc. need to appreciate, recognize and identify the source of conflict, compare and contrast its constructive and destructive potentials and identify alternative techniques to manage task conflict, especially creating an avenue for employees to meet and talk out their differences. Management need to maintain an organisational culture and policy that encourages inclusiveness and discourages prejudice, partisanship, non-objectivity and tendentiousness in order to checkmate conflict and boost employees’ performance in the organisation.
TABLE OF CONTENTS
Title
Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Table
of Contents vi
List
of Tables ix
List
of Figures x
Abstract xi
CHAPTER 1: INTRODUCTION
1.1
Background of the Study 1
1.2
Statement of the Problem 3
1.3
Objectives of the Study 5
1.4
Research Questions 6
1.5
Hypotheses of the Study 6
1.6
Significance of the Study 7
1.7
Scope of the Study 8
1.7.1 Unit
scope 8
1.7.2 Content
scope 8
1.7.3 Geographical
scope 9
1.8
Limitations
of the Study 11
1.9
Operational Definition of Terms 12
CHAPTER 2: REVIEW
OF RELATED LITERATURE
2.1
Conceptual Review 15
2.1.1 Organisational
conflict 15
2.1.2
Employees performance 18
2.1.3 Dimensions of employee performance 20
2.1.4
Types of conflicts 24
2.1.5
The views about conflict 30
2.1.6
The causes of conflict 32
2.1.7
Task conflict 35
2.1.8
Relationship conflict 37
2.1.9
Personal-organisational values 38
2.1.10
Process conflict 39
2.1.11
Conflicts and employees performance 40
2.1.12
The effect of task conflict on task performance 43
2.1.13
Effect of relationship conflict on task performance 44
2.1.14
Conflict management styles 45
2.2
Empirical Review 49
2.3
Theoretical Review 63
2.3.1
Human relations theory 63
2.3.2
Expectancy theory 64
2.3.3
Systems
theory 66
2.3.4
Conflict
management theory 71
2.3.5
Traditional theory of conflict management 73
2.3.6
Contemporary theory of conflict management 74
2.3.6.1
Application of contemporary theory of conflict management to the study 75
2.4
Summary of the Review of
Related Literature 76
2.5
Gap in Literature Review 78
2.6
Conceptual framework of
organisational conflict and
Employees’
performance 79
CHAPTER 3: RESEARCH METHODOLOGY
3.1
Research Design 81
3.2
Population of the Study 81
3.3
Sources of Data
Collection 81
3.3.1 Primary
data 81
3.3.2 Secondary
data 82
3.4 Sample
and Sampling Procedure 82
3.4.1 Sample
size determination 82
3.5 Validity
of the Instruments 83
3.6 Reliability
of the Instruments 84
3.7 Methods
of Data Analysis 85
3.8 Model
Specification 85
CHAPTER
4: DATA PRESENTATION AND ANALYSIS
4.1
Data Presentation 88
4.2
Effect of task Conflict
on Employees’ Task Performance
in Nigerian Breweries Plc. Ama Plant 89
4.3
Effect
Relational Conflict on Employees’ Contextual
Performance
in Nigerian Breweries Plc. Ama Plant 92
4.4
Effect of value Conflict
on Employees’ Adaptive Performance in
Nigerian Breweries Plc. Ama Plant 95
4.5
Effect of Process
Conflict on Employees’ Task
Performance in Nigerian Breweries
Plc. Ama Plant 98
4.6
Discussion of Findings 100
CHAPTER 5: SUMMARY,
CONCLUSION AND RECOMMENDATIONS
5.1
Summary of Findings 104
5.2
Conclusion 104
5.3
Recommendations 105
5.4
Contributions to
Knowledge 107
5.5
Suggested Areas for
Further Research 108
REFERENCES 109
APPENDICES 117
LIST OF TABLES
3.1 Showing Coefficient of Correlation of the
Reliability of the
Research
Instrument. 85
4.1: Showing the number of questionnaire
sampled in Nigerian
Brewery Plc. Ama Plant, Enugu State
and the number of
questionnaire that was returned. 88
4.2: Showing
Multiple Regression analysis result on the effect of task
conflict on
employees’ task performance in Nigerian Breweries
Plc. Ama Plant. 89
4.3: Showing Multiple
Regression analysis result on the effect
of relational
conflict on employees’ contextual performance
in Nigerian Breweries Plc. Ama Plant. 92
4.4: Showing Multiple
Regression analysis result on the effect of value
conflict on
employees’ adaptive performance in Nigerian Breweries
Plc. Ama Plant. 95
4.5: Showing Multiple
Regression analysis result on the effect of
process conflict
on employees’ task performance in Nigerian
Breweries Plc. Ama
Plant. 98
LIST OF FIGURES
1: Levels of
Conflict 28
2: Competitive
versus Cooperative Conflict 32
3: Various Sources of Organisational Conflict 34
4: System Approach to
Organisation 70
CHAPTER 1
INTRODUCTION
1.10
BACKGROUND OF THE STUDY
Conflict is ubiquitous
by nature and unavoidable in human existence. It is a product of human
interaction and relation, and its occurrence is only among and between parties
or groups. Conflict as an obstacle, is an inescapable component of social life
which pervades various organisational process (Agwu, 2013). Increasing
uncertainty and complexity in the operating environment of organisations
provide fertile grounds for the onset of conflict. Organisations are breeding
grounds for conflict, including those arising out of harassment, discrimination
and personality clashes (between employees, employees and their managers,
particularly recently assigned managers). In the process of achieving
organisational objectives, disappointments, disputes and conflict will surely
arise. This strongly suggests that the occurrence of bickering, backbiting,
blame shifting, gossiping and undermining of others can never be completely
eradicated from any organisation. Longe (2015), explains that organisational conflict is the
lack of good rapport that happens because the actual or perceived needs, goals,
interests or values of the different members do not agree and there is
frustration as each of them tries to bring their own contribution to the
achievement of organisational goals. Thus, organisational conflicts are bound
to occur especially because organisation has different individuals and the
daily relationship with others can lead to disagreements, discord in the
organisation and there is competition for security, recognition, power and
roles (Olang, 2017). The nature of today’s organisation,
whether public or private, inevitably generates conflicts which result from the
scarcity of freedom, positions and resources, structurally challenges such as
communication and leadership problems as well as differences in the
personality, attitudes, feelings, needs and perceptions between and/or among
the employees, which may occur with debilitating effects on employees
performance (Saranya, 2016).
Organisational
conflict is thus endemic in contemporary organisations and manifests in various
forms including rivalries, fight for power and favour, jealousy, personal
conflicts or in more serious forms such as employee strikes and legal actions, all
questions employees’ performance in the organisation (Mughal & Khan, 2013).
Employee performance is affected when conflicts are many and this affects how
the employee performs in the work environment. Conflicts may affect the
creativity, innovation, efficiency, effectiveness and performance of the
employees (Iravo, 2011). However, conflict managed properly may be a catalyst
for change and can have a positive effect on employee’s satisfaction and
performance. When conflict is positive it encourages creativity, new looks at
old conditions, the clarification of points of view, and the development of
human capabilities to handle interpersonal differences. Conversely, conflict
can be negative when it creates resistance to change, establishes turmoil in
organisation or interpersonal relations, fosters distrust, builds a feeling of
defeat, or widens the chasm of misunderstanding (Adilo, 2019). Organisational conflicts are classified into; tasks
conflict, value conflict, relationship conflict and process conflict (Jehn
& Mannix, cited in Idaya, Muhammad & Tengku, 2016). Troth cited in
Idaya, et al., (2016), explains that
task conflict among team players are usually caused by disagreement of ideas,
opinion, viewpoint and even the task to be done. Relationship conflict however,
includes tension, work pressure, frustration and personal differences which
involves attitude, preferences, personality and interpersonal style. There
devastating effect on employees’ performance may be undeniable (De Dreu and
Weingart, cited in Idaya, et al.,
2016).
To
optimize employees’ performance, management of Nigerian
Breweries Plc.
makes deliberate effort to enhance the facilitators/enablers of employee’s
performance while at the same reducing or eliminating forces that adversely affect
or impede employees’ performance. They acknowledged that
conflicts though common, are dangerous because they may involve delicate
interpersonal relations that can explode and disrupt performance and that when
management ignores conflicts; they send a message that unsatisfactory job
performance and inappropriate behavior are acceptable. Therefore, the management of Nigerian
Breweries Plc.
endeavors to create a conducive and congenial work environment devoid of rancor
or acrimony for enhanced employees’ performance, in order to maintain a pool
of talented workforce who are attune with the current realities within the
industry and the fast-paced challenging organisational environment, yet
flexible enough to dream and grow with the organisation in creating the desired
brewery industry of tomorrow. However, conflicts are endemic, integral and
ephemeral part of humans and are inevitable in organisations with
incapacitating or amplifying effects on employees’ performance. Against this
backdrop, this study was initiated to evaluate organisational conflict and employees’
performance of Nigerian Breweries Plc. Ama Plant, Enugu State.
1.11
STATEMENT OF THE PROBLEM
Conflict is part of every job as even
the most competent, intelligent, ethical people will disagree on issues from
time to time. In many Nigerians organisations, conflicts are consuming so much
organisational time and attention that organisations are starting to look as
though conflict is their primary business (Ojielo, cited in Adilo, 2019). This development is
largely due to the inability of organisational management to view conflict
management systematically as they view information, human resources, and
financial management systems. Instead, conflict is viewed and handled in
piecemeal and is considered as local events. The inability to view and manage
workplace conflicts systematically has therefore rendered conflict
dysfunctional with debilitating effects on employees’ performance in some
organisations. Conflict can have
a devastating effect on performance, especially if it consumes the energies of
employees rather than focusing on other productive activities (Ongari cited in Prince, Samuel, Benjamin &
Wilson, 2015). Moreover it can interfere with
group process and create so much interpersonal hostility that group members may
not be willing to cooperate together to achieve organisational goals (Hackman & Morris cited in Prince, et al., 2015). Furthermore, unsolved
conflicts can generate into bigger contentions which has the potential of
engendering more controversies. Conflict may lead to frustration, tension, low
morale, missing meeting deadlines, lack of self-confidence, low trust level,
communication problems, absenteeism, and legal proceedings (Buss, cited in Adilo, 2019). Mismanaged and
unresolved conflict causes stress, reduces confidence levels, makes employees
anxious, and frustrated. All these lead to lesser job satisfaction,
humiliation, embarrassment, and stressed; these induce psychological and
physical diseases which incapacitate employees with abysmal performance.
Any organisation that is facing
internal conflicts of any kind cannot make progress, neither can such organisation
compete against its competitors because the employees will be unable to focus
on the goals and aim of the organisation, instead they will focus on the conflicts.
Task conflict, relational conflict, value conflict and process conflict in Nigerian
Breweries Plc. Ama Plant, Enugu State, may be one of the most destructive antecedents
of demotivation, may reduce level of employees’ job satisfaction and even reduce
employees’ task performance, contextual performance and adaptive performance which
ultimately will lead to a significant reduction in the overall performance of
the organisation. Task conflict, relational conflict, value conflict and
process conflict in in Nigerian Breweries Plc. Ama Plant, Enugu State may
easily influence team’s ability to perform effectively when time is spent on
solving derails and personal conflicts among team members. Thus, Task conflict,
relational conflict, value conflict and process conflict in Nigerian Breweries
Plc. Ama Plant, Enugu State, may tends to generate a destructive climate, which
will fosters negative affections, misattribution and non-collaborative team
behaviour, that may lead to unsuccessful team functioning, impede and obstruct employees’
task performance, contextual performance and adaptive performance. Therefore,
the need to keep organisational conflicts on check and regularly evaluates its
effects on employees’ performance in Nigerian Breweries Plc. Ama Plant, Enugu
State through empirical study cannot be overemphasized, in order to ensure that
organisational conflicts will not hamper employees’ performance which will have
devastating consequences on overall performance of Nigerian Breweries Plc. Ama
Plant, Enugu State. Furthermore, there is need to empirically evaluate the
effect of task conflict, relational conflict, value conflict and process
conflict on employees’ task performance, contextual performance and adaptive
performance to ensure that adverse consequences are spotlighted on time and
corrected immediately in order to keep the organisation on the track of
efficiency and sustainability. Drawing from the above, this study: Organisational
conflict and employees’ performance of Nigerian Breweries Plc. Ama Plant, Enugu
State were initiated.
1.12
OBJECTIVES OF THE STUDY
The broad objective
of this study is to determine the effect of organisational conflict on
employees’ performance in Nigerian Breweries Plc. Ama Plant, Enugu State. The
specific objectives are to:
i.
ascertain the effect of
task conflict on employees’ task performance in Nigerian Breweries Plc. Ama
Plant.
ii.
evaluate the effect of
relational conflict on employees’
contextual performance in Nigerian Breweries Plc. Ama Plant.
iii.
find out the effect of
value conflict on employees’ adaptive performance in Nigerian Breweries Plc.
Ama Plant.
iv.
examine the effect of
process conflict on employees’ task performance in Nigerian Breweries Plc. Ama
Plant.
1.13
RESEARCH QUESTIONS
The following research questions were answered
by the study:
i.
What is the effect of
task conflict on employees’ task performance in Nigerian Breweries Plc. Ama
Plant?
ii.
How does relational conflict
affect employees’ contextual performance in Nigerian Breweries Plc. Ama Plant?
iii.
What are the effects of
value conflict on employees’ adaptive performance in Nigerian Breweries Plc.
Ama Plant?
iv.
How does process conflict
affect employees’ task performance in Nigerian Breweries Plc. Ama Plant?
1.14
HYPOTHESES OF THE STUDY
The following hypotheses posited in a null form
were tested:
HO1: Task conflict does not have any significant
effect on employees’ task performance in Nigerian Breweries Plc. Ama Plant.
HO2:
Relational conflict has no significant
effect on employees’ contextual performance in Nigerian Breweries Plc. Ama
Plant.
HO3: Value conflict does not have any significant
effect on employees’ adaptive performance in Nigerian Breweries Plc. Ama Plant.
HO4: Process conflict has no significant effect on
employees’ task performance in Nigerian Breweries Plc. Ama Plant.
1.15
SIGNIFICANCE OF THE STUDY
Empirically, the study findings will be of most significant to the
organisation that formed the scope of this study (Nigerian
Breweries Plc. Ama Plant). The study findings will enable the management of Nigerian
Breweries Plc. Ama Plant to have a holistic perspective of the effect of task
conflict, relational conflict, value conflict and process conflict on their employees’
task performance, contextual performance and adaptive performance. The study will underscore the need to utilise
practical recommendations emanating from the study findings to ameliorate
organisational conflict and improve working relationship in the organisation
which will improve employees’ performance. Adopting and implementing the
recommendations emanating from the study will help management of Nigerian
Breweries Plc. Ama Plant to foster conducive working environment, breed mutual trust between
employees and management, boost employees’ moral, enhance their performance and
overall performance of the organisation. Practical recommendations emanating
from the study will help the employees of the organisation to build on their interpersonal
relationship, improve team work, team spirit and enhanced their performance in
the organiation.
Other
organisations both in the manufacturing industry and service industry will
benefit from the study findings and recommendations as it will enable them to
improve their employee relations and enhance the performance of their
organiation. The study findings and
recommendations will help to elicit a policy trust that will enable government to
ameliorate organisational conflict in their ministries and parastatals and help
to improve employees’ performance, which will enhance their organisational
effectiveness.
Theoretically,
the study will add to available literature on the subject matter. The
conceptual framework of the study will help future researchers to easily conceptualize
and delineate the effect of organisational conflict and employees’ performance
using the relevant indices. However, the study will bridge the gap on the
effect on organisational conflicts on employees’ performance in the brewery
industry. The study will also be a useful tool/guide to students and potential
researchers who will embark on a similar study.
1.16
SCOPE OF THE STUDY
This study focused on the
effect of organisational conflict on employees’ performance in Nigerian
Breweries Plc. Ama Plant, Enugu State.
1.16.1
Unit
scope
The
research involved all the employees of Nigerian Brewery Plc. Ama, Plant Enugu
State. Employees of Nigerian Brewery Plc. Ama, Plant Enugu State were the
target population of the study.
1.16.2
Content
scope
The
research focused mainly on how organisational conflict (task conflict, relational conflict, value conflict and process
conflict) of Nigerian Brewery
Plc. Ama Plant Enugu State has affected their employees’ task,
contextual and adaptive performance towards the achievement of
organisational goals.
1.16.3
Geographical
scope
The study was Nigerian
Brewery Plc. Ama Plant, Enugu State. Thus Enugu State is the geographical scope
of the study. Enugu, usually referred to
as Enugu State to distinguish it from the city of Enugu, is a state in southeastern
Nigeria, created in 1991 from part of the old Anambra State. Its capital and
largest city is Enugu, from which the state derives its name. The principal
cities in the state are Enugu, Ngwo, Agbani, and Awgu. Enugu State is one of
the states in the eastern part of Nigeria. The state shares borders with Abia
State and Imo State to the south, Ebonyi State to the east, Benue State to the
northeast, Kogi State to the northwest and Anambra State to the west.
Enugu,
the capital city of Enugu State, is approximately 2½ driving hours away from
Port Harcourt, where coal shipments exited Nigeria. Enugu is also located
within an hour's drive from Onitsha, one of the biggest commercial cities in
Africa and two hours' drive from Aba, another very large commercial city, both
of which are trading centres in Nigeria. The average temperature in this city
is cooler to mild (60 degrees Fahrenheit) in its cooler months and gets warmer
to hot in its warmer months (upper 80 degrees Fahrenheit) and very good for
outdoor activities with family and friends or just for personal leisure. Enugu
has good soil-land and climatic conditions all year round, sitting at about 223
metres (732 ft) above sea level, and the soil is well drained during its rainy
seasons. The mean temperature in Enugu State in the hottest month of February
is about 87.16 °F (30.64 °C), while the lowest temperatures occur in the month
of November, reaching 60.54 °F (15.86 °C). The lowest rainfall of about 0.16
cubic centimetres (0.0098 cu in) is normal in February, while the highest is
about 35.7 cubic centimetres (2.18 cu in) in July.
The
name of the state derives from its capital city, Enugu. The word
"Enugu" (from Enu Ugwu) means "the top of the hill". The
first European settlers arrived in the area in 1909, led by a British mining
engineer named Albert Kitson. In his quest for silver, he discovered coal in
the Udi Ridge. The Colonial Governor of Nigeria Frederick Lugard took a keen
interest in the discovery, and by 1914 the first shipment of coal was made to
Britain. As mining activities increased in the area, a permanent cosmopolitan
settlement emerged, supported by a railway system. Enugu acquired township
status in 1917 and became strategic to British interests. Foreign businesses
began to move into Enugu, the most notable of which were John Holt, Kingsway
Stores, the British Bank of West Africa and the United Africa Company.
From
Enugu the British administration was able to spread its influence over the
Southern Province of Nigeria. The colonial past of Enugu is today evidenced by
the Georgian building types and meandering narrow roads within the residential
area originally reserved for the whites, an area which is today called the
Government Reserved Area (GRA). From being the capital of the Southern Provinces,
Enugu became the capital of the Eastern Region (now divided into nine States),
the capital of now defunct Federal Republic of Biafra, thereafter, the capital
of East Central State, Anambra State, (old) Enugu State, and now the capital of
the present Enugu State through a process of state creation and diffusion of
administrative authority.
Economically, the state is predominantly
rural and agrarian, with a substantial proportion of its working population
engaged in farming, although trading (18.8%) and services (12.9%) are also
important. In the urban areas trading is the dominant occupation, followed by
services. A small proportion of the population is also engaged in manufacturing
activities, with the most pronounced among them located in Enugu, Oji, Ohebedim
and Nsukka. The state boasts of a number of markets especially at each of the
divisional headquarters, prominent of which is the Ogbete Main market in the
State capital, Enugu. There is also one of the largest grains market East of
the Niger, the Orie Orba Market which plays host to most farmers from the North
Central States of Benue, Kogi, Nassarawa and Plateau who use the market to
dispose their produce for consumers in South-East and South-Southern Nigeria.
Every four days, grains and other farm produce are found in large quantities
and at highly competitive prices. It is in this environment that Nigerian
Brewery Plc. Ama Plant, Enugu State is located.
1.17
LIMITATIONS OF THE STUDY
Having access to the Human
Resource manager of the organisation in order to conduct the study was the
major constraint encountered by the researcher especially in this post-covid-19
period despite having an introductory letter that was
stamped by my department (Department of Industrial Relations and Personnel
Management). However, I finally established contact with the Human Resource Manager; the manager perused
my questionnaire and attested its adaptability and validity to their work
environment, yet, could not allow me to sample the questionnaire as he claimed
that, the process would distract the production activities in the organization.
The manager later asked me to drop
my questionnaire with the messenger in the office, who would help to sample the
questionnaire. The researcher was in regular contact with the messenger, when
the sampled questionnaires were retrieved by the messenger, the researcher was
called to come and collect the completed questionnaire.
Another challenge encountered was logistic
issues as the researcher visited the organisation in Enugu State severally and
all involved financial cost. However, despite all these challenges, the
researcher was determined and persistent to ensure that the study was completed
in record time to the glory of Almighty God.
1.18
OPERATIONAL DEFINITION
OF TERMS
The following are the operational
definition of terms as used in the study:
Employees Performance:
Employee performance is a concept used to evaluate whether employees perform
their job very well within their organisation. It is the contribution of
employees in meeting organisational goals and how well individuals execute
their duties and responsibilities assigned within the organisation. It is a
rating system which is used in the organisation to determine and evaluate the
abilities and output of an employee in Nigerian Brewery Plc. Ama Plant.
Employees’ performance under consideration in this study includes: task performance, contextual performance and adaptive performance.
Employees:
Employees are the workforce of an
organization. They are the most important factors of production because they utilized
the material resources of the organisation to accomplish the organisation goals
and objectives. For the purpose of this study, employees are individuals who
provide labour for Nigerian Brewery Plc., Ama Plant and are paid for their
services.
Employees’
adaptive performance: Employees’
adaptive performance is individual’s ability
of Nigerian Brewery Plc. Ama Plant employees to acclimatize and provide
necessary support to the job profile in a dynamic work situation.
Employees’ contextual performance: Employees’ contextual performances
are prosocial behavior or extra role behavior
demonstrated by employees of Nigerian Brewery Plc. Ama Plant when at work. Such
behaviours are expected of them but they are not overtly mentioned in their job
description as part of their job responsibilities.
Employees’
task performance: Employees’
task performance are job explicit behaviours
expected from employees in Nigerian Brewery Plc. Ama Plant which includes
fundamental job responsibilities assigned to them as a part of their job
description.
Organisational Conflict: Organisational conflict is an interactive process manifested in
incompatibility, disagreement, dissatisfaction or dissonance within or between
two people or more parties. These organisational conflicts include task
conflict, relational conflict, value conflict and process conflict in Nigerian
Breweries Plc. Ama Plant.
Process conflicts: Process
conflicts are conflicts that arise as a result of controversies about aspects
of how task accomplishment will
proceed among employees in the same units or departments in Nigerian Brewery
Plc. Ama Plant. It pertains to issues of duty and resource delegation, such as
who should do what and how much responsibility different people should get in
departments in Nigerian Brewery Plc. Ama Plant.
Relational conflicts: Relational
conflicts are conflicts that arise as a result of tensions, annoyances,
disagreements and personal incompatibilities over matters such as beliefs,
values, habits, and personalities exhibited by employees in Nigerian Brewery
Plc. Ama Plant.
Task conflict: Task
conflicts are conflicts that arise as a result of differences in viewpoints and
opinions pertaining to a group task in Nigerian Brewery Plc. Ama Plant. It may
coincide with animated discussions and personal excitement but, by definition,
are void of the intense interpersonal negative emotions.
Value conflict: Value
conflicts are conflicts that arise as a result of variation in concepts or beliefs about desirable end states or behaviors
exhibited by employees in Nigerian Brewery Plc. Ama Plant that transcend specific situations, guide selection or
evaluation of behavior and events, and are ordered by relative importance in Nigerian
Brewery Plc. Ama Plant.
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