ABSTRACT
This research sets out to determine the relationship between conflict management and organizational performance of Oil/Gas Companies in Port Harcourt, Nigeria. Reconciliation, integration and accommodation were conceptualized as the dimensions of conflict management while increased profitability and market share were conceptualized as measures of the organizational performance. With reference to the conceptual and operational framework, the research answered six research questions and six hypotheses in order to determine the degree of positive linear relationship between conflict management and organizational performance. The Social Exchange Theory (SET) and Economic Exchange Theory (EET) were the sociological baseline theory used as the theoretical foundation for the study. Cross-sectional survey research design was adopted for the study. A total of Eighty (80) respondents were drawn from a population of one hundred (100) across the twenty Oil/Gas Service Companies in Port Harcourt, Nigeria using Krejcie & Morgan (1970) table for sample size determination for a given population. The researcher collected data on a macro level unit of analyses using a five point Likert Scale questionnaire tattled: “Questionnaire on Conflict Management and Organizational Performance of Oil/Gas service Companies in Port Harcourt (QOCMOP)”. The Questionnaire was validated via face validity, content validity and construct validity while Cronbach alpha was used to test for reliability of the research instrument. The data collected was analyzed at different levels. For primary level data, descriptive analytical tools precisely frequency tables supported with chats while for secondary data analysis, descriptive statistics was employed and for tertiary level data, inferential statistical tool [i.e. Pearson Product Moment Correlation Coefficient (PPMCC)] was used. These analyses were conducted using a computer software package called statistical package for social sciences (SPSS) version 20.0. The result of the findings revealed that reconciliation, integration and accommodation significantly influenced increased profitability and market share respectively. Based on empirical findings, the researcher then concluded that conflict management enhances corporate performance of Oil/Gas Service Companies in Port Harcourt, Nigeria. The researcher then recommends that: Oil and Gas Service Companies in Port Harcourt, Nigeria should stimulate reconciliation of their employees in order to ensure increased profitability; Oil and Gas Service Companies in Port Harcourt, Nigeria should stimulate reconciliation of their employees in order to ensure increased market share; Oil and Gas Service Companies in Port Harcourt, Nigeria should inspire integration of their employees in order to guarantee increased profitability Oil and Gas Service Companies in Port Harcourt, Nigeria should inspire integration of their employees in order to guarantee increased market share; Oil and Gas Service Companies in Port Harcourt, Nigeria should persuade accommodation of their employees in order to warrant increased profitability and Oil and Gas Service Companies in Port Harcourt, Nigeria should be coercions’ in adopting accommodation of their employees as a conflict management strategy in trying to ensure increased market share. This recommendation is owing to the fact revealed from empirical findings which a weak relationship between accommodation and market share was identified.
INTRODUCTION
Individuals have diverse backgrounds and cultural interests, goals and values may not be compatible with that of the organization hence conflict may arise. The word conflict brings to mind images such as antagonism, struggles between parties, opposition processes and threats to cooperation. Butnot all conflicts come in these forms. They come in form of needs to be metor desires to be satisfied, disagreements to be settled and ideas to be shared that eventually lead to change of attitudes, feelings and perceptions.
Fadipe (2000) sees conflict as a form of disagreement in an establishment between two individuals or groups who have cause to interact formally or informally. Similarly, Miller & King (2005), see it as basically a disagreement between two or more individuals or groups over compatible goals. Conflict therefore is a process of incompatible behaviour. It may involve the interference or disruption by one person or group of persons, or in some way or ways which make another action less likely to be effective.
According to Deutsch (1973), conflict inevitably means that people are working against each other, in such a manner that what one wants is incompatible with that which another wants. It could bring about competition in the pursuit of goals. What the competitor gets comes at the expense of others or the job. It is therefore counterproductive, disruptive, un-natural and produces a deviation from the free flow of events. A major factor that can throw parties into a state of incompatibility is their perception of the issue at hand or issue of interest. There are other factors that can contribute to the creation of conflict in organizations like task interdependence, scarce resources, goal incompatibility, communication failures, individual differences and poorly designed reward system (Mgbekem, 2004). Conflict is necessary and useful part of organizational life. It is inevitable and an integral part of the process of change. Indeed, it is an aid to cooperation, not an obstacle. There are two sides to conflict, one is destructive and unhealthy and the other has a problem-solving base where those involved are willing to sublimate personality differences, to listen to others’ views and to be open and candid to each other, to be supportive and helpful whereas the former defeats cooperation.
Albert (2001) averred that there are productive and destructive conflicts. According to him, a conflict is said to be positive when it is constructively discussed by the parties and amicable terms for settlement reached. Constructively managed conflict induces a positive performance while poorly managed conflict heats up the environment to bring about ‘dislocation of the entire group and polarization, reduced productivity on job performance, psychological and physical injury, emotional distress and inability to sleep, interference with problem activities, escalation of differences into antagonistic position and malice and increased hostility (Akanji,2005).
Through conflict management a cooperative atmosphere is created for promoting opportunities and movement directed towards non-violent, reconciliation or basic clashing interest. However, no matter how one looks at conflict, it is important to realize that conflict is one of the best ways in the world to turn the tide and improve unsatisfactory conditions. As a matter of fact, sometimes there may be no real dispute to be managed, but there may be need for greater understanding, cooperation and team work to promote interpersonal harmony and good organizational climate for teaching and learning. Therefore, conflict should not always be seen as something undesirable but rather as a necessary outcome that can bring positive consequences if properly managed.
TABLE OF CONTENT
CHAPTER 1: INTRODUCTION
1.0 Background of the Study 1
1.1 Statement of the Problem 3
1.2 Study Variables & Conceptual Framework 3
1.3 Purpose and Objectives of the Study 5
1.4 Research Questions 6
1.5 Research Hypotheses 7
1.6 Significance of the Study 7
1.7 Scope of the Study 8
1.8 Limitation of the Study 8
1.9 Definition of Terms: 9
CHAPTER 2: LITERATURE REVIEW
2.0 Theoretical Framework 10
2.1 Literature/Knowledge Gap 11
2.2 Concept and Dimensions of Conflict Management 12
2.2.1 Accommodation 16
2.2.2 Reconciliation 17
2.2.3 Integration 19
2.3 Concept and Measures of Organizational Performance 20
2.3.1 Organizational Profitability 33
2.3.2 Market Share 37
2.4 Relationship between Conflict Management and Organizational Performance 43
2.5 Organizational Framework 52
CHAPTERS 3: RESEARCH METHODOIOGY
3.0 Research Design 53
3.1 Population of the Study 53
3.2 Sampling Techniques and Sample Size Determination 55
3.3 Test of Validity and Reliability of Research Instrument 57
3.3.1 Validity Test 57
3.3.2 Reliability Test 57
3.4 Description of Research Instrument 58
3.5 Method of Data Collection 59
3.6 Method of Data Analyses 59
3.7 Tool for Data Processing 60
CHAPTER 4: DATA PRESENTATION, ANALYSES AND DISCUSSION OF FINDINGS
4.1 Data Presentation 61
4.2 Response Rate Analysis 66
4.3 Characteristic of Sample 67
4.3 Descriptive Statistics 72
4.5 Inferential Statistics 79
4.4.1 Test of Research Hypothesis One 80
4.4.2 Test of Research Hypothesis Two 81
4.4.3 Test of Research Hypothesis Three 81
4.4.4 Test of Research Hypothesis Four 82
4.4.5 Test of Research Hypothesis Five 83
4.4.6 Test of Research Hypothesis Six 84
4.5 Discussion of Findings 85
CHAPTER 5: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.0 Summary 88
5.1 Conclusions 88
5.2 Recommendations 89
5.3 Contribution to Knowledge 90
References 93
Appendix A
Appendix B
Appendix C
Reference code: MG010
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Reference code: MG010
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