Conflict Management Strategies and Employees Performance in a Selected Manufacturing Firms in Lagos State

Solomon Adejare Babarinde and Adebola A. Alade
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Solomon Adejare Babarinde: Department of Politics and International Relations, Faculty of Management and Social Sciences Lead City University, Ibadan, Nigeria
Adebola A. Alade: Department of Politics and International Relations, Faculty of Management and Social Sciences Lead City University, Ibadan, Nigeria

International Journal of Research and Innovation in Social Science, 2024, vol. 8, issue 11, 50-59

Abstract: The aim of the study is to examine conflict management practices and employee’s performance in a selected manufacturing firms in Lagos State. Respondents comprised 357 employees across selected manufacturing companies through the use of stratified random sampling technique. Data were generated through the use of validated structured questionnaire. Descriptive and inferential statistics were employed to analyze data collected from the respondents. The study used Spearman correlation analysis as methodology tool. Findings indicated that there is a significantly positive relationship between conflict management strategies (collective bargaining, compromise, and accommodation) and organizational goal attainment. Non-integrative conflict management strategies (competition, domination and avoidance) had a negative statistically determinate effect on organizational goal attainment. The result also indicated that there is a significant relationship between conflict management (collective bargaining, accommodation, confrontation, and avoidance) and employees’ performance among selected manufacturing companies in Lagos State. The study recommended that Both management and employees must resolve to work together amicably by formulating potent strategies and sustaining acceptable policies as effective machinery for managing conflict on continuous basis in organizations.

Date: 2024
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