Intergroup Conflict and Organizational Performance: A Case of Kiboga Hospital, Uganda

Antony Tebitendwa

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Abstract: The study aimed at finding out whether there is a relationship between intergroup conflicts and organizational Performance, using the case of Kiboga hospital. The study contributes to the body of existing literature by laying down strategies for managing and reducing intergroup conflicts. The study employed a cross-sectional research design along with a quantitative approach. The study population was 95 of which a sample size of 76 respondents was selected using Krejcie and Morgan table. Data was collected by the use of a questionnaire which was self-administered. Data were analyzed by the use of Statistical Package for Social Science (SPSS) through descriptive statistics and correlation analysis. Results revealed that respondents consented that intergroup conflicts affect performance with an average mean of 4.154 and a standard deviation of 1.092. A correlation coefficient of 0.903 which is significant at 0.01, revealed that there is a significant relationship between intergroup conflicts and performance which lead to the rejection of a null hypothesis. The study concluded that moderate levels of conflicts improve performance since they stimulate thinking and creativity in decision making towards goal achievement. However, extreme levels of conflict reduce performance in terms of patient care for our case of investigation. The study recommended strategies management can employ to manage extreme levels of conflicts to improve patient care.

Keywords: conflict; intergroup conflicts; organizational performance; patient care; conflict management (search for similar items in EconPapers)
JEL-codes: D23 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ito:pchaps:230616

DOI: 10.5772/intechopen.96150

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