CRITICAL ANALYSIS OF CONFLICT MANAGEMENT

STRATEGIES ON NIGERIAN ORGANISATION

[EVIDENCE FROM FEDERAL UNIVERSITY OF TECHNOLOGY OWERRI]

BY

IROKAH EMMANUEL EKENE

20114773498

A SEMINAR PRESENTED TO THE

SCHOOL OF MANAGEMENT TECHNOLOGY
FEDERAL UNIVERSITY OF TECHNOLOGY, OWERRI

IN PARTIAL FULFILMENT O FTHE REQUIREMENTS FOR THE

AWARD OF MASTER OF SCIENCE (M.SC) IN MANAGEMENT
TECHNOLOGY

AUGUST, 2018

i
 Abstract

This research analyzed conflict management strategies and organisational

performance by using staff of Federal University of Technology, Owerri (FUTO).
The study adopted a survey research design. 30 staff of FUTO was randomly
studied. Data was analyzed using table of means, and the hypothesis was tested
using multiple regression and Analysis of variance (ANOVA). Result indicates that
there is a significant (P<0.05) impact of conflict management strategies on
organisational performance. Moreover, when assessed individually, Internet
conflict management policy, library conflict management policy and conflict
management training strategies established significant relationships with
organisational performance. It is also evident in the model summary that conflict
management strategies explain changes in the performance of the organisation to
the tone of 60%. It is therefore recommended continuous adequate management
strategies should be adhered to in order to achieve sound and smooth
organisational process.

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 Table of Contents

Title page.................................................................................................................... i
Abstract ..................................................................................................................... ii
Table of Contents ..................................................................................................... iii
1.0 Introduction ......................................................................................................1
1.1 Problem Statement............................................................................................2
1.2 Purpose of the Study .........................................................................................3
1.3 Hypothesis of the Study....................................................................................4
1.4 Significance of the Study..................................................................................4
1.5 Scope of the Study ............................................................................................4
2.0 Literature Review .............................................................................................5
2.1 Concept of organisational conflict....................................................................5
2.1.1 Vertical conflict ..........................................................................................5
2.1.2 Horizontal conflict......................................................................................5
2.1.3 Causes of Organisational Conflicts ............................................................6
2.1.4 Conflict management strategies .................................................................7
2.2 Theories of conflict .........................................................................................10
2.2.1 The traditional view theory ......................................................................10
2.2.2 The human relations view theory .............................................................10
2.2.3 The Interactionist view theory .................................................................11
2.2.4 Perspective view theory ...........................................................................11
2.2.5 The function (outcome) theory.................................................................12
2.3 Empirical Framework .....................................................................................13
3.0 Research Methodology ...................................................................................15
3.1.1 Model Specification .................................................................................16
4.0 Results and Analyses ......................................................................................17

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 Table 1: Responses on the Impact of conflict management strategies on
organisational performance...................................................................................17
Table 2: Analysis of Variance ..............................................................................17
Table 3: Parameter Estimates ...............................................................................18
Table 4: Regression Statistics .............................................................................18
5.1 Conclusion ......................................................................................................20
5.2 Recommendations ..........................................................................................20
References ................................................................................................................21
Appendix ..................................................................................................................24

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1.0 Introduction

Organisational conflict has been reported (Bens, 1997) as the tension that is
experienced when a group of people feels that their needs or desires are likely to be
denied. It can also be regarded as a dispute that occurs when interests, goals or
values of different individuals or groups are incompatible with each other (Henry,
2009). According to Rahim (2011), conflict occurs whenever incompatible
activities occur. Conflict has been observed to be in existence in all human
organisations including the universities system. It could be described as all forms
of opposition, disagreement, friction between two or more parties and it manifests
in the forms of arguments, protests, demonstration, aggression and other
destructive behaviours. While conflict occurrence have been observed to be
inevitable and ubiquitous in human organisations, the strategies for managing it
have remained topical issues and matters of concern to individuals, groups and
scholars (Adeyemi et al., 2012).

Conflict management strategies according to Abdu-Raheem (2004) could mean

strife, controversy, discord of action and antagonism. It is the internal mechanisms
used by the various authorities in resolving conflict. Studies (Adeyemi et al., 2012;
Usoro et al., 2014) have revealed that people in organisations have both personal
and role preferences about the organisations’ actions and policies. However,
conflict exists whenever it is impossible for others to carry out their desired action.

Organisational Performance according to Richard et al. (2009) comprises the

actual output or results of an organisation as measured against its intended outputs
(or goals and objectives). Specialists in many fields are concerned with
organisational performance including strategic planners, operations, finance, legal,
and organisational development.

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In the Study of Adeyemi (2010) Nigerian school systems are faced with issues of
conflicts from time to time. He argued that conflict is the art of coming into
collision, clash or be in opposition with one another. His argument was in
agreement with the argument made by Sessa (1996) and Canavan et al. (2001) who
asserted that conflict situation is one in which the parties involved are unable to
iron out their differences.

1.1 Problem Statement

In Nigerian organisations conflicts arise when two or more individuals, groups,

communities, or nations pursue mutually exclusive or unharmonious goals. Often
times, the underlying factors include a scarcity of resources, a clash of interests,
incongruence of values, standards and principles, and a perception of being
displaced by other parties in pursuit of desired goals (like upgrade in positions).
The problem of this research stems out from the inability of the leaders and
managers to make conflicts constructive rather than destructive, marginal rather
than fundamental, and peripheral rather than central.

Several studies have noted that various forms of conflicts occur at varying degrees
and proportions in universities. For instance, Oyebade (2000) and Awosusi (2005)
reported that the level of occurrence of staff-authority conflicts in Nigerian tertiary
institutions was also high. Amuseghan (2007) found that the level of occurrence of
student-authority conflicts in the United Kingdom (UK) and Canadian universities
was high. Adeyemi et al. (2012) found that conflict in Nigerian universities
occurred frequently.

Despite the fact that conflict management strategies have been identified in
Nigerian institutions by researchers, for example Okoye et al. (2010) identified that

2
UNN and FUTO provide internet information and library services for conflict
resolution. Okoli et al. (2017) in their own study identified significant relationship
between cooperative methods of conflict management and FUTO employee
performance.

However empirical studies have not specified the extent to which Internet services
and library services impacted on the employees’ performance, coupled with the
call for training (for all senior and middle level managers) by the Public
Procurement Research Centre (PPRC) FUTO which capture conflict management
(PPRC, 2017). To close this gap, the present study tends to provide answers to the
following questions:

i. How has Internet information service on conflict management affected

employees’ performance in the study area?
ii. Is there any significant impact of library information service on conflict
management in the organisation
iii. What is the effect of training programmes on conflict management in the
organisation?

1.2 Purpose of the Study

This study is aimed at analyses of conflict management strategies and

organisational performance. Specific Objectives include to:

i. Assess the effect of Internet conflict management information on

organisational performance;
ii. Determine the impact of library conflict management information on
organisational performance;

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iii. Evaluate the effect of conflict management training programmes on
organisational performance.

1.3 Hypothesis of the Study

Ho; There is no significant impact of conflict management strategies on

organisational performance

1.4 Significance of the Study

The significance of this study lies in the fact that its finding will enable the
employees in service industries and institutions have in-depth knowledge of
conflict management strategies. The study will appraise the organisational
strategies towards conflict management, not only in Nigeria but across the world.
The study will also add to the literature on conflict management. It will equally
appraise the strategies of the governments towards conflict management.

1.5 Scope of the Study

This study titled critical analysis of conflict management strategies on Nigerian

organisation will be limited to Federal university of Technology, Owerri, where
staff will be surveyed on among others the impact of internet information services
and library services and training on conflict management.

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2.0 Literature Review

2.1 Concept of organisational conflict

Ikeda et al. (2005) observed that organisational conflict involves interpersonal

conflicts with colleagues or supervisors, or intergroup conflicts within different
sections of an organisation. There are two essential types of conflict in
organisations: vertical and horizontal (Imazai et al., 2002).

2.1.1 Vertical conflict

This occurs in groups of different hierarchical levels, such as Head of Departments

and Lecturers. In this type of conflict, differences in status and power between
groups are in generally large. When vertical conflict takes place between
operational workers and administration, their sources refer to: (i) psychological
distance: workers don’t feel involved in the organisation and feel that their needs
are not met; (ii) power and status: workers feel powerless and alienated; (iii)
differences in value and ideology: this difference represents underlying beliefs on
objectives and goals of an organisation and; (iv) scarce resources: disagreements
regarding benefits, salary and work conditions. In vertical conflict, apparently
individuals in lower organisational level seek to avoid conflicts with higher
hierarchical levels (Brewer et al., 2002).

2.1.2 Horizontal conflict

This occurs between individuals of the same level, such as deans or directors in the
same institution. There is little or no difference in status (Robbins, 1983) because
these aspects tend to equalize in equivalent hierarchical levels.

Pondy (1992) observed that it is expected that the top management peers perceive
more conflict internally between their groups than those of lower position. This

5
happens because of the following reasons: (i) people in higher hierarchical level,
rather than the lower ones, are engaged in non-routine activities and development
of politics, where orientation for the actions are less clear and chances for
disagreement, bigger and; (ii) people in higher hierarchical level, rather than the
lower ones, are probably less flexible in their points of view.

2.1.3 Causes of Organisational Conflicts

In any organisation, there are many causes of conflicts; however, conflicts within
an individual usually arise when a person is uncertain about what task is expected
to do, if not clearly defined by the supervisor or the person in charge (Henry,
2009). Furthermore, if the tasks of individuals working as a group are not clearly
defined by the management they will lead to more conflicts. Conflicts between
individuals (like subordinate and superordinate) may result from role-related
pressures. Conflicts would arise between staff and management if the goals were
not specified for the staff within a school or department (Duke, 1999).
Additionally, according to Adeyemi and Ademilua (2012), found that
Communication gap between the authorities and the workers was the major cause
of conflict in the universities, and there are innumerable origins of organisational
dispute and each produces its own variety of effects. In general, there are six major
sources:

(i) the interpersonal disagreements that arise when one person is experiencing
individual stress;
(ii) the problems resulting from role conflict, a condition that occurs when there
is a clash over one's role in the organisation;
(iii) the power struggles that pit persons and groups against one another to
achieve their own selfish objectives;

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(iv) the misunderstandings and disagreements from differentiation, i.e., the
clashes that arise because people approach common problems from very
different orientations;
(v) the interdependence requirements for collaboration which, if not extensive
and balanced between the parties, cause communication and interaction
breakdowns which, in turn, if critical, lead to more intensive conflicts; and
(vi) the external pressures from forces outside the enterprise that breed internal
pressures as the system seeks to adapt but not to disrupt its internal order.

2.1.4 Conflict management strategies

Operative conflict management strategies can minimize the negative impacts of

conflict on different parties and help create a credulous environment that builds
interpersonal relationship, peaceful co-existence, organisational growth and
national development (Rahim, 2011). Objectives of conflict management include:
reducing the level of destruction and violence and preventing its escalation. Just as
causes of conflicts are diverse so also are the strategies to curb or manage it (Usoro
et al., 2014). Studies (Thomas et al., 2007; Goldfien et al., 2007; Forsyth, 2009;
Usoro et al., 2014) identified different conflict management strategies, and they
include:

1) Avoidance policy: Conflict managers adopt this style by allowing the conflict
to phase out on its own through inaction and passivity. This conflict
management approach is usually adopted when the manager is not concerned
about their own outcomes (pro-self) or that of others (pro-social) (Goldfien et
al., 2007). Avoiding has the advantage of giving time to better prepare and
collect information before acting and is a low stress approach when the conflict
duration is short. On the other hand, withdrawing may lead to weakening or

7
 losing of position as it may be interpreted as agreement, which may make
matters worse. Where there are many stakeholders, withdrawing may negatively
affect relationship with another party that expects the action of the conflict
manager. Also important decisions may end up being made by default.
2) Accommodating/Smoothing policy: Conflict managers adopt this style when
they are determined to meet the needs of others and have a general concern for
maintaining stable, positive social relationships and harmony (Forsyth, 2009). It
sometimes enhances the protection of more important interests while giving up
on less important ones, as well as provides the opportunity of reassessing the
situation from other angles. The approach could leave the adopter subject to
abuse as opponents may always expect shifting of grounds in their favour. This
strategy may turn off some supporters as credibility and influence can be lost.
3) Competitive/force policy: This strategy involves the use of force to get the
other party to accept the conflict manager’s view (Usoro et al., 2014). This
method is practicable in vertical conflict. The benefit of this approach is that it
provides a quick resolution to a conflict and increases self-esteem. However,
the shortcomings of this style are that it could worsen the conflict and falter the
relationship between the parties. This policy might involve a lot of spending.
4) Cooperation/collaborating policy: It is adopted when the conflict managers
are highly interested in both their own outcomes and the outcomes of others.
This style sees conflict as a creative opportunity of which investment in time
and resources could find a win-win solution (Forsyth, 2009). It might require
structural adjustments in the organisation or department. The merits of this
approach according to Usoro et al. (2014) are that it pilots actual problem
solving, reinforces mutual trust and respect, and provides a base for effective
future collaboration, and the pickle of all parties must be committed to finding a

8
 mutually acceptable solution. The demerit is that it might not provide a quick
needed response.
5) Conciliation/bargaining policy: According to Usoro et al. (2014), this
compromising approach is adopted when conflict managers’ value fairness, and
in doing so, anticipate mutual give-and-take interactions. This approach
enhances faster issue resolution, reduces tension and friction till a win-win
solution could be achieved. However the demerit is that it may result in a loss-
loss situation. Another disadvantage is that important values and long term
objectives could be delayed in the process. This strategy requires close
monitoring and control to ensure agreements are met (Usoro et al., 2014).
6) Internet information service on conflict management: Making relevant
materials available for the adoption of the above strategies is an important
instrument for conflict resolution. Commenting on the resources required in the
library for conflict resolution, Echezona (2007), Obachi (2008), Malesi (2008),
and Namande (2008) identified such resources as cultural literature materials
dealing with peace and security such as books, magazines, newspapers,
journals, audio-visual materials. The availability of the above resources and
services cannot make desirable impact unless they are made accessible to the
public (Okoye et al., 2010). Malesi (2008) recommended that the existence of
these materials and services should be communicated to the people through
sources which include ICT services. Such services include, e-mail,
teleconferencing, list serve and other forms of on-line reference services offered
by the library (Echezona, 2007).
7) Library service on conflict management: Studies have found that the library
has enormous roles to play for organisational unity. Opinions of link (2004),
Hossfield et al. (2008) and Okoye et al. (2010) reveal that the library is an
institution that promotes democratic ethics and intellectual uprightness by
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 providing free and open access to information and survival of culture, including
societal cohesiveness. According to Okoye et al. (2010) library can work with
non-governmental organisations to organize out-reach programmes for
distribution of information materials, delivering lectures and talks which would
stimulate discussion among the participants to encourage them to embrace
simple steps to promote peace and resolve conflicts.

2.2 Theories of conflict

2.2.1 The traditional view theory

The early approach to conflict assumed that all conflicts were bad. Conflict was
viewed negatively, and it was used synonymously with such terms as violence,
destruction and irrationality to reinforce its negative connotation. This theory holds
that conflict is harmful and should be avoided. The traditional view was consistent
with the attitudes that prevailed about group social behaviour in the 1930s and
1940s. Conflict was seen as a dysfunctional outcome resulting from poor
communication, lack of openness and trust between people, and the failure of
government to be responsive to the needs and aspiration of his people (Robbins et
al., 2010).

2.2.2 The human relations view theory

The human relations view theory argues that conflict was a natural occurrence in
all groups and social settings and as such it is inevitable. Proponents advocated the
acceptance of conflict. This theorists’ view dominated conflict theory from the late
1940s through the mid-1970s. Proponents rationalized its existence; it cannot be
eliminated, and that there are occasions when conflict can create group growth and
development (Usoro et al., 2014).

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2.2.3 The Interactionist view theory

While the human relations view theory accepted conflict, the interactionist view
theory encourages conflict on the grounds that a harmonious, peaceful, tranquil,
and cooperative group or social entity is prone to become static, apathetic, and
nonresponsive to needs for change and innovation, (Robbins et al., 2010). The
major contribution of the interactionist therefore is encouraging leaders to maintain
an ongoing minimum level of conflict – enough to keep the group, leaders or
government self-critical and creative.

2.2.4 Perspective view theory

The different stakeholders of leadership view the relationship between the leaders
and the people from a range of different perspectives:

a) Unitary perspective theory: under this theory, leaders and the people work
together as a team to achieve common goals. The unitary approach to
leadership relations assumes stakeholders such as the people and their leaders
work hand in hand to achieve shared goals. It sees the economic entity as
unified entity in which everyone shares the same purpose and is part of the
same team. If conflict arises, it is seen as the fault of leadership of the people
or communication problems.
b) Pluralist perspective theory - the pluralist believes that conflict between
leaders and the people given their different interests is expected at times. It
also recognizes that some interests are shared and that administrative policy
decision making should be shared between the competing parties. Both parties
need to accept that the differing views can be considered for successful
growth and developmental relations to occur. So leaders and the citizenry

11
 must develop an effective system of communication that allows the citizens to
express their views and to resolve any conflict.
c) Radical perspective theory - this approach believes that there are such
fundamental differences between leaders and the people and that it is almost
certain that conflict would always occur. It believes those leaders and the
people are too opposed to one another to work together.

2.2.5 The function (outcome) theory

The function (outcome) theory assesses the outcome impact of the conflict on the
social entity (Kreitner et al., 2010).

a) Functional conflict theory - This is also commonly referred to in

management circles as constructive or cooperative theory of conflict. This
theory suggests that the leaders and the people can have shared goals.
Conflict arises chiefly because the parties argue about the best way of
achieving their common interests.
b) Dysfunctional conflict theory - This is also commonly referred to as
competitive theory of conflict. It indicates that the citizens and their leaders
have opposing goals and interests. This theory holds that conflict hinders
social relationship, peaceful co-existence, communal growth and national
development. Conflicts are undesirable and leaders should ensure their
eradication. There is high degree of mistrust and a propensity for
communication channels to break down, leading to overt conflict. (Kreitner
et al., 2010).

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2.3 Empirical Framework

Okoli et al. (2017) studied the type of relationship that exists between conflict
management and employee commitment among academic staff in selected Public
Universities in the South East. The study employed a survey research design;
questionnaire was the instrument of data collection. The population of the study
was 460 and the sample size was 210 arrived at using Krejcie and Morgan formula.
A total of 190 copies of questionnaire were analysed. The hypothesis was tested
using Pearson’s Product Moment Correlation Coefficient at 5% level of
significance. The findings revealed that there is a significant positive relationship
between emotional intelligence and employee commitment with a correlation
coefficient of 871 (r =.871 < .05) and that there is a significant positive relationship
between integrating style and employee commitment with a correlation coefficient
of 902 (r =.902 < .05). It was concluded therefore that the style adopted in
managing conflict and the emotional level of the people involved has an effect on
the how fast and well the conflict will be managed. Sequel to this, it was
recommended among other things that the academic staff of the studied
universities should always put the feeling of others into consideration while
resolving conflict, the people in conflict should be open minded and ready to hear
out the other person so as to take the best possible and rational decision while
managing conflict and that emotions should be kept in check and regulated so as to
be sensitive to certain issues.

Okoye et al. (2010) studied the Services for Conflict Resolution: The Role of
Nigerian Academic Libraries. The descriptive survey was adopted for this study
using a population comprising of eighty-eight academic librarians in the four
federal universities of South Eastern Nigeria. This is made up of University of
Nigeria Nsukka (UNN, 50), Federal University of Technology Owerri (FUTO, 25),

13
Nnamdi Azikiwe University Awka (NAU, 7) and Michael Okpara University of
Agriculture (MOUAU, 6). There was no need for sampling due to the smallness of
the population. A 34- item structured questionnaire was used for data collection.
The reliability of the instrument was determined through a trial-test carried out
using five librarians each from two state university libraries in Enugu and Ebonyi
States. The study made the following conclusions: The conclusions to be drawn
from this study include the following: (i) The academic libraries are not rendering
the necessary services for conflict resolution in Nigeria; neither do they use the
required media for such services. (ii) Absence of established library policy, poor
funding, lack of technological infrastructure and lack of government support have
hamstrung the imperatives of rendering conflict management information services
by academic libraries. (iii) Strategies such as the establishment of library policy
framework on conflict management, provision of enough funds and technological
infrastructure, educating the members of the community as well as improving the
skills of the librarians and enforcement of legal deposits are effective means of
facilitating library services for conflict resolution.

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3.0 Research Methodology

The study adopted a survey research design. It was conducted in Federal

University of Technology, Owerri. Primary data for the study was collected
through the administration of structured questionnaires, whereas Secondary
information was collected through textbooks journals and reports. The
questionnaire used related to conflict management strategies in the institution. 30
questionnaires were randomly distributed among staff (deans, head of departments
and lecturers) within the departments of the school, and were retrieved for the
analysis. The questionnaire consists of close-ended questions. The Likert’s scale
approach was adapted to rate responses by respondents. Data was presented using
table of means, and the hypothesis was analyzed using multiple regression; while
ANOVA statistical tool was used to test the collective relationship between the
dependent and the independent variables. The responses were rated as 1-5:
Strongly Disagreed (SD), Disagreed (D), Neutral (N), Agreed (A) and Strongly
Agreed (SA). Statistical Package for Social Sciences (SPSS) version 22 and
Microsoft Office Excel 2010 were used for the processing of the data.

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3.1.1 Model Specification

In multiple regressions, the following model describes the relationship between the
dependent variable and a set of independent variables;
Y = a + bX1 + bX2 + bX3 +e
Where:
Y = Organisational Performance
X1 = Internet Information Services on conflict management
X2 = Library Services on conflict management
X3 = Training Programmes on conflict management
a = parameter constant
b = parameter estimates
e = error term

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4.0 Results and Analyses

Table 4.1 below presents the respondents opinions to the questions regarding the
impact of conflict management strategies on organisational performance;

Table 1: Responses on the Impact of conflict management strategies on

organisational performance
Int. Info.
Libr. Info. Serv. Train. Prog. Organ. Perfor.
RESPONSES Serv. MEAN
[X2] [X3] [Y]
[X1]
SD 0 0 0 0 0
D 0 0 5 0 1.25
N 2 6 5 0 3.25
A 7 12 12 5 9
SA 21 12 8 25 16.5
TOTAL 30 30 30 30 30

Source: Field Survey, 2018

From table 1 above, average of 16.5 respondents strongly agreed that conflict
management strategies have impacted positively on organisational performance;
average of 9 respondents agreed; average of 3.25 respondents are undecided; and
average of 1.25 respondents disagreed.

Table 2: Analysis of Variance

ANOVA

df SS MS F Significance F
Regression 3 0.434289 0.144763 1.00843 0.024836
Residual 26 3.732377 0.143553
Total 29 4.166667
a. Dependent Variable: Organisational Performance
b. Predictors: (Constant), X1, X2, X3
Confidence Level: 95%
Source: Computer Output

17
From table 2 above, P-value (0.025) < 0.05 (risk level), therefore, null hypothesis
is rejected and the alternative accepted to conclude that conflict management
strategies have impacted significantly on organisational performance.

Table 3: Parameter Estimates

Standard Lower Upper

Coefficients Error t Stat P-value 95% 95%
Intercept 48.7593 27.38403 5.432336 2.29E-07 4.63583 22.8827

Int. Info. Serv. 14.6537 5.517922 2.65566* 0.008801 25.5597 -3.74777

Lib. Info. Serv. 7.37923 3.524388 2.09376* 0.038022 14.345 -0.41342

Train. Prog. 3.470493 4.906697 2.09969* 0.042429 -18.2274 11.16838

Dependent Variable: Organisational Performance
Confidence level: 95%
Source: Computer Output
From Table 3 above, P-value for conflict management strategies (0.009, 0.038,
0.045) are all less than 0.05 (risk level), therefore we conclude that there are
significant impacts of conflict management strategies on organisational
performance.

Table 4: Regression Statistics

Regression Statistics
Multiple R 0.322846
R Square 0.604229
Adjusted R Square 0.687871
Standard Error 0.378884
Observations 30

Source: Computer Output

18
From Table 4 above, the R-squared value of 0.60 indicates that at approximately
60%, the explanatory variables explain changes in the dependent variable. That is
to say that at 60% internet information services, library information services and
training programmes jointly explains changes in the organisational performance.

19
5.1 Conclusion

The result from the analysis of the research model indicates that there is a
significant (P<0.05) impact of conflict management strategies and organisational
performance. Moreover, when assessed individually, internet information services,
library information services and training programmes established positive
relationships with organisational performance. It is also evident in the model
summary that conflict management strategies explain changes in the performance
of the organisation to the tone of 60%.

5.2 Recommendations

i. There should be continous harmonization of conflict management strategies

in order to achieve sound and smooth organisational process.
ii. The conflicting managers should always strive to put round peg in a round
hole by adopting suitable management strategies whenever conflicts arise in
the organisation.
iii. Attention should be given to internet information services, library
information services and training programmes on conflict management.

20
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 Appendix

Sample Questionnaire

The Table below comprises of 5 questions on conflict management and

organisational performance. Please use the following Likert’s scale ranging from 1
- Disagreed (D); 2 Neutral (N); and 3 - Agreed (A) for your answers:

Varriables Impact of Conflict management strategies on SD D N A SA

organisational performance
Internet information services on conflict management
has positively affected my knowledge about conflict
X1 resolution in the university

Library information services on conflict management

has positively affected my attitude towards conflict in
X2 the university

Training programmes has positively affected my action

X3 towards conflict in the university

I perform better at work when conflict is resolved and

Y there is peace

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