1.1 Introduction
\r\n
Conflict management is the process of identifying, addressing, and resolving disagreements in a manner that promotes constructive outcomes and minimizes negative consequences within an organization (Rahim, 2017). It involves the application of strategies, skills, and structures to handle disputes between individuals, teams, or departments in ways that support organizational goals and maintain healthy working relationships. In organizational contexts, conflict is not inherently destructive; rather, it is a natural by-product of diverse perspectives, roles, and interests (Robbins & Judge, 2019). However, when poorly handled, it is leading to reduced productivity, increased turnover, and diminished organizational effectiveness (Jehn & Bendersky, 2003).
\r\n
As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the Aim and Objectives of the study. Others are Significance of the study, Scope of work, Research hypothesis and questions, Limitation of the study and Definition of terms.
\r\n
1.2 Background of Study
\r\n
Conflict management has become a central concern for organizational leaders due to its direct influence on performance, employee satisfaction, and long-term stability. According to Rahim (2017), conflict is an inevitable aspect of organizational life arising from the interaction of individuals with differing needs, values, and expectations. He asserted that while conflict is often perceived negatively, when properly managed, it serves as a driver for creativity, innovation, and improved decision-making. Robbins and Judge (2019) reported that organizations with effective conflict management systems experience higher levels of employee engagement and productivity because disagreements are addressed constructively rather than suppressed or allowed to escalate (Robbins and Judge, 2019).
\r\n
In the context of educational institutions, conflict takes on unique dimensions due to the diversity of stakeholders involved, including management, academic staff, non-academic staff, and students. Okafor and Okechukwu (2020) stated that in Nigerian polytechnics, conflicts frequently arise from resource allocation, governance policies, and communication breakdowns. They affirmed that unresolved disputes often disrupt academic calendars, reduce institutional efficiency, and weaken stakeholder confidence. Akinwale (2015) contends that the absence of structured conflict resolution mechanisms in many public institutions has contributed to recurrent strikes, work stoppages, and reduced service delivery quality.
\r\n
According to Jehn and Bendersky (2003), not all conflicts are harmful; task-related disagreements, when properly managed, can enhance organizational learning and adaptability. However, interpersonal or relationship conflicts, if left unchecked, undermine trust and collaboration. Agu (2018) asserted that the success of conflict management depends largely on leadership commitment, organizational culture, and the presence of clear policies that encourage dialogue and fairness. In Federal Polytechnic Nekede Owerri, these dynamics are particularly relevant, as the institution’s operational effectiveness is closely tied to the harmonious working relationships among its diverse workforce (Agu, 2018).
\r\n
In educational institutions such as Federal Polytechnic Nekede Owerri, conflict is emerging from various sources, including differences in work ethics, allocation of resources, leadership styles, and communication gaps between management, academic, and non-academic staff (Okafor & Okechukwu, 2020). The unique environment of higher education, where diverse professional and cultural backgrounds converge, makes it particularly susceptible to interpersonal and intergroup conflicts. On the other hand, the presence of well-structured conflict management mechanisms is contributing to institutional stability, enhanced staff morale, and improved service delivery to students and stakeholders (Akinwale, 2015).
\r\n
The significance of conflict management to organizational effectiveness lies in its ability to transform potentially destructive disputes into opportunities for organizational learning and growth. Effective conflict resolution practices are fostering trust, improving cooperation, and ensuring that organizational resources are utilized efficiently to achieve strategic objectives (Agu, 2018). This study is set against the backdrop of understanding how conflict management practices influence the organizational effectiveness of Federal Polytechnic Nekede Owerri.
\r\n
1.3 Statement of Problems
\r\n
Investigation revealed that leadership styles in some institutions are not aligning with modern conflict resolution practices, which is resulting in decisions that favor certain groups over others, thus deepening divisions and reducing trust among employees (Robbins & Judge, 2019). In addition, inadequate training and lack of institutional frameworks for conflict resolution is leaving managers ill-equipped to handle disputes, which in turn is affecting overall organizational stability (Akinwale, 2015).
\r\n
In educational institutions, the issue becomes more sensitive as conflicts between management, academic staff, and non-academic staff often escalate into strikes or work disruptions, thereby affecting the institution’s ability to deliver quality education (Okafor & Okechukwu, 2020). On the other hand, when conflicts are addressed constructively, they serve as a catalyst for organizational learning and performance improvement. However, in many cases, organizations are struggling with adopting appropriate conflict management strategies, leading to unresolved disputes that hinder operational efficiency and organizational effectiveness (Jehn & Bendersky, 2003).
\r\n
Furthermore, conflict is an inevitable aspect of organizational life, arising from differences in values, goals, perceptions, and communication styles among individuals and groups. In many organizations, the inability to manage conflict effectively is resulting in reduced productivity, low employee morale, and strained interpersonal relationships (Agu, 2018). It is against this backdrop that this study seeks to examine the impact of conflict management on organizational effectiveness, using Federal Polytechnic Nekede Owerri as a case study.
\r\n
1.4 Purpose of Study
\r\n
The purpose of this study is to examine the impact of conflict management on organizational effectiveness in Federal Polytechnic Nekede Owerri. It seeks to identify the causes of workplace conflicts, assess the strategies employed in managing them, and evaluate how these strategies influence the institution’s overall performance and staff relations.
\r\n
1.5 Aim and Objectives of Study
\r\n
The aim of this study is to assess the relationship between conflict management practices and organizational effectiveness in Federal Polytechnic Nekede Owerri. In achieving this aim, the following specific objectives were laid out as follows:
\r\n
\r\n- To identify the major causes of conflicts in Federal Polytechnic Nekede Owerri.
\r\n- To examine the conflict management strategies adopted by the institution.
\r\n- To evaluate the impact of conflict management on organizational effectiveness.
\r\n- To recommend effective measures for improving conflict resolution in the institution.
\r\n
\r\n
1.6 Research Questions
\r\n
The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:
\r\n
\r\n- What are the major causes of conflicts in Federal Polytechnic Nekede Owerri?
\r\n- What conflict management strategies are adopted by the institution?
\r\n- How does conflict management impact organizational effectiveness in Federal Polytechnic Nekede Owerri?
\r\n- What measures can be recommended to improve conflict resolution in the institution?
\r\n
\r\n
1.7 Research Hypotheses
\r\n
In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.
\r\n
Hypothesis One
\r\n
\r\n- H0: There is no significant relationship between effective conflict management and organizational effectiveness in Federal Polytechnic Nekede Owerri.
\r\n- H1: There is a significant relationship between effective conflict management and organizational effectiveness in Federal Polytechnic Nekede Owerri.
\r\n
\r\n
1.8 Significance of Study
\r\n
It is believed that at the completion of the study, the findings will serve as a reference for policymakers, administrators, and educators seeking to improve workplace harmony. It will also contribute to academic literature on conflict resolution in Nigerian tertiary institutions and will offer practical recommendations for strengthening governance and operational efficiency in Federal Polytechnic Nekede Owerri.
\r\n
For the academic community, the research will expand the body of knowledge on conflict management in Nigerian polytechnics and similar institutions. In addition, this research will enhance job satisfaction and promote a positive work climate.
\r\n
Furthermore, policymakers in the education sector will benefit from the study as it will ensure that institutional growth and staff welfare are maintained, thereby strengthening the stability and reputation of Nigerian tertiary institutions.
\r\n
1.9 Scope and Limitations of the Study
\r\n
The scope of this study is restricted to Federal Polytechnic Nekede Owerri in Imo State, Nigeria. It covers the internal conflict management processes, their effectiveness, and their impact on organizational performance.
\r\n
The study was limited by factors such as time constraints, insufficient access to some official documents, and the inability to include all stakeholders outside the institution due to resource limitations.
\r\n
1.10 Definition of Terms
\r\n
Conflict:
\r\n
Conflict refers to a situation in which two or more parties perceive that their interests, needs, or goals are incompatible, resulting in tension or opposition (Rahim, 2017). In this study, it is considered within the context of workplace interactions at Federal Polytechnic Nekede Owerri.
\r\n
Conflict Management:
\r\n
Conflict management is the process of identifying, addressing, and resolving disagreements constructively to maintain positive relationships and achieve organizational goals (Robbins & Judge, 2019).
\r\n
Organizational Effectiveness:
\r\n
Organizational effectiveness is the extent to which an organization achieves its goals efficiently and sustainably while maintaining the well-being of its members (Agu, 2018).
…
