ASSESSING THE EFFECTS OF CONFLICT MANAGEMENT IN NINGO-PRAMPRAM

DISTRICT ASSEMBLY

SUBMITTED BY

ALBERTA ATAYO ASANTE

BCM/GA/19/20/0025

FELICIA KALEVOR

BCM/GA/19/20/0020

EZEKIEL KWABENA MARFO

BCM/GA/19/20/0031

CHRISTIANA YOUNGS

BCM/GA/19/20/0004

DISSERTATION SUBMITTED TO THE UNIVERSITY OF CAPE COAST IN PARTIAL

FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF BACHELOR OF

COMMERCE IN MANAGEMENT

FEBRUARY 2023
 DECLARATION

We hereby declare that except for the references of other peoples’ work which have been duly

acknowledge, this submission is my original work and has neither in full nor part been submitted

for any other degree in any institution.

Alberta Atayo Asante …………………... …………………….

(Student) Signature Date

Felicia Kalevor …………………... …………………….

(Student) Signature Date

Ezekiel Kwabena Marfo …………………... …………………….

(Student) Signature Date

Christiana Young …………………... …………………….

(Student) Signature Date

Mr. Emmanuel Nyarko ……….................

……………….….

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(Supervisor) Signature Date

ACKNOWLEDGEMENT

We express our profound gratitude to the Almighty God for blessing us with the gift of life and

for His wisdom and grace throughout our education and dissertation writing process.

Special thanks also goes to our supervisor, Mr. Emmanuel Nyarko for his unflinching support,

guidance and constructive criticism throughout this process.

Lastly, to our families and friends who supported our in various kinds.

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 DEDICATION

This work is dedicated to our families for working so hard and making sure we get the best of

education.

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 TABLE OF CONTENTS

DECLARATION..............................................................................................................................i

ACKNOWLEDGEMENT...............................................................................................................ii

DEDICATION...............................................................................................................................iii

LIST OF TABLES.......................................................................................................................viii

LIST OF FIGURES........................................................................................................................ix

ABSTRACT....................................................................................................................................x

CHAPTER ONE..............................................................................................................................1

1.0 Introduction............................................................................................................................1

1.1 Study Background..................................................................................................................1

1.2 Problem statement..................................................................................................................2

1.3 Purpose of the study...............................................................................................................3

1.4 Research Objectives...............................................................................................................3

1.6 Significance of the study........................................................................................................4

1.7 Delimitation of the study........................................................................................................5

1.8 Limitation of the study...........................................................................................................5

1.9 Definition of key terms..........................................................................................................5

1.10 Organization of study...........................................................................................................5

1.11 Chapter summary.................................................................................................................6

CHAPTER TWO.............................................................................................................................7

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LITERATURE REVIEW................................................................................................................7

2.0 Introduction............................................................................................................................7

2.1 Concept of Conflict................................................................................................................7

2.2 Causes and issues of conflict in organization........................................................................9

2.3 Consequences of conflicts in the organization.....................................................................12

2.4 Concept of conflict management.........................................................................................15

2.5 Conflict management and resolution strategies...................................................................16

2.6 Significance of conflict management...................................................................................21

CHAPTER THREE.......................................................................................................................24

RESEARCH METHODOLOGY..................................................................................................24

3.0 Introduction..........................................................................................................................24

3.1 Research Design...................................................................................................................24

3.2 Study population..................................................................................................................25

3.3 Sample size selection and determination.............................................................................25

3.4 Techniques of sampling.......................................................................................................26

3.5 Sources of data collection....................................................................................................27

3.6 Methods of data collection...................................................................................................27

3.7 Data analysis and presentation.............................................................................................28

CHAPTER FOUR.........................................................................................................................29

RESULTS AND DISCUSSION....................................................................................................29

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 4.0 Introduction.........................................................................................................................29

4.1 Demographic data of respondents in Ningo-Prampram District Assembly.........................29

4.2 Factors that influence organizational conflict in Ningo-Prampram District Assembly.......32

4.3 Consequences of conflicts in the organization.....................................................................34

4.4 The approaches and strategies adopted by management to address conflicts in Ningo-

Prampram District Assembly.....................................................................................................38

4.5 The effects of conflict management on employees’ performance in Ningo-Prampram

District Assembly.......................................................................................................................41

CHAPTER FIVE...........................................................................................................................45

SUMMARY, CONCLUSIONS AND POLICY RECOMMENDATIONS..................................45

5.1 Introduction..........................................................................................................................45

5.2 Summary and Major Findings..............................................................................................45

5.2.1 Research objective 1: The factors that influence organizational conflict in Ningo-

Prampram District Assembly.................................................................................................45

5.2.2 Research objective 2: Consequences of organizational conflict in Ningo-Prampram

District Assembly...................................................................................................................46

5.2.3 Research objective 3: Approaches and strategies adopted by management to address

conflicts in Ningo-Prampram District Assembly.......................................................................46

5.2.4 Research objective 3: The effects of conflict management on employees’ performance

in Ningo-Prampram District Assembly..................................................................................47

5.3. Conclusion..........................................................................................................................48

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 With respect to the factors that influence organizational conflict in Ningo-Prampram District

Assembly, the study can be concluded that lack/poor communication, poor leadership,

insufficient resources, differences in employees' personalities and values, and sexual

harassment..............................................................................................................................48

5.4 Recommendations................................................................................................................49

REFERENCE................................................................................................................................50

APPENDIX 1.................................................................................................................................56

APPENDIX 2.................................................................................................................................62

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 LIST OF TABLES

Table 4. 1 Factors influencing organizational conflict in Ningo-Prampram District Assembly...34

Table 4. 2 Consequences of conflicts in the organization.......................................................37

Table 4. 3 The approaches and strategies adopted by management to address conflicts in

Ningo-Prampram District Assembly..........................................................................................40

Table 4. 4 The effects of conflict management on employees’ performance in Ningo-

Prampram District Assembly.....................................................................................................44

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 LIST OF FIGURES

Figure 4. 1 Sex of respondents......................................................................................................30

Figure 4. 2 Educational level of respondents.................................................................................31

Figure 4. 3 Qualification of respondents.......................................................................................32

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 ABSTRACT

This study assessed the effects of conflicts management in Ningo-Prampram District Assembly.

The data was obtained using questionnaire from 60 participants. In order to analyze the research

questions and objectives, descriptive statistics were used to describe the socio-economic

characteristics of the respondents. The 5-point Likert-Scale was used to analyze the research

objectives on the the factors that influence organizational conflict in Ningo-Prampram District

Assembly, consequences of organizational Conflict, the approaches and strategies adopted by

management to address conflicts in Ningo-Prampram District Assembly, and the effects of

conflict management on employees’ performance in Ningo-Prampram District Assembly. The

study found that lack/poor communication, poor leadership, insufficient resources, differences in

employees' personalities and values, and sexual harassment. The study found that mismanaged

conflict affects productivity; employees’ health and wellbeing; and the organization brand image

and value positioning in the mind of customers. The study found that mishandled conflict can

result to low trust level and loss of skilled employees functions in Ningo-Prampram District

Assembly. The study found that communication, arbitration, mediation, and adequate supply of

resources and information served as an effective strategy in conflict management in Ningo-

Prampram District Assembly. The study found that healthy conflict management can lead to

growth and innovation, new ways of thinking, additional management options; provides an

opportunity to strengthen the bond between two people likewise parties; greater productivity;

reduces financial and human cost as well as provides outcomes of relief, understanding, better

communication in Ningo-Prampram District Assembly. The study recommends that the

Assembly should improve and expand the scope of the various Conflict Management strategies

such as mediation, arbitration, adequate supply of resources and information. The study

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recommends that resources should be located to the various departments and units in Assembly

in order to avoid struggle of the limited resources among employees and the various departments

and units. The study recommends that all sexual harassment cases should be reported to

appropriate authorities for action. The Assembly should also implement and enforce sexual

harassment policy in order to help constrain behavior. The study recommends that employees

should be provided with adequate training and education on the value of different personalities,

values, beliefs, and culture. Employees should embrace the beliefs and culture of other people as

well as respect opinions and personality of others in the organization.

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 CHAPTER ONE

1.0 Introduction

Chapter one of the study highlights the general introduction to the study. It emphasized the

background of the study, the problem statement, the study purpose, the objectives of the study,

the research questions, the significance of the study, study delimitations, study limitations,

definition of key terms, organization of the study, and finally provides a summary to the chapter.

1.1 Study Background

One essential task of management is to create an environment in which individuals and groups of

people can cooperate with one another to achieve their goals and the goals of the organization as

a whole (Olu and Adesubomi, 2014). Yet one persistent problem in organizations is that

individuals and work groups compete for limited resources, power, and status, among others to

the extent that their competition leads to disruption of cooperative endeavors (Olu and

Adesubomi, 2014). These competitions (bad or good) are generally referred to as conflicts.

Mullins (2005) sees conflict as behaviour intended to obstruct the achievement of some other

person’s goals. Conflicts in general are inevitable and are found in daily human interactions.

Many types of relationships such as marriages, families, churches, ethnic groups, nations and

workplaces suffer from conflicts (Afful-Broni, 2012; Olivia and Nancy, 2016).

According to Bell and Hart (2011), conflicts in the workplace are often fueled by emotions and

perceptions about somebody else's motives and character. When conflict occurs in the

workplace, it can reduce morale, lower work productivity, increase absenteeism, and cause large-

scale confrontations that can lead to serious and violent crimes (Osman, 2018). Conflicts in the

minds of individuals are considered as a negative influence or source of resistance which hinders

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the successful accomplishment of their goals. Conflicts do have negative impacts on individuals

or groups but it also has some positive impacts as well and it depends upon the characteristic of

the conflicts (Osman, 2018).

Sometimes organization utilizes conflicts to achieve highest level of performance and efficient

decision making. Positive conflicts result in effective decision making particularly in task-

oriented conflicts and enhance the group performance (Osman, 2018). The employees that are

engaged in promoting the positive conflicts help to increase the interchange of ideas among

individuals and groups, which helps in improving the overall performance of individuals as well

as groups (Akehinde eta al., 2011).

Hence, it can be said that conflict affects an employee performance and also lead to

psychosomatic disruption, which affects an individual health as well. Conflict can be regarded as

a reality of management and organizational behavior and can be related to power and politics

(Olu and Adesubomi, 2019).

1.2 Problem statement

Conflict in organizations was always under interest of researches and its interest has not reduced

till now. This issue is actual with the same intensity for small, middle and large organizations

(Paresashvili eta al., 2021).

Most conflicts are normally linked with negativities and so are organizational conflicts.

Relationships at the workplace get strained and affect the attitude of employees towards work

and this affects productivity as well as quality and other elements of production thereby making

the achievement of the organizational goal very difficult (Riaz and Junaid, 2011). Unmanaged

conflict negatively impacts both employee satisfaction and performance. Conflicts at the

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workplace result in psychological and physical distress among employees that even affects their

family and friends (Olivia and Nancy, 2016).

According to Olu and Adesubomi (2019), there is growing recognition of the importance of

conflict management in an organization. A recent survey indicated that managers spend a

considerable portion of their time dealing with conflict and that conflict management becomes

increasingly important to their effectiveness (Olu and Adesubomi, 2019). If conflicts are

managed properly by applying the best course of action, the organization can increase it is

performance in terms of utilizing the scarce resources and achieving the organizational

objectives (Olang, 2017). Timely management of conflict has the potential of improving

employee satisfaction and job performance (Olang, 2017). Management should therefore resolve

conflicts so that organizational performance can be increased (Song, 2000 cited in Olang, 2017).

This study, therefore, seeks to assess the effects of conflict management in Ningo-Prampram

District Assembly. The objectives of this research include examining the factors that influence

conflict in the organization; the effects of conflict management in the organization; and the

various approaches and strategies adopted to managing conflict in the organization.

1.3 Purpose of the study

The main aim of this study is to assess the effects of conflict management in Ningo-Prampram

District Assembly.

1.4 Research Objectives

The study's main objective is to assess the effects of conflicts management in Ningo-Prampram

District Assembly. The specific objectives are:

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1. To examine the factors that influence organizational conflict in Ningo-Prampram District

Assembly.

2. To determine the approaches and strategies adopted by management to address conflicts in

Ningo-Prampram District Assembly.

3. To determine the effects of conflict management on employees’ performance in Ningo-

Prampram District Assembly.

1.5 Research questions

1. What factors influence organizational conflict in Ningo-Prampram District Assembly?

2. What approaches and strategies does management adopt to address conflicts in Ningo-

Prampram District Assembly?

3. What are the effects of conflict management on employees’ performance in Ningo-Prampram

District Assembly?

1.6 Significance of the study

The study would be of importance to Ningo-Prampram District Assembly and other District

Assemblies in Ghana particularly it would help employees and management to understand the

nature of conflicts in the organization and the best strategies and approaches to be adopted to

managing conflicts. The findings and recommendations of this study would be of importance to

policy makers and other NGOs that have an interest in conflict management.

It will aid in further theory formation and add up to the existing bank of knowledge on conflict

management. It may also benefit other scholars and students of who may use the findings for

academic purposes

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1.7 Delimitation of the study

Contextually, this study limited itself to conflicts management in an organization and how it

affected the performance of employees. Geographically, the study will be carried out in the

Ningo-Prampram District Assembly.

1.8 Limitation of the study

The study is likely to be in terms of time constraint and difficulties in accessing relevant

information. Adequate time will be needed for the researcher to interact with both management

and employees, therefore blending class work with field work will serve as limitation.

1.9 Definition of key terms

Conflict: This is defined as disagreements that exist in a social setting over issues of substance

especially between two or more parties.

Conflict management: is the ability of an organization to identify the sources of conflict and put

strategic measures in place to minimize or control conflict.

Organizational Conflict: This is defined as a dispute that occurs when different individuals' or

groups' interests, goals, or values are incompatible with each other in organizations.

Performance: It is a means of getting better results from the whole organization or teams or

individuals within it by understanding and managing performance within an agreed frame work

of planned goals, standards and competence requirements.

1.10 Organization of study

This study is organized into five chapters. The first chapter highlight the general introduction for

the study and outline for the study. Chapter two reviews the literature surrounding organizational

conflict and conflict management. Chapter three of the study discusses the methodology used in

5
carrying out the study. It discusses the methods that will be used for collecting and analyzing the

results. Chapter four deals with the discussion of field results using tables, graphs, charts, etc.

Chapter five talks about the summary of key findings, conclusions and recommendations of the

study.

1.11 Chapter summary

This chapter looked discussed the background of the study, the problem statement, the study

purpose, the objectives of the study, the research questions, the significance of the study, study

delimitations, study limitations, key terms, and organization of the study. Chapter two will

provide literature review in relation to the study topic.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

The chapter provides a comprehensive review of previous literature and various researches that

have been conducted in relation to the topic.

2.1 Concept of Conflict

One important task of management is to create an environment in which individuals and groups

of people can cooperate with one another to achieve their goals and the goals of the organization

as a whole (Olu and Adesubomi, 2014). Yet one persistent problem in organizations is that

individuals and work groups compete for limited resources, power, status, etc. to the extent that

their competition leads to disruption (or even enhancement) of cooperative endeavors (Olu and

Adesubomi, 2014). These competitions (bad or good) are generally referred to as conflicts.

Conflict has been defined in a multitude of ways and researchers have not found a common term,

but there are different interpretations of it (Rahim, 2002). Early organisational conflict theorists

like Max Weber and Henri Fayol described conflict as unfriendly and unpleasant (Katz and

Flynn, 2013). Conflicts have been confirmed as an unavoidable part of the organizational life

cycle, and all managers, employees, and subordinate’s expectations within organization are

incompatible (Jones et al, 2000) and it arises from tension between people working in a team

because of individuals real or perceived differences.

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According to Rahim (2002), conflict occurs when the individuals need to do a task and social

entities such as individuals, groups, and/ or organization’s interests/ needs are incompatible;

when a party is seeking a goal and is not fully satisfied with the result; when the parties have

different skills, attitudes, and/ or values in the workplace and perceive the outcome differently;

two parties have different behavioural preferences when they are engaged in the same activity;

any conflict has to be recognised when it occurs so it does not escalate further (Kulbaciauskaite,

2021). Another conceptual approach to conflict is defined as a form of discord or disagreement

arising between individuals or within groups when the beliefs and actions of one or more

members of groups are resisted as unacceptable. In the short-term conflict is generally defined as

people being in a situation which presents different opinions and views (Blackburn, 2020).

Schramm-Nielsen (2002) defines a conflict as a state of serious disagreement and argument

about something perceived to be important by at least one of the parties involved. According to

Fajana (1995) cited in Olu and Adesubomi (2014), conflict can be defined as a disagreement

between two or more parties who perceive that they have incompatible concerns. It exists

whenever an action by one party is perceived as preventing or interfering with the goals, needs or

actions of another party. Conflict can be regarded as a reality of management and organisational

behaviour and can be related to power and politics. Mullins (2005) sees conflict as behaviour

intended to obstruct the achievement of some other person’s goals. Conflict is based on the

incompatibility of goals and arises from opposing behaviours. It can be viewed at the individual,

group or organisational level. Conflicts exist whenever an action by one party is perceived as

preventing or interfering with the goals, needs, or actions of another party (Mullins, 2005).

Conflict can arise over a multiple of organisational experiences, such as incompatible goals,

differences in the interpretation of facts, negative feelings, differences of values and

8
philosophies, or disputes over shared resources (Mullins, 2005). Conflict tends to be associated

with negative features and situations which give rise to inefficiency, ineffectiveness or

dysfunctional consequences. But in some cases, it can actually stimulate creative problem

solving and improve the situation for all parties involved (Olu and Adesubomi, 2014). It brings

the outcome of an antagonistic state (Tschannen, 2001). Conflict is an expression of hostility and

misunderstanding between one another. When dealing with employee conflicts, it is important to

recognize a small conflict in the early stages and deal with it appropriately, in a healthy

environment (Kulbaciauskaite, 2021). Simple and small conflicts can escalate into bigger

problems and lead to a major problem in an organization. Although all researchers’ approaches

are defined in their own way, they all have a common dimension that is described as diverse in

nature and has different perspectives (Kulbaciauskaite, 2021).

2.2 Causes and issues of conflict in organization

Many Human complexities exists which triggers conflict at home, offices, party (groups) and in

the society. As identified by Rahim (2002), conflict can arise when a party is required to engage

in an activity that is incongruent with his or her needs or interests, when behavioral preferences,

and the satisfaction of which is incompatible with another person's implementation of his or her

preferences, when a party wants some mutually desirable resource that is in short supply, such

that the wants of all parties involved may not be satisfied fully, when a party possesses attitudes,

values, skills, and goals that are salient in directing his or her behavior but are perceived to be

exclusive of the attitudes, values, skills, and goals held by the other(s). Other causes of conflict

include trying to negotiate before the timing is right or before needed information is available

(Hoban, 1992a), Conflicting values or actions, The alignment or the amount of resources is

insufficient, poor communications and leadership problems (McNamara, 2013).

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According to Brookins and Media (2008) “Employee conflict in the workplace is a common

occurrence, resulting from the differences in employees' personalities and values. Dealing with

employee conflict in a timely manner is important to maintaining a healthy work environment.

Believing that a small conflict will simply disappear is an inaccurate assumption to make

because simple conflicts can grow into major problems if not dealt with appropriately (Isa,

2015). Managers should understand the common causes of employee conflicts, so that a solution

is found before the issues become unmanageable.” Conflict occurs in the workplace on a regular

basis. Disagreements arise between colleagues. Rifts come between a manager and his employee.

There are many situations, such as these that can cause conflicts among groups within an

organization (Isa, 2015).

Isa (2015) identified the following causes of conflict that usually occur in the organization.

Difference in Personalities

A difference in personalities among employees is another cause of workplace conflict.

Employees come from different backgrounds and experiences, which play a role in shaping their

personalities. When employees fail to understand or accept the differences in each other's

personalities, problems arise in the workplace (Isa, 2015). For example, an employee may

possess a straightforward personality that results in him speaking whatever is on his mind, even

if the timing is inappropriate. The employee with the straightforward personality may offend a

coworker that does not possess the same type of personality. The co-worker may feel as if the

employee is rude or lacks the authority to deal with her in such a straightforward manner (Isa,

2015).

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Poor Communication

Poor communication is one of the main causes of conflict between employees in the workplace.

This can result in a difference in communication styles or a failure to communicate (Isa, 2015).

For example, a manager reassigned an employee’s task to the employee’s co-worker but failed to

communicate the reassignment to the employee (Isa, 2015). This may cause the employee to feel

slighted, which can transform into animosity among the two employees and the manager. Failing

to communicate in the workplace may cause employees to make incorrect assumptions and

breeds workplace gossip. Poor communication in the workplace not only causes conflict but also

decreases productivity and employee morale (Isa, 2015).

Sexual Harassment

Sexual harassment is unwelcome behavior that happens to you because of your sex. Some types

of behavior that can be considered sexual harassment are unwelcome sexual advances, request

for sexual favors, or verbal or physical conduct of a sexual nature (Isa, 2015). Many different

kinds of conduct that are of a sexual nature may be sexual harassment, if the behavior is

unwelcome and if it is severe or pervasive. However, courts have resisted adopting what they

consider a workplace "code of conduct" or nature of behavior that is automatically considered to

be sexual harassment (Isa, 2015). As a result, if the conduct is not unwelcome or not severe or

pervasive, courts will not necessarily consider each type of conduct listed earlier to be sexual

harassment. It causes conflict in organization if there is no proper code of conduct in workplace

(Isa, 2015).

Lack of Resources to Share Equally

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The principle of sharing is long recognized as being central to resolving the organizational crisis

and improves management performance. There should be an administrative policy on how to

share the available resources more equitably and sustainably in order to avoid conflict in

organizations (Isa, 2015).

According to Bell and Hart (2011) Conflicts in the workplace are often fueled by emotions and

perceptions about somebody else's motives and character. When conflict occurs in the

workplace, it can reduce morale, lower work productivity, increase absenteeism, and cause large-

scale confrontations that can lead to serious and violent crimes. Jaffee (2008) traces the causes of

workplace conflict back to two areas. He says it stems from distinct tensions which arise when

unique individuals with different goals and objectives have to work in an organization with a

single goal and objective. There is a natural tension in this relationship. Another cause of conflict

in organizations is the division of labour. This is because in almost all organizations workers are

assigned specific jobs in specific departments and this approach tends to undermine unity and

stimulate conflict.

Another study by Dick and Thodlana (2013), revealed that much of management practices was

characterized mainly by dictatorial tendencies reinforced by top-down chain of command with

inflexible administrative mandates from higher levels of authority enforced with harsh

consequences for any form of dissent. A difference in personalities among employees is another

cause of workplace conflict. Employees come from different backgrounds and experiences,

which play a role in shaping their personalities. When employees fail to understand or accept the

differences in each other's personalities, problems arise in the workplace (Ahmed, 2015; Mellisa,

2017).

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2.3 Consequences of conflicts in the organization

A number of studies have attempted to relate conflicts to personal and organizational outcomes

(Dana, 2001). Consequences of role conflict are low job satisfaction, low confidence, low

organizational commitment, lack of job involvement, tension and anxiety plans to leave the job,

and inability to influence decisions (Riaz and Junaid, 2014; Rahim, 2001). Unresolved conflict

generates many serious consequences involving high financial and human costs. Conflict may

lead to frustration, tension, low morale, missing meeting deadlines, lack of self-confidence, low

trust level, communication problems, absenteeism, and legal proceedings (Riaz and Junaid,

2014; Buss, 2009). Dana (2001) identified eight hidden costs of conflict: wastage of time, bad

quality of decisions made, loss of skilled employees, restructuring inefficiencies, lowered job

motivation, disruption, absenteeism, and health costs (Riaz and Junaid, 2014; Riaz, 2010). Buss

(2009) divided cost of conflict at workplace in three categories: cost to organization, cost to

employees, and cost to clients.

Cost due to mishandled conflict to customer is not researched in depth. One among few studies is

of Buss (2009) which discussed it. According to him, workplace conflict affects the quality of

product or service. In hyper competitive industries, negative consequences of conflict is

considerable and it may tarnish the organization brand image and value positioning in the mind

of customers (Riaz and Junaid, 2014). Most of these costs are hidden and are very difficult to

quantify. However, there may be observable consequences like reduced motivation of staff

leading to lower quality products or service, or mistakes that can even threaten customer’s health

and hence results in legal suits and compensatory claims from customer (Buss, 2009; & Riaz,

2010).

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Mismanaged and unresolved conflict causes stress, reduces confidence levels, makes employees

anxious, and frustrated. All these lead to lesser job satisfaction, humiliation, embarrassment, and

stressed; these induce psychological and physical diseases (Riaz and Junaid, 2014). The

consequences of such happenings disturbed employee’s family and friend as well. The

consequences of such happenings disturb employee’s family and friend as well (Buss, 2009).

Employees involved in conflict, experience a break in their relations, and often feel alienated

from each other, become self-centered. They adopt avoiding behaviors, and may harm each other

in many ways. Escalated conflict leads parties to shun contact, end communication, withheld

information or provide wrong information (Cram & McWilliams, 2009; Buss, 2009).

Presenteeism is also affecting employee negatively as this may harm employee’s health, damage

the quality of working life, and give impression of uselessness at work (Buss, 2009).

Mismanaged conflict affects productivity (Cram & MacWilliams, 2009). Different studies

mentioned different proportion of time wasted in managing conflicts e.g. up to 20 percent

(Thomas & Scmidt, 1976 cited in Riaz and Junaid, 2014); 42 percent (Watson & Hoffman, 1996

cited in Riaz and Junaid, 2014). While according to a large study of 5000 employees in European

and North American countries, carried out by OPP ( an international psychology consultants in

collaboration with UK based The Charter Institute of Personnel & Development (CPID), work

time wasted in dealing poorly managed conflicts ranges from 0.9 hours to 3.3 hours per week

(CIPD, 2008 as cited in Riaz, 2010). Mishandled conflict affects employees’ health and

wellbeing, which in turn results in absenteeism. It is a habitual pattern of absence from duty or

obligation (Johns, 2007). A high correlation exists among absenteeism, job stress and needing a

break from fighting with colleagues (CFLSRI, 1998 cited in Riaz and Junaid, 2014). Workplace

conflict may also create a tendency of presenteeism. It means showing up at work while ill or

14
otherwise not completely fit for work. Due to presenteeism productivity declines (Dana, 2001).

Cost of absenteeism to organization is well researched, occupational medicine begun to suggest

that work lost due to presenteeism is only the visible tip of an iceberg and that the hidden cost of

presenteeism may be much greater” (Buss, 2009). Researchers, who studied exit interview data

on voluntary turn over, reported that unresolved conflict is a influential factor in at least 50

percent of all such departures and that, it costs about 150 percent of one trained employee’s

salary to replace him or her (Duxbury & Higgins, 2003). While according to Dana (2001),

conflict is the cause of 90 percent voluntary departures. The amount of theft by employees and

damage in a company has a positive correlation with level of conflict in a company (Buss, 2009).

Theft and damages costs 2 percent to a company of the staff total cost (Dana, 2001).

2.4 Concept of conflict management

Conflict management involves acquiring skills related to conflict resolution, self-awareness

about conflict modes, conflict communication skills, and also establishing a structure for

management of conflict in your environment (The Foundation Coalition, 2003). Conflict

management, has been used as a generic term to cover the whole scope of positive conflict

handling. It is referred to as a more limited way to the settlement and containment of violent

conflict while conflict resolution is a more comprehensive term, which implies that the deep-

rooted sources of conflict are addressed and transformed (Nwosu and Makinde, 2014). Conflict

management implies integration of all factors which can contribute to conflict resolution or its

prevention. Those factors are improvement of communication and practicing discipline in the

organization, as well as having in mind the life phases of parties included.

Conflict management is a skill any organization requires, as no organization actually exist

without the existence of conflict (Paresashvili eta al., 2021). The managing organizational

15
conflict is the general framework of the entrance and comprehensive treatment by which means

that depend on the resolution of problems and disputes. Conflicts have 3 possible ending: the loss

- the loss, and loss – win - win – win (Paresashvili eta al., 2021). Conflict management tactics

positively moderate the relationship between task conflict and performance. Conflict can be task

or relationship based. Both of them has significant effect on the employee productivity and

organizational results (Paresashvili eta al., 2021).

2.5 Conflict management and resolution strategies

Collaboration: Collaboration works by integrating ideas set out by multiple people. The object is

to find a creative solution acceptable to everyone. Collaboration, though useful, calls for a

significant time commitment not appropriate to all conflicts (Nwosu and Makinde, 2014). For

example, a business owner should work collaboratively with the manager to establish policies,

but collaborative decision-making regarding office supplies wastes time better spent on other

activities. As purported by McNamara (2013), you can focus on working together. Use this

approach when the goal is to meet as many current needs as possible by using mutual resources.

This approach sometimes raises new mutual needs. Collaboration can also be used when the goal

is to cultivate ownership and commitment (Nwosu and Makinde, 2014).

Compromise: This style approach is to find the best solutions for each party, to make a

compromise to each other. (Tabassi et al, 2017). McNamara (2013) calls it mutual give and take,

you can engage in mutual give-and-take. This approach is used when the goal is to get past the

issue and move on together. This strategy typically calls for both sides of a conflict to give up

elements of their position in order to establish an acceptable, if not agreeable, solution (Nwosu

and Makinde, 2014). This strategy prevails most often in conflicts where the parties hold

approximately equivalent power. Business owners frequently employ compromise during

16
contract negotiations with other businesses when each party stands to lose something valuable,

such as a customer or necessary service (Nwosu and Makinde, 2014).

Competition: Competitive style, which is like the competition between each other. In conflict

resolution one person becomes the dominant winner, the other loses (Kulbaciauskaite, 2021).

Competition operates as a zero-sum game, in which one side wins and other loses. Highly

assertive personalities often fall back on competition as a conflict management strategy. The

competitive strategy works best in a limited number of conflicts, such as emergency situations

(Nwosu and Makinde, 2014). In general, business owners benefit from holding the competitive

strategy in reserve for crisis situations and decisions that generate ill-will, such as pay cuts or

layoffs (Dontigney, 2013). You can compete with the others. You can work to get your way,

rather than clarifying and addressing the issue. Competitors love accommodators. Use this

approach when you have a very strong conviction about your position (McNamara, 2013).

Accommodation: This is a strategy that entails giving the opposing side what it wants. In the

conflict process one person is right in a winner position, another person is wrong in a losing

position (Kulbaciauskaite, 2021). For example, a business that requires formal dress may

institute a "casual Friday" policy as a low-stakes means of keeping the peace with the rank and

file (Dontigney, 2013). You can accommodate it. You can give in to others, sometimes to the

extent that you compromise yourself. Use this approach very sparingly and infrequently, for

example, in situations when you know that you will have another more useful approach in the

very near future. Usually this approach tends to worsen the conflict over time, and causes

conflicts within you (McNamara Carter, 2013).

Avoidance: A strategy that seeks to put off conflict indefinitely. By delaying or ignoring the

conflict, the avoider hopes the problem resolves itself without a confrontation. In some

17
circumstances, avoiding can serve as a profitable conflict management strategy, such as after the

dismissal of a popular but unproductive employee (Nwosu and Makinde, 2014). The conflict

process proceeds with the ignoring principle, where any issues happen employees try not to pay

attention and ignore it. Therefore, there is no winner in this stage, both parties are losing

(Kulbaciauskaite, 2021). Those who actively avoid conflict frequently have low esteem or hold a

position of low power. The hiring of a more productive replacement for the position soothes

much of the conflict (Dontigney, 2013). This strategy is generally used when the issue is trivial

or other issues are more pressing. It is also used when confrontation has a high potential for

damage or more information is needed. The drawbacks are that important decisions may be made

by default (Hoban, 1992b; (Nwosu and Makinde, 2014). This style is associated with stepping

back, where each party’s concerns are not satisfied. It is used to deal with small issues and

involves a cool down period when dealing with a conflict process. Also, this style is used when

one of the parties experiences a negative outcome. An inappropriate situation is when the party

has decided and both parties are not willing to wait (Kulbaciauskaite, 2021).

Inside the business world the ability to resolve conflicts is an invaluable resource. The need for

effective conflict resolution practices is present in all areas of any society. Businesses,

governments, family life all require a certain level of cooperation in order to function effectively

(Mwangi and Ragui, 2013). Conflict management strategies should be designed to enhance

peaceful coexistence, promote stability, organizational learning and performance. Lathan (1994)

agreed that conflict resolution implies reduction, elimination or termination of conflict. A large

number of studies in negotiation, bargaining, mediation and arbitration fall into the conflict

resolution mechanism (Mwangi and Ragui, 2013). Prevention of conflict is essentially a long

term process. It needs long term strategies and policies whose impact will prevent the emergency

18
of conditions that give rise to conflict in an organization which in effect impacts negatively on

employees’ performance (Mwangi and Ragui, 2013). Those strategies and policies are

fundamental to all organizations and in the society. It is vital to recognize that carefully designed

and coordinated actions to address the root causes of conflict should always be based on reliable

and accurate early warnings. According to Lyon (2001) there are disagreement on how to define

the scope of preventive diplomacy and utility of various tools and strategies that may be

employed to manage conflicts. However he insisted that preventive diplomacy, arbitration,

negotiations and mediation are timely preventive measures that should be utilized for moderating

conflicts. Jehn (1994) indicated that conflict emergence should be addressed and vigilance

maintained to forestall adverse effect on the business at an early stage. Indeed Dodd (2003) was

categorical that when this is not done work operations is adversely affected According to Wenner

(2001) dominant and avoidance conflict approaches creates more conflict among managers

specifically during corporate meetings and general discussions on organizational objectives and

goals. The phenomenon also takes place whereby useful and important decisions are at offing

stage. For example, during organizational restructuring, downsizing and reorganization of

business operations. Gavin (2005) and Gerzon (2006) concurred that conflict management

strategy has gained its strategic relevance in modern organizations than ever before due to its

value proposition. Armstrong (2006) affirmed that since people are the sources of strategic

options, reservoirs of innovation and creates solutions for business problems and challenges

unlike other organization resources; they should be supported by work place practices which will

enable them to deliver their unique value. Jones and George (2003) observed that there is no one

source of organizational conflicts just like it is the case in social life where conflicts do occur.

While conflicts in the society are managed by family members, friends and relatives,

19
organizations should also have the capacity and capability to do the same. In corporate world, it

needs to be resolved by management to ensure employees are not distracted from their work of

creating value for the organization (Mwangi and Ragui, 2013). Unfortunately conflicts are rarely

resolved easily. All these forms of conflicts and resolution approaches are intertwined and cannot

be separated when studying work place conflicts. Indeed this is the reason why progressive

organizations have changed their strategic approach from conflict management to conflict

resolution (Brian et al, 2001). The idea is to strategically manage conflicts at all cost and create

an organization to be a compelling place to work. Probably and arising from this understanding,

Adomi and Annie (2005) agreed that dealing with conflict is a great challenge to management.

Jones and George (2003) found out that work place conflicts have both negative and positive

outcomes to the individual employee and the organization. It can occur within groups (intra-

group conflict) or among organizations (inter-group conflict) and both largely affect employee

performance levels. Hence the increasing strategic concern of the real impact of work place

conflict resolutions approaches in employee performance (Mwangi and Ragui, 2013).

The presence of a pleasant environment and positive human relationships has a significant

impact on well-being. In an organisation it is very important to create a culture where even if

conflicts occur, the environment still has to be respectful, welcoming, where opinions matter,

being open, trusting, collaborative, co-operating, being treated fairly and equally, according to

the research (Kulbaciauskaite, 2021; CIPD, 2020). All these factors affect employee well-being

and the working environment influences conflict too. When people are working in a toxic

environment with lots of tension and issues that means there will be disagreements or conflicts,

an unpleasant organizational climate and culture increases low employee productivity and

performance. When employees do not feel safe and/ or able to talk and discuss concerns without

20
any fear it can lead to disputes (Kulbaciauskaite, 2021). According to CIPD 2020 research, a

good culture among employees is defined as being treated equally, with respect, enjoyment,

valuing everyone, collaborating, discussing differences. In general, to create a good culture and a

pleasant environment it must be based on dignity and respect within an organization

(Kulbaciauskaite, 2021).

2.6 Significance of conflict management

As ascertain by The Foundation Coalition (2013) learning to manage conflict is integral to a

high-performance team. Conflict results because of miscommunication between people with

regard to their needs, ideas, beliefs, goals, or values. Orji (2010) in his study on Theories and

Practice of Ethnic Conflict Management in Nigeria asserted that conflict is a highly significant

social phenomena because of it complexity and the social and political threats it pose to the

society. On the other hand, Hoban (1992a) noted that Conflict is not always negative. In fact, it

can be healthy when effectively managed. Healthy conflict can lead to Growth and innovation,

new ways of thinking, additional management options in organisations (Hoban, 1992; Demirtas,

Doganci, & Ozdemir, 2007). In similar vein, Segal & Smith (2013) upheld conflict as normal

part of any healthy relationship. After all, two people cannot be expected to agree on everything,

all the time. Thus, they opined that learning how to deal with conflict – rather than avoiding it –

is crucial. Mismanage conflict can cause great harm to a relationship, but when handled in a

respectful, positive way, conflict provides an opportunity to strengthen the bond between two

people likewise parties in an organisations. These skills for conflict resolution, keep personal and

professional relationships strong and growing (Segal & Smith, 2013). In addition, Victorian

Youth Mentoring Alliance, VYMA (2013) outlined conflict as capable of bringing about change;

presenting an opportunity to learn; encouraging a person to do better; helping people to see and

21
understand differences; helping people to become more flexible; clearing the air and helping

people to move on. This calls for the need to properly handle, resolve or manage conflicts. More

importantly, skills and understanding are required couple with the ability to confront and manage

conflicts which bring lasting solutions or result in mutual benefit (Hoban, 1992).

Management, which implies the organization and coordination of activities or situations in order

to achieve defined goals, is a skill that is necessary for handling conflict at any given time.

Unmanaged or poorly managed conflicts generate a breakdown in trust and lost productivity. For

small businesses or organisation, where success often hinges on the cohesion of a few people,

loss of trust and productivity can signal the death of the business or organisation (Eric

Dontigney, 2013). When we manage our conflicts more effectively, we use less energy on the

burdensome tasks such as systemic conflict and get to spend more of our energy on our projects

at work and building our relationships and less apt to practice destructive behaviours that will

negatively impact their organisation (Foundation coalition, 2013). All teams and organizations

have a conflict culture (the way the team responds to conflict). However, most teams never

discuss what the conflict culture is, therefore providing the opportunity for individual team

members to make assumptions that can be counterproductive to the team. As affirmed by

Foundation Coalition (2013), practicing one’s conflict management skills leads to more

successful engagement in conflict with outcomes of relief, understanding, better communication,

and greater productivity for both the individual and the team. It was also observed that people do

not come to organisations with all the social skills they need to collaborate effectively with

others. Therefore, imparting people with appropriate communication, leadership, trust, and

decision making skills related conflict management in order for groups to function effectively is

vital. In addition, when people learn to effectively manage and resolve conflicts with others, then

22
more opportunities for successful team memberships are available to such people. Importantly,

unresolved conflict can lead to aggression. Most people do not resolve conflicts because they

either have a faulty skill set and/or because they do not know the organization’s policy on

conflict management. Research and personal experiences show us that, when we avoid conflict,

the conflict actually escalates and our thoughts and feelings become more negative. All team

members need to know their conflict styles, conflict intervention methods, and strategies for

conflict skill improvement. There are factors which influences how we respond to conflict in our

organizations or institutions. These factors, includes but not limited to gender, self-concept,

expectations, situation, position (power), practice, communication skills, and life experiences.

Discerning how we manage our conflict, why we manage conflict the way we do, and thinking

about the value of engaging in conflict with others is important. With better understanding we

can make informed choices about how we engage in conflict and when we will engage in conflict

Foundation Coalition (2013).

23
 CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter discusses the research methodology of the study. Specifically, research design,

study population, sample size, sampling technique, data collection source, data collection

methods, and data management and presentation.

3.1 Research Design

The study design for the research is case study. Case study provides the chance to study a

research problem into details and it is a descriptive analysis of a person, group or an event under

consideration (Creswell, 2009). “A case study approach was employed in undertaking the

research because the phenomenon under investigation is a contemporary one and the study is

based on a real life situation. Also, the case study allows the use of multiple sources of evidence,

therefore enhancing the quality of data for the research as it permits the validation of one source

of data by another source. In addition, the case study research method brings the investigator and

the case being investigated into direct contact. This leads to a better conversance with the

circumstances of a case and helps to assess the reactions of a group or a community to questions

24
and issues raised in the course of the investigation” (Kumekpor, 2002). “The case study approach

is an explanatory method which makes it easy to ask and seek answers for the necessary „how‟,

„when‟ and „why‟ questions associated with the study. Again, the intimacy of fieldwork

relationships associated with case studies can be the greatest advantage” (David and Sutton,

2004).

Also, the study will employ the mixed method specifically the triangulation design. This method

blends both quantitative and quantitative research techniques within single research framework.

The triangulation method encompasses multifaceted approaches that capitalizes on the strengths

of the various approaches and reduces the weaknesses that stem from using a single research

design.

The justification is premised on the claim that a single methodology has inherent weaknesses.

This implies that both the quantitative and qualitative approaches have limitations which can be

offset by combining the approaches. As argued by Creswell (2009), one approach alone cannot

adequately supply all the answers, and therefore, mixed method helps to explore participant’s

views in more depth and supports in-depth analysis. Thus, combining the quantitative and

qualitative approaches in the same framework integrates the strengths of each approach.

3.2 Study population

According to Burns & Grove (2003), population of a study refers to all the people or elements

that are considered in the research. Trochim (2005) cited in Waiyaki (2017), considers the

population as a group of persons through which a sample is drawn from. The study population is

considered as the people or events or elements in which the researcher considers in his/her

25
investigations or study (Sekaran, 2003 cited in Waiyaki, 2017). With regards to this research, the

population consists of staff in the Ningo-Prampram District Assembly.

3.3 Sample size selection and determination

In terms of sample size selection and determination, Sekaran (2003) defines sample as the

processes and procedures/methods that are put in place to select or determine the number of

participants that are considered adequate for the research in order to bring about generalization.

For the purposes of the study, the sample size will be determined using the Yamane Taro (1967)

formula:

N
n=
1+ N ( α ) ²

Where;

n= the sample size.

N = the population size.

α = the acceptable sampling error (which in this case is 0.05) with 95% confidence level.

3.4 Techniques of sampling

According to Showkat & Parveen (2017), sampling technique is defined as the approaches the

researcher employed in the selection of a sample centered on defined probabilities. These

techniques of sampling can probability or non-probability.

26
With respect to this research, the purposive sampling technique will be employed for this study.

The purposive sampling technique provides the easiness in the selection of respondents that have

the in-depth knowledge that would help achieve the research objectives (Yin, 2011; Saunders,

Lewis, & Thornhill, 2007). Similarly, this technique is usually employed to get understanding

and knowledge from respondents that are rich in information (Patton, 2015). “Also known as

judgment or subjective sampling, the researcher has the luxury to select the participants due to

certain characteristics the respondents possess which is useful to the study” (Latham, 2007).

3.5 Sources of data collection

Data for this research will be obtained through primary and secondary sources. The primary

source of data refers to data that has been acquired ‘first hand’ directly from the field (Creswell,

2009). The primary data will be collected by administering questionnaires and interview guides

to all the sampled respondents under the study communities. The secondary data will be obtained

from existing data in relation to conflict management especially from books, journal, articles,

records from the Ningo-Prampram District Assembly and other relevant documents. The

secondary data supports the primary data to give comprehensive understanding of conflict

management. It also provides the basis for comparative and empirical analysis of data.

3.6 Methods of data collection

Interviews and administration of questionnaires will be the main methods employed. Data

collection instruments including survey “questionnaires” and interview guides will be developed

to collect the data from the respondents. The questionnaires will be used to collect quantitative

data whiles the interview guides were used to collect qualitative data. The questionnaire

contained series of questions, each one providing a number of alternative answers from which

27
the respondents can choose in order to provide an efficient means by which statistically

quantifiable information were collected. The researcher made use of questionnaires because

many of the respondents can easily be reached and this also made data analysis very simpler,

easier and more effective. The items on the questionnaire will be structured basically closed-

ended type of questions. In preparing the questionnaire, a cover letter, instructions and the main

body will be laid down. The questionnaires will be administered personally to the respondents.

The study will also use interviews to solicit information from management of the Assembly.

Interviews are easier for the respondents, especially when asking about opinions. The interviews

allow the researcher to ask open-ended questions which provide more information to the

participants to enable them respond appropriately.

3.7 Data analysis and presentation

Data analysis is the systematic organization of the research data and the testing of research

hypotheses, using the data (Creswell, 2009). Data analysis also entails categorizing, ordering,

manipulating and summarizing the data and describing them in meaningful terms. “The reason

for information analysis is to lessen aggregated information to a sensible size, creating synopses,

searching for examples, and applying statistical techniques” (Cooper & Schindler, 2011). The

data collected from the field will be critically examined, coded and analyzed using stata

especially for quantitative analysis. The qualitative data will be examined through content

analysis.

28
 CHAPTER FOUR

RESULTS AND DISCUSSION

4.0 Introduction

Chapter Four presents and discusses the results obtained from the field. Both the demographic

characteristics of the respondents and the research objectives are discussed. The Chapter is

divided into sections and subsections. The demographic characteristics of respondents are

discussed with regards to sex education level and qualification of respondents. The Chapter

presents and discussed the objectives of the research specifically on the factors that influence

organizational conflict in Ningo-Prampram District Assembly, consequences of organizational

Conflict, the approaches and strategies adopted by management to address conflicts in Ningo-

Prampram District Assembly, and the effects of conflict management on employees’

performance in Ningo-Prampram District Assembly.

As stated in the methodology, the sample size consists of 60 respondents. 5-point Likert-Scale

was used to analyze the research objectives and the results were presented formatively in the

form of tables, frequencies, and graphs.

29
4.1 Demographic data of respondents in Ningo-Prampram District Assembly

This section described the socioeconomic characteristics in Ningo-Prampram District Assembly.

The study presented 60 respondents for analysis. From the results it is reported that 63% of the

respondents are males whiles 37% are females. Figure 5.1 shows the sex distributions of

respondents in Ningo-Prampram District Assembly.

Sex of respondents

37% Male
Female
63%

Figure 4. 1 Sex of respondents

Source: Field Data, 2023

From the analyses, it is revealed that a total of 43 respondents representing 72% of the total

respondents attained tertiary education. 10 of the respondents representing 17% of the total

respondents attained junior High School education, 7 of the respondents representing 11% of the

30
total respondents attained senior High School education. Figure 5.2 presents the respondents’

educational level.

Educati onal level of respondents

43

10

7
T e r ti a r y J un i or Hi gh Sc h o ol Sen i o r H i gh Sc h o o l

Figure 4. 2 Educational level of respondents

Source: Field Data, 2023

In terms of respondents’ qualifications, the results revealed that a majority of 31 respondents

representing 51.6% of the total respondents are bachelor degree holders. 11 of the respondents

representing 18% of the total respondents are Master’s degree holders, 7 of the respondents

representing 11% of the total respondents are WASSCE holders, and 10 (16.7%) respondents

attained their BECE. It was also revealed that only one respondent attained a PHD degree.

Figure 5.3 presents the respondents’ educational level.

31
 respondents Qualifi cati on

31
11

10
7
1

PHD Mast o r s B ac h el o r W ASSC E B EC E

Figure 4. 3 Qualification of respondents

Source: Field Data, 2023

4.2 Factors that influence organizational conflict in Ningo-Prampram District Assembly.

First of all, a Likert Scale analysis was conducted to assess whether or not lack/poor

communication influence organizational conflict in Ningo-Prampram District Assembly (Refer

to Table 4.1). The results discovered that 19 respondents representing 31.7% of the total

participants strongly agreed that lack/poor communication influence organizational conflict in

Ningo-Prampram District Assembly, 22 respondents representing 36.7% of the total participants

strongly agreed that lack/poor communication influence organizational conflict in Ningo-

Prampram District Assembly (Refer to Table 4.1). This finding is in tandem with that of Isa

(2015) who found that poor communication is one of the main causes of conflict between

employees in the workplace. This can result in a difference in communication styles or a failure

to communicate. Poor communication in the workplace not only causes conflict but also

decreases productivity and employee morale

32
In terms of poor leadership, the Likert Scale results showed that out of the 60 respondents, a

majority of 22 respondents representing 36.7% of the total participants strongly agreed that poor

leadership influence organizational conflict in Ningo-Prampram District Assembly (Refer to

Table 4.1).

In terms of insufficient resources, the Likert Scale results showed that out of the 60 respondents,

a majority of 21 respondents representing 35% of the total participants strongly agreed that

insufficient resources influence organizational conflict in Ningo-Prampram District Assembly

(Refer to Table 4.1).

In terms of differences in employees' personalities and values, the Likert Scale results showed

that out of the 60 respondents, 17 respondents representing 28.3% of the total participants agreed

that insufficient resources influence organizational conflict in Ningo-Prampram District

Assembly. The results revealed that majority of 21 respondents representing 35% of the total

participants strongly agreed that insufficient resources influence organizational conflict in

Ningo-Prampram District Assembly (Refer to Table 4.1).

In terms of sexual harassment, the Likert Scale results showed that out of the 60 respondents, a

majority of 20 respondents representing 33.3% of the total participants agreed that insufficient

resources influence organizational conflict in Ningo-Prampram District Assembly. The results

also revealed that 16 respondents representing 26.6% of the total participants strongly agreed that

insufficient resources influence organizational conflict in Ningo-Prampram District Assembly

(Refer to Table 4.1). Sexual harassment is unwelcome behavior that happens to you because of

your sex. Some types of behavior that can be considered sexual harassment are unwelcome

33
sexual advances, request for sexual favors, or verbal or physical conduct of a sexual nature (Isa,

2015).

Table 4. 1 Factors influencing organizational conflict in Ningo-Prampram District

Assembly

Strongly Agree Neutral Disagree Strongly

agree disagree

Lack/poor communication 19 (31.7%) 22 8 (13.3%) 7 4 (6.7%)

(36.7%) (11.7%)

Poor leadership 22 (36.7%) 19 8 (13.3%) 9 (15%) 2 (3.3%)

(31.7%)

Insufficient resources 21 (35%) 19 9 (15%) 6 (10%) 5 (8.3%)

(31.7%)

Differences in employees' 17 (28.3%) 21 (35%) 13 6 (10%) 3 (5%)

personalities and values (21.7%)

Sexual Harassment 16 (26.6%) 20 8 (13.3%) 10(16.7% 6 (10%)

(33.3%) )

Source: Field Data, 2023

4.3 Consequences of conflicts in the organization

First of all, a Likert Scale analysis was conducted to assess whether or not mismanaged conflict

affects productivity in Ningo-Prampram District Assembly (Refer to table 4.2). The results

discovered that out of the 60 respondents 25 respondents representing 41.7% of the total

34
participants strongly agreed that mismanaged conflict affects productivity in Ningo-Prampram

District Assembly. The results also discovered that 18 respondents representing 30% of the total

participants agreed that mismanaged conflict affects productivity in Ningo-Prampram District

Assembly (Refer to Table 4.2). This study is in support of the study of Cram & MacWilliams

(2009) who found that managed conflict affects productivity. Unmanaged or poorly managed

conflicts generate a breakdown in trust and lost productivity. For small businesses or

organisation, where success often hinges on the cohesion of a few people, loss of trust and

productivity can signal the death of the business or organisation (Eric Dontigney, 2013). When

we manage our conflicts more effectively, we use less energy on the burdensome tasks such as

systemic conflict and get to spend more of our energy on our projects at work and building our

relationships and less apt to practice destructive behaviours that will negatively impact their

organisation (Foundation coalition, 2013).

Secondly, a Likert Scale analysis was conducted to assess whether or not mishandled conflict

affects employees’ health and wellbeing in Ningo-Prampram District Assembly (Refer to table

4.2). The results discovered that out of the 60 respondents 25 respondents representing 41.7% of

the total participants agreed that mishandled conflict affects employees’ health and wellbeing in

Ningo-Prampram District Assembly. The results also discovered that 20 respondents

representing 33.3% of the total participants strongly agreed that mishandled conflict affects

employees’ health and wellbeing in Ningo-Prampram District Assembly (Refer to Table 4.2).

This finding is in confluence with that of Riaz and Junaid (2014) who found that mishandled

conflict affects employees’ health and wellbeing, which in turn results in absenteeism. It is a

habitual pattern of absence from duty or obligation (Johns, 2007). A high correlation exists

among absenteeism, job stress and needing a break from fighting with colleagues. Workplace

35
conflict may also create a tendency of presenteeism. It means showing up at work while ill or

otherwise not completely fit for work.

Also, a Likert Scale analysis was conducted to assess whether or not mishandled conflict can

tarnish the organization brand image and value positioning in the mind of customers in Ningo-

Prampram District Assembly (Refer to table 4.2). The results discovered that out of the 60

respondents 26 respondents representing 43.3% of the total participants agreed that mishandled

conflict can tarnish the organization brand image and value positioning in the mind of customers.

The results also discovered that 23 respondents representing 38.3% of the total participants

strongly agreed that mishandled conflict can tarnish the organization brand image and value

positioning in the mind of customers in Ningo-Prampram District Assembly (Refer to Table 4.2).

A Likert Scale analysis was conducted to assess whether or not mishandled conflict can result to

low trust level in Ningo-Prampram District Assembly (Refer to table 4.2). The results discovered

that out of the 60 respondents 22 respondents representing 36.7% of the total participants agreed

that mishandled conflict can result to low trust level. The results also discovered that 17

respondents representing 28.3% of the total participants strongly agreed that mishandled conflict

can result to low trust level in Ningo-Prampram District Assembly (Refer to Table 4.2). This

finding is in tandem with that of Eric Dontigney (2013) who found that unmanaged or poorly

managed conflicts generate a breakdown in trust and lost productivity. For small businesses or

organisation, where success often hinges on the cohesion of a few people, loss of trust and

productivity can signal the death of the business or organisation. Riaz and Junaid (2014) also

found that mismanaged and unresolved conflict causes stress, reduces confidence levels, makes

employees anxious, and frustrated. All these lead to lesser job satisfaction, humiliation,

embarrassment, and stressed; these induce psychological and physical diseases.

36
 A Likert Scale analysis was conducted to assess whether or not mishandled conflict can result to

loss of skilled employees functions in Ningo-Prampram District Assembly (Refer to table 4.2).

The results discovered that out of the 60 respondents 22 respondents representing 36.7% of the

total participants agreed that mishandled conflict can result to loss of skilled employees’

functions. The results also discovered that 17 respondents representing 28.3% of the total

participants strongly agreed that mishandled conflict can result to loss of skilled employees’

functions in Ningo-Prampram District Assembly (Refer to Table 4.2). According to Rahim

(2001), unresolved conflict generates many serious consequences involving high financial and

human costs. Conflict may lead to frustration, tension, low morale, missing meeting deadlines,

lack of self-confidence, low trust level, communication problems, absenteeism, and legal

proceedings (Riaz and Junaid, 2014; Buss, 2009). Dana (2001) identified eight hidden costs of

conflict: wastage of time, bad quality of decisions made, loss of skilled employees, restructuring

inefficiencies, lowered job motivation, disruption, absenteeism, and health costs (Riaz and

Junaid, 2014; Riaz, 2010). Buss (2009) divided cost of conflict at workplace in three categories:

cost to organization, cost to employees, and cost to clients.

Table 4. 2 Consequences of conflicts in the organization

Strongl Agree Neutral Disagre Strongl

y agree e y

disagree

Mismanaged conflict affects productivity 25(42%) 18 8 (13%) 9 (15%) -

(30%)

Mishandled conflict affects employees’ 20 25 9 (15%) 6 (10%) -

37
health and wellbeing (33%) (42%)

It may tarnish the organization brand 23 26 11 - -

image and value positioning in the mind (38%) (43%) (18%)

of customers

lack of self-confidence and lowered job 19 26 9 (15%) 6 (10%) -

motivation (32%) (43%)

Low trust level 17 22 11 7 (12%) 3 (5%)

(28%) (37%) (18%)

Loss of skilled employees functions. 15 18 (30) 13 8 (13%) 6 (10%)

(25%) (22%)

Restructuring inefficiencies 14 24 11 7 (12%) 4 (7%)

(23%) (40%) (18%)

Source: Field Data, 2023

4.4 The approaches and strategies adopted by management to address conflicts in Ningo-

Prampram District Assembly

First of all, a Likert Scale analysis was conducted to assess whether or not communication is

used for timely resolution of conflicts in Ningo-Prampram District Assembly (Refer to Table

4.3). The results discovered that out of the 60 respondents, majority of 21 respondents

representing 35% of the total participants agreed that communication is used for timely

resolution of conflicts in Ningo-Prampram District Assembly. The results also discovered that 19

respondents representing 31.7% of the total participants strongly agreed that communication is

38
used for timely resolution of conflicts in Ningo-Prampram District Assembly (Refer to Table

4.3).

A Likert Scale analysis was conducted to assess whether or not litigation is an effective strategy

in conflict management in Ningo-Prampram District Assembly (Refer to Table 4.3). The results

discovered that out of the 60 respondents, majority of 18 respondents representing 30% of the

total participants disagreed that litigation is an effective strategy in conflict management in

Ningo-Prampram District Assembly (Refer to Table 4.3).

A Likert Scale analysis was conducted to assess whether or not arbitration is an effective strategy

in conflict management in Ningo-Prampram District Assembly (Refer to Table 4.3). The results

discovered that out of the 60 respondents, majority of 24 respondents representing 40% of the

total participants agreed that arbitration has been embraced as a third party intervention to

manage conflict and improve performance in Ningo-Prampram District Assembly. To support

this assertion, the results also revealed that out of the 60 respondents, majority of 13 respondents

representing 21.6% of the total participants strongly agreed that arbitration has been embraced as

a third party intervention to manage conflict and improve performance in Ningo-Prampram

District Assembly (Refer to Table 4.3)..

A Likert Scale analysis was conducted to assess whether or not adequate supply of resources and

informationis is served as an effective strategy in conflict management in Ningo-Prampram

District Assembly (Refer to Table 4.3). The results discovered that out of the 60 respondents,

majority of 22 respondents representing 36.7% of the total participants agreed that adequate

supply of resources and informationis is served as an effective strategy in conflict management

in Ningo-Prampram District Assembly (Refer to Table 4.3).

39
A Likert Scale analysis was conducted to assess whether or not mediation is used to solve

conflict arising from personal differences in Ningo-Prampram District Assembly The results

discovered that out of the 60 respondents, majority of 28 respondents representing 46.7% of the

total participants agreed that mediation is used to solve conflict arising from personal differences

in Ningo-Prampram District Assembly (Refer to Table 4.3).

Table 4. 3 The approaches and strategies adopted by management to address conflicts in

Ningo-Prampram District Assembly

Strongly Agree Neutral Disagree Strongly

agree disagree

Communication is used in the 19 21 7 8 (13.3) 5 (8.3)

timely resolution of conflicts (31.7%) (35%) (11.7%)

Litigation is an effective strategy 7 (11.7%) 17 12 18 (30%) 6 (10%)

in conflict management (28.3%) (20%)

Arbitration has been embraced as 13 24 12 8 3 (5%)

a third party intervention to (21.6%) (40%) (20%) (13.3%)

manage conflict and improve

performance

Adequate supply of resources 15 (25%) 22 12 7 4 (6.7%)

and information (36.7%) (20%) (11.6%)

Mediation is used to solve 20 28 12 - -

conflict arising from personal (33.3%) (46.7%) (20%)

differences

40
Source: Field Data, 2023

4.5 The effects of conflict management on employees’ performance in Ningo-Prampram

District Assembly

First of all, a Likert Scale analysis was conducted to assess whether or not healthy conflict

management can lead to growth and innovation, new ways of thinking, additional management

options in the organization (Refer to Table 4.4). The results discovered that out of the 60

respondents, majority of 28 respondents representing 46.7% of the total participants strongly

agreed that healthy conflict management can lead to growth and innovation, new ways of

thinking, additional management options in the organization in Ningo-Prampram District

Assembly. The results also discovered that 19 respondents representing 31.7% of the total

participants agreed that healthy conflict management can lead to growth and innovation, new

ways of thinking, additional management options in the organization in Ningo-Prampram

District Assembly (Refer to Table 4.4).

A Likert Scale analysis was conducted to assess whether or not healthy conflict management

provides an opportunity to strengthen the bond between two people likewise parties in the

organization (Refer to Table 4.4). The results discovered that out of the 60 respondents, majority

of 27 respondents representing 45% of the total participants agreed that healthy conflict

management provides an opportunity to strengthen the bond between two people likewise parties

in Ningo-Prampram District Assembly (Refer to Table 4.4). The results also discovered that 26

respondents representing 43.3% of the total participants strongly agreed that healthy conflict

management provides an opportunity to strengthen the bond between two people likewise parties

in Ningo-Prampram District Assembly (Refer to Table 4.4). This is in support of the findings of

Segal & Smith (2013), who reported that managed conflict provides an opportunity to strengthen

41
the bond between two people likewise parties in an organisations. These skills for conflict

resolution, keep personal and professional relationships strong and growing. Victorian Youth

Mentoring Alliance, (2013) outlined conflict as capable of bringing about change; presenting an

opportunity to learn; encouraging a person to do better; helping people to see and understand

differences; helping people to become more flexible; clearing the air and helping people to move

on. This calls for the need to properly handle, resolve or manage conflicts. More importantly,

skills and understanding are required couple with the ability to confront and manage conflicts

which bring lasting solutions or result in mutual benefit.

A Likert Scale analysis was conducted to assess whether or not healthy conflict management

leads to greater productivity in the organization (Refer to Table 4.4). The results discovered that

out of the 60 respondents, majority of 25 respondents representing 41.7% of the total participants

strongly that healthy conflict management leads to greater productivity in Ningo-Prampram

District Assembly. The results also discovered that 24 respondents representing 40% of the total

participants agreed that healthy conflict management leads to greater productivity in Ningo-

Prampram District Assembly (Refer to Table 4.4).

A Likert Scale analysis was conducted to assess whether or not healthy conflict management

reduces financial and human cost in the organization (Refer to Table 4.4). The results discovered

that out of the 60 respondents, majority of 25 respondents representing 41.7% of the total

participants agreed that healthy conflict management reduces financial and human cost in Ningo-

Prampram District Assembly. The results also discovered that 16 respondents representing

26.7% of the total participants strongly agreed that healthy conflict management reduces

financial and human cost in Ningo-Prampram District Assembly (Refer to Table 4.4).

42
A Likert Scale analysis was conducted to assess whether or not healthy conflict management

provides outcomes of relief, understanding, and better communication in the organization (Refer

to Table 4.4). The results discovered that out of the 60 respondents, majority of 26 respondents

representing 43.3% of the total participants agreed that healthy conflict management provides

outcomes of relief, understanding, and better communication in the organization in Ningo-

Prampram District Assembly (Refer to Table 4.4). The results also discovered that 24

respondents representing 40% of the total participants strongly agreed that healthy conflict

management reduces provides outcomes of relief, understanding, and better communication in

the organization in Ningo-Prampram District Assembly (Refer to Table 4.4). This is in

consistence with the findings of Foundation Coalition (2013),that reported that practicing one’s

conflict management skills leads to more successful engagement in conflict with outcomes of

relief, understanding, better communication, and greater productivity for both the individual and

the team. It was also observed that people do not come to organisations with all the social skills

they need to collaborate effectively with others. Therefore, imparting people with appropriate

communication, leadership, trust, and decision making skills related conflict management in

order for groups to function effectively is vital. In addition, when people learn to effectively

manage and resolve conflicts with others, then more opportunities for successful team

memberships are available to such people. Importantly, unresolved conflict can lead to

aggression.

43
Table 4. 4 The effects of conflict management on employees’ performance in Ningo-

Prampram District Assembly

Strongly Agree Neutral Disagree Strongly

agree disagree

Healthy conflict management can lead 28 25 5 (8.3) 2 (3.3%) -

to Growth and innovation, new ways of (46.7%) (41.7%

thinking, additional management )

options in the organization

Provides an opportunity to strengthen 26 27 7 - -

the bond between two people likewise (43.3%) (45%) (11.7%)

parties in the organization

Greater productivity 25 24 6 (10%) 5 (8.3%) -

(41.7%) (40%)

Outcomes of relief, understanding, 24 26 10 - -

better communication (40%) (43.3% (16.7%)

Reduces financial and human cost 16 25 9 (15%) 5 (8.3%) 5 (8.3%)

(26.7%) (41.7%

Source: Field Data, 2023

44
 CHAPTER FIVE

SUMMARY, CONCLUSIONS AND POLICY RECOMMENDATIONS

5.1 Introduction

This chapter presents the summary of the study and major findings, conclusions of the major

findings of the study and presents recommendations.

5.2 Summary and Major Findings

The study conducts an assessment on the effects of conflicts management in Ningo-Prampram

District Assembly. The specific objectives. To ensure that the research questions and objectives

of the study are accomplished, the study emphasized on the the factors that influence

organizational conflict in Ningo-Prampram District Assembly, the approaches and strategies

adopted by management to address conflicts in Ningo-Prampram District Assembly, and the

effects of conflict management on employees’ performance in Ningo-Prampram District

Assembly.

The data was obtained using questionnaire from 60 participants. In order to analyze the research

questions and objectives, descriptive statistics were used to describe the socio-economic

characteristics of the respondents. The 5-point Likert-Scale was used to analyze the research

objectives.

45
5.2.1 Research objective 1: The factors that influence organizational conflict in Ningo-

Prampram District Assembly

The Likert-Scale was employed to analyze the factors that influence organizational conflict in

Ningo-Prampram District Assembly. The results revealed that lack/poor communication, poor

leadership, insufficient resources, differences in employees' personalities and values, and sexual

harassment. The results revealed that majority of the participants strongly agreed that lack/poor

communication influence organizational conflict in Ningo-Prampram District Assembly. The

results revealed that a majority of 36.7% of the total participants strongly agreed that poor

leadership influence organizational conflict in Ningo-Prampram District Assembly. The Likert

Scale result revealed that majority of 35% of the total participants strongly agreed that

insufficient resources influence organizational conflict in Ningo-Prampram District Assembly. A

majority of 35% of the total participants strongly agreed that insufficient resources influence

organizational conflict in Ningo-Prampram District Assembly. 33.3% of the total participants

agreed that sexual harassment influence organizational conflict in Ningo-Prampram District

Assembly.

5.2.2 Research objective 2: Consequences of organizational conflict in Ningo-Prampram

District Assembly

The Likert-Scale was employed to analyze the consequences of organizational conflict in Ningo-

Prampram District Assembly. The results revealed that mismanaged conflict affects productivity

in Ningo-Prampram District Assembly. The results revealed that mishandled conflict affects

employees’ health and wellbeing in Ningo-Prampram District Assembly. Also, the results

revealed that mishandled conflict can tarnish the organization brand image and value positioning

in the mind of customers. The results revealed that mishandled conflict can result to low trust

46
level in Ningo-Prampram District Assembly. The results revealed that mishandled conflict can

result to loss of skilled employees functions in Ningo-Prampram District Assembly.

5.2.3 Research objective 3: Approaches and strategies adopted by management to address

conflicts in Ningo-Prampram District Assembly

The Likert-Scale was employed to analyze the approaches and strategies adopted by

management to address conflicts in Ningo-Prampram District Assembly. The results revealed

that communication is used for timely resolution of conflicts in Ningo-Prampram District

Assembly. The results revealed that arbitration has been embraced as a third party intervention to

manage conflict and improve performance in Ningo-Prampram District Assembly. The results

revealed that adequate supply of resources and informationis is served as an effective strategy in

conflict management in Ningo-Prampram District Assembly. The results revealed that mediation

is used to solve conflict arising from personal differences in Ningo-Prampram District Assembly.

The results revealed that litigation is not an effective strategy in conflict management in Ningo-

Prampram District Assembly.

5.2.4 Research objective 3: The effects of conflict management on employees’ performance

in Ningo-Prampram District Assembly

The Likert-Scale was employed to analyze the effects of conflict management on employees’

performance in Ningo-Prampram District Assembly. The results revealed that healthy conflict

management can lead to growth and innovation, new ways of thinking, additional management

options in the organization in Ningo-Prampram District Assembly. The results revealed that

healthy conflict management provides an opportunity to strengthen the bond between two people

likewise parties in Ningo-Prampram District Assembly. The results revealed that healthy conflict

management leads to greater productivity in Ningo-Prampram District Assembly. The results

47
revealed that healthy conflict management reduces financial and human cost in Ningo-Prampram

District Assembly. The results also revealed that healthy conflict management reduces provides

outcomes of relief, understanding, better communication in the organization in Ningo-Prampram

District Assembly.

5.3. Conclusion

This sub-section provides a conclusion from the findings of the research.

With respect to the factors that influence organizational conflict in Ningo-Prampram District

Assembly, the study can be concluded that lack/poor communication, poor leadership,

insufficient resources, differences in employees' personalities and values, and sexual harassment.

With regard to the consequences of organizational conflict in Ningo-Prampram District

Assembly, the study concluded that mismanaged conflict affects productivity; employees’ health

and wellbeing; and the organization brand image and value positioning in the mind of customers.

The study also concludes that mishandled conflict can result to low trust level and loss of skilled

employees functions in Ningo-Prampram District Assembly.

With respect to the approaches and strategies adopted by management to address conflicts in

Ningo-Prampram District Assembly, The study concludes that communication, arbitration,

mediation, and adequate supply of resources and information served as an effective strategy in

conflict management in Ningo-Prampram District Assembly.

48
With respect to the effects of conflict management on employees’ performance in Ningo-

Prampram District Assembly, the study concludes that healthy conflict management can lead to

growth and innovation, new ways of thinking, additional management options; provides an

opportunity to strengthen the bond between two people likewise parties; greater productivity;

reduces financial and human cost as well as provides outcomes of relief, understanding, better

communication in Ningo-Prampram District Assembly.

5.4 Recommendations

This section, presents a policy recommendations based on the research objectives.

The Assembly should improve and expand the scope of the various Conflict Management

strategies such as mediation, arbitration, adequate supply of resources and information. These

strategies would help prevent potential conflicts situation and bring peace and development to

the Assembly.

The study recommends that resources should be located to the various departments and units in

Assembly in order to avoid struggle of the limited resources among employees and the various

departments and units.

The study recommends that all sexual harassment cases should be reported to appropriate

authorities for action. The Assembly should also implement and enforce sexual harassment

policy in order to help constrain behavior.

The study recommends that employees should be provided with adequate training and education

on the value of different personalities, values, beliefs, and culture. Employees should embrace

the beliefs and culture of other people as well as respect opinions and personality of others in the

organization.

49
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55
 APPENDIX 1

UNIVERSITY OF CAPE COAST

QUESTIONNAIRE GUIDE FOR STAFF

We are students of the above mentioned University. As part of the requirements for the award of

a degree, we are conducting a study on the topic: “Assessing the effects of conflict

management in Ningo-Prampram District Assembly.” This questionnaire is going to last for

about 8 minutes and you can choose to opt out anytime. You are assured of anonymity and

confidentiality and your responses would not be made known to any other party apart from the

researcher and supervisors. Responses gathered would be used solely for academic purpose.

56
Thank you

Name of department………………….

Date of administration of questionnaire………………..

Kindly tick (√) in the bracket

Part 1: Demographic characteristics of respondent

1. Sex of respondent

1) Male [ ]

2) Female [ ]

2. Educational level of respondent

1) Primary [ ]

2) Junior High School [ ]

3) Senior High School/Technical/Vocational School [ ]

4) Tertiary [ ]

5) None [ ]

3. Qualification of respondent

1) PHD [ ]

2) Masters [ ]

3) Bachelor’s degree [ ]

4) WACE [ ]

5) BECE [ ]

6) If others, specify ……………………….

57
 4. Position of respondent ……………………..

5. How long have you worked for the organization?………………

Part 2: Factors that influence organizational conflict in Ningo-Prampram District

Assembly.

Kindly indicate the extent to which you agree or disagree with the following factors that

influence organizational conflict in Ningo-Prampram District Assembly

Strongly Agree Neutra Disagree Strongly

agree l disagree

Lack/poor communication

Poor leadership

Insufficient resources

Differences in employees'

personalities and values

Sexual Harassment

Part 3: Consequences of conflicts in the organization

Kindly answer the following questions in relation to consequences of conflicts in Ningo-

Prampram District Assembly using the likert scale.

SA= strongly agree, A= agree, N= Neutral, D= Disagree, SD =Strongly Disagree

58
 Strongly Agree Neutral Disagre Strongly

agree e disagree

Mismanaged conflict affects

productivity

Mishandled conflict affects

employees’ health and wellbeing

It may tarnish the organization

brand image and value

positioning in the mind of

customers

lack of self-confidence and

lowered job motivation

Low trust level

Loss of skilled employees

functions.

Restructuring inefficiencies

Part 4: The approaches and strategies adopted by management to address conflicts in

Ningo-Prampram District Assembly

Kindly answer the following questions in relation to the approaches and strategies adopted by

management to address conflicts in Ningo-Prampram District Assembly using the likert scale

SA= strongly agree, A= agree, N= Neutral, D= Disagree, SD =Strongly Disagree

59
 Component Strongly Agre Neutral Disagre Strongly

agree e e disagree

Communication is used in the

timely resolution of conflicts

Litigation is an effective strategy

in conflict management

Arbitration has been embraced as

a third party intervention to

manage conflict and improve

performance

Adequate supply of resources

and information

Mediation is used to solve

conflict arising from personal

differences

Part 5: The effects of conflict management on employees’ performance in Ningo-

Prampram District Assembly

Kindly answer the following questions in relation to effects of conflict management on

employees’ performance in Ningo-Prampram District Assembly using the likert scale.

SA= strongly agree, A= agree, N= Neutral, D= Disagree, SD =Strongly Disagree

60
Component Strongly Agre Neutral Disagree Strongly

agree e disagree

Healthy conflict management

can lead to Growth and

innovation, new ways of

thinking, additional management

options in the organization

Provides an opportunity to

strengthen the bond between two

people likewise parties in the

organization

Greater productivity

Outcomes of relief,

understanding, better

communication

Reduces financial and human

cost

61
 APPENDIX 2

UNIVERSITY OF CAPE COAST

INTERVIEW GUIDE FOR MANAGEMENT

We are students of the above mentioned University. As part of the requirements for the award of

a degree, we are conducting a study on the topic: “Assessing the effects of conflict

management in Ningo-Prampram District Assembly.” This interview is going to take a form

of one on one and it will last for about 15 minutes. You are assured of anonymity and

confidentiality and your responses would not be made known to any other party apart from the

researcher and supervisors. Responses gathered would be used solely for academic purpose.

Thank you.

62
Section A: Bio-data

1. Sex of respondent

1) Male [ ]

2) Female [ ]

2. Qualification of respondent

1) PHD [ ]

2) Masters [ ]

3) Bachelor’s degree [ ]

4) If others, specify ……………………….

3. Number of years in service

1) 1-5 [ ]

2) 6-10 [ ]

3) 10 and above [ ]

4. Position of respondent ………………….

5. Does your organization adopts systems and approaches in handling conflict?

1) Yes

2) No

6. What are the major approaches to conflict management does your organization adopts?

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

63
………………………………………………………………………………………………………

………………………………………………………………………………………………………

7. What is the current conflict situation in organization and how well did you manage it?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

8. What are the major factors that may result to conflict in the organization?

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

9. To what extent does conflict management affects productivity and employees

performance in your organization?

64
………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

Thank you!!

65