SCHOOL OF GRADUATE STUDIES

KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

(COLLOGE OF HUMANITIES AND SOCIAL SCIENCES)

SCHOOL OF BUSINESS

ADABRE NABE CHRISTIANA ADAEZE

MSC.MANAGEMENT AND HUMAN RESOURCE STRATEGY IDL

COURSE: MHRS 555- RESEARCH TECHNIQUES IN MANAGEMENT

FIRST SEMESTER 2023

ID:2090814

ASSIGNMENT: ASSIGNMENT TOPIC: EXAMINING THE EFFECTS OF

CONFLICTS ON PRIVATE-SECTOR ORGANIZATIONS

ABSTRACT
This research study aims to investigate the effects of conflicts on private-sector organizations.
The study will employ a mixed-methods approach, utilizing both qualitative and quantitative
data to comprehensively analyze the research topic. The study will collect data from private-
sector organizations across different industries and locations.

The qualitative component of the study will consist of in-depth interviews with key personnel in
the private-sector organizations to explore their experiences and perceptions of conflict within
their workplace. The quantitative component will consist of a survey distributed to a larger
sample of employees from private-sector organizations to measure the frequency, nature, and
impact of conflict on the organization.

The study aims to contribute to the existing literature on organizational conflict by providing a
comprehensive understanding of the effects of conflict on private-sector organizations. The study
will explore how conflicts can lead to reduced productivity, employee dissatisfaction, and
increased turnover rates. Additionally, the study will investigate the role of conflict resolution
strategies and how they can help mitigate the negative effects of conflict.

The findings of the study will be relevant to private-sector organizations, as it will provide
insights into the importance of conflict management and resolution strategies in maintaining a
healthy and productive workplace. The results of the study will also inform policy and practice in
the private sector, as organizations seek to create and maintain a positive work environment for
their employees.

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 Contents

ABSTRACT.................................................................................................................................................i
CHAPTER ONE..............................................................................................................................................1
1.0 Research Background..................................................................................................................1
1.1 Problem Statement......................................................................................................................2
1.2 Research Questions.....................................................................................................................2
1.2.0 Main Research Question..........................................................................................................2
1.2.1 Sub-Research Questions..........................................................................................................2
1.3 Research Objectives.....................................................................................................................3
1.3.0 Main Research Objectives........................................................................................................3
1.3.1 Sub Research objectives..........................................................................................................3
1.4 Significance of the Study..............................................................................................................3
1.5 Organization of the Study............................................................................................................4
CHAPTER TWO.............................................................................................................................................5
2.0 LITERATURE REVIEW........................................................................................................................5
2.1 Introduction.................................................................................................................................5
2.2 Definition of Conflicts..................................................................................................................6
2.3 Causes of Conflicts in Organizations............................................................................................6
2.4 Conflict Resolution.......................................................................................................................7
2.5 Conflict Aftermath.......................................................................................................................7
2.6 Types of Conflicts.........................................................................................................................8
2.7 Managing Organizational Conflicts............................................................................................10
2.7.1 Traditional and Modern Approaches to Conflicts..................................................................11
2.7.1.1 Traditional Approach.............................................................................................................11
a) Classicists:......................................................................................................................................12
b) Neoclassicists:................................................................................................................................12
2.7.1.2 Modern Approach..................................................................................................................12
2.8 Strategies for Managing Organizational Conflicts......................................................................13
2.8.1 The Thomas-Kilmann Model..................................................................................................14
2.9 Effects of Conflicts.....................................................................................................................15
2.9.1 Advantages of Organizational conflicts..................................................................................15
2.9.2 Disadvantages of organizational conflicts..............................................................................16
2.10 Conceptual review.....................................................................................................................17

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 2.10.1 Research Gap.........................................................................................................................19
2.10.2 Research Framework.............................................................................................................19
2.10.3 Research Hypotheses.............................................................................................................19
CHAPTER THREE........................................................................................................................................21
3.0 METHODOLOGY.............................................................................................................................21
3.1 Introduction...............................................................................................................................21
3.2 Research Design.........................................................................................................................21
3.3 Types of Data.............................................................................................................................21
3.4 Sources of Data..........................................................................................................................22
3.4.1 Interview................................................................................................................................23
3.5 Population of the Study.............................................................................................................23
3.6 Sampling Size and Sampling Procedure.....................................................................................24
3.7 Data Collection Instruments......................................................................................................25
3.8 Method of Data Analysis............................................................................................................26
Summary...............................................................................................................................................27
Recommendations.................................................................................................................................28
Research Questionnaires and Interview Guide......................................................................................29
References.............................................................................................................................................30

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 CHAPTER ONE
1.0 Research Background

Conflict is a common phenomenon in organizations, and its effects can have far-reaching
implications. In private-sector organizations, conflicts can arise from various sources, including
disagreements over goals, resource allocation, and interpersonal relationships. Conflicts can have
both positive and negative effects on private-sector organizations, depending on how they are
managed and resolved. Therefore, it is important to examine the effects of conflicts on private-
sector organizations and identify strategies to manage and resolve them effectively.

Previous research has investigated the effects of conflicts on private-sector organizations from
different perspectives. For instance, Jehn and Bendersky (2003) found that task-related conflicts
can increase organizational creativity and innovation. However, if conflicts are not addressed
appropriately, they can lead to negative consequences, such as decreased productivity, low
morale, and high turnover rates. Additionally, studies have shown that conflicts can affect
employees' job satisfaction, organizational commitment, and turnover intention (Krambia-
Kapardis and Zopiatis, 2017).

Effective conflict management and resolution strategies are crucial to mitigating the negative
effects of conflicts on private-sector organizations. Conflict management strategies such as
negotiation, mediation, and arbitration have been identified as effective methods of addressing
conflicts (De Dreu and Gelfand, 2008). Furthermore, conflict resolution training for managers
and employees can improve conflict management and reduce the negative effects of conflicts on
private-sector organizations (Kozan and Ergin, 2013).

Despite the growing body of research on conflicts in private-sector organizations, there is a need
for further research to provide a more comprehensive understanding of the effects of conflicts on
these organizations. This study aims to address this gap in the literature by examining the effects
of conflicts on private-sector organizations and identifying strategies to manage and resolve
conflicts effectively.

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1.1 Problem Statement
The way conflict is handled determines how it affects the organization. When it comes to
managing conflicts, management must put in place proper strategies and policies to deal with or
manage any type of conflict that may arise. Recognizing conflicts sooner is critical because they
are easier to resolve.
First and foremost, we discovered that unwelcomed disputes and bad relationships among
employees produce a less conducive working atmosphere, resulting in a lack of trust and
obstruction in the flow of information and communication within the ranks.
Unwanted competition among employees diminishes productivity, and fewer competing or
disgruntled individuals may result in employee turnover and absenteeism.

Managers of private-sector enterprises must handle conflicts in their organizations in a certain

way, and the decisions they make in this regard may influence the firm's fate. Recent research
suggests that relationship conflict leads to biased information-processing and rigid stances,
which negatively affect decision-making. (De Wit, Jehn, & Scheepers, 2013).

Conflict management is critical in every business, and our research shows that conflicts in the
private-sector necessitate firm authority and leadership integrity in resolving them, as they can
destabilize the entire organization's productivity and overall performance if not resolved.

The scope of this study is to establish the effects of conflicts on private-sector organizations.

1.2 Research Questions

1.2.0 Main Research Question.

The question our research seeks to answer is what the effects of conflicts on private-sector
organizations are.
1.2.1 Sub-Research Questions

1. What are the common types of conflicts that arise in private-sector organizations, and
what are their causes?
2. How do conflicts affect the productivity and overall performance of private-sector
organizations, and what are their long-term consequences?

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 3. What are the most effective strategies for managing and resolving conflicts in private-
sector organizations, and how can they be implemented successfully?

1.3 Research Objectives

1.3.0 Main Research Objectives

The main research objective of our study is to examine the effects of conflicts in private-sector
organizations.
1.3.1 Sub Research objectives

The specific objectives for the research include;

1. To identify the different types of conflicts that occur in private-sector organizations and
their causes.
2. To analyze the effects of conflicts on the productivity and overall performance of private-
sector organizations, as well as their long-term consequences.
3. To determine the most effective strategies for managing and resolving conflicts in
private-sector organizations, and to assess their successful implementation.

1.4 Significance of the Study

Firstly, this study will contribute to the existing body of knowledge on conflict management and
its impact on private-sector organizations. It will help managers and leaders of organizations to
better understand the types of conflicts that occur in their organizations and how to manage them
effectively, leading to improved organizational performance and productivity.

Secondly, this study will benefit employees within private-sector organizations by providing
insights into the causes and consequences of conflicts, which will help them to better navigate
and resolve conflicts with their colleagues and managers. This may result in improved job
satisfaction and a more positive work environment.

Thirdly, the study will contribute to the development of conflict management strategies that are
tailored to the needs of private-sector organizations. This will be particularly valuable for small

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and medium-sized enterprises (SMEs), which may lack the resources to develop their own
conflict management policies and procedures.

Fourthly, the study will help to promote ethical behavior and responsible decision-making within
private-sector organizations. By highlighting the ethical implications of conflicts and proposing
ways to address them in a responsible and sustainable manner, this study will contribute to the
development of a more ethical and socially responsible business environment.

Finally, the study will provide a foundation for future research on conflict management within
private-sector organizations. It will identify gaps in current knowledge and suggest avenues for
further investigation, which will contribute to the ongoing development of conflict management
theory and practice.

1.5 Organization of the Study

There are three (3) chapters in this study.
Background of the study, Problem Statement, Research Question, Main Research Question, Sub
Research Question, Research Objective, Main Research Objective, Sub Research Objective,
Significance of the Study, and lastly, Organization of the Study are all covered in Chapter One of
the study.
The study's literature review, definition of conflict, causes of conflict, and types of conflict,
managing organizational conflicts, conflict management approach, and the value of conflict
management are all covered in Chapter 2.
Chapter Three is made of the Research design used in the study, sources of data, population of
the study, sample size and sampling procedure, data collection instruments, research methods,
method of data analysis and the organizational profile.

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 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction
Conflict is an inherent part of any organization, and its effective management is critical to ensure
the smooth functioning of the organization (Rahim, 2017). Conflicts can arise from a variety of
sources, including competition for resources, disagreements over priorities, and differences in
values or beliefs (De Wit, Jehn, & Scheepers, 2013). If conflicts are not managed effectively,
they can have serious consequences for the productivity, performance, and overall success of
private-sector organizations.

Several studies have explored the effects of conflicts on private-sector organizations. For
example, Thomas and Kilmann (2017) found that unresolved conflicts can result in reduced
productivity, low morale, and increased employee turnover. Similarly, De Dreu and Gelfand
(2008) found that relationship conflict, in particular, can lead to negative outcomes such as
biased information-processing and rigid stances, which can impede effective decision-making.

In recent years, there has been growing interest in the development of conflict management
strategies that are tailored to the needs of private-sector organizations. One promising approach
is the use of alternative dispute resolution (ADR) methods such as mediation and arbitration
(Coltri & Shapiro, 2014). These methods can help organizations to resolve conflicts in a timely
and cost-effective manner, while also promoting a culture of collaboration and mutual
understanding.

While there is a growing body of literature on the topic of conflict management in private-sector
organizations, there are still many gaps in our understanding of this complex issue. For example,
there is a need to further explore the impact of conflicts on employee job satisfaction and
turnover rates, as well as the ethical implications of conflicts in the private sector. Additionally,
there is a need for more research on the role of leadership in managing conflicts within private-
sector organizations, as well as the development of effective conflict management policies and
procedures.

This literature review aims to synthesize the existing research on the effects of conflicts on
private-sector organizations and identify key areas for further investigation. By doing so, it will

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contribute to the ongoing development of conflict management theory and practice, and help to
promote the long-term success and sustainability of private-sector organizations.

2.2 Definition of Conflicts

Conflicts can be defined as "a process that occurs when individuals or groups perceive that their
interests, values, or goals are incompatible with those of others" (Deutsch, 1973, p. 7). Conflict is
an inevitable part of any organization, as people with different backgrounds, experiences, and
perspectives work together toward common goals. Conflicts can be categorized into different
types, including task conflict, relationship conflict, and process conflict (Jehn, 1997).

In organizational behavior, conflict is defined as "a process in which one party perceives that its
interests are being opposed or negatively affected by another party" (Robbins and Judge, 2019, p.
414). According to this definition, conflict involves two or more parties who have opposing
interests or goals that are in some way mutually exclusive. Conflict can arise from various
sources, such as differences in personality, values, or goals, or from situational factors such as
scarce resources or unclear roles and responsibilities (De Wit, Jehn, & Scheepers, 2013).

In summary, conflicts are complex and multifaceted phenomena that can arise from a variety of
sources, and can have different effects on individuals and organizations. Understanding the
nature of conflicts and their effects is crucial for organizations to effectively manage conflicts
and achieve their goals.

2.3 Causes of Conflicts in Organizations

Conflicts in organizations can arise from various sources. Some of the common causes of
conflicts in organizations include:

1. Differences in values, beliefs, and attitudes: People have different values, beliefs, and
attitudes based on their personal experiences, cultural background, and education. These
differences can lead to conflicts when people are unable to find common ground and
work towards a shared goal (Robbins and Judge, 2019).
2. Scarce resources: Organizations have limited resources, and when employees compete
for these resources, it can result in conflicts. For example, conflicts can arise when

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 employees compete for promotion, bonuses, or other benefits (De Wit, Jehn, &
Scheepers, 2013).
3. Power struggles: Power struggles can occur when employees compete for control over
resources, decision-making, or other aspects of their work. These struggles can result in
conflicts, particularly when employees feel that their interests are being threatened (Jehn,
1995).
4. Poor communication: Inadequate communication or miscommunication can lead to
misunderstandings, which can result in conflicts. Poor communication can occur due to
language barriers, cultural differences, or lack of information (De Wit, Jehn, &
Scheepers, 2013).
5. Unclear roles and responsibilities: Conflicts can arise when employees are unclear
about their roles and responsibilities or when roles overlap. This can result in confusion
and misunderstandings about who is responsible for what (Robbins and Judge, 2019).

Understanding the causes of conflicts in organizations is important for managers to effectively

manage and resolve conflicts. By addressing the underlying causes, managers can prevent
conflicts from arising or minimize their impact when they do occur.

2.4 Conflict Resolution

Conflict resolution is the process of addressing and resolving conflicts or disagreements between
two or more parties in a constructive and peaceful manner (Robbins & Judge, 2019). It involves
identifying the source of the conflict, understanding the perspectives of all parties involved, and
finding a mutually acceptable solution to the problem. Conflict resolution can be achieved
through various methods, including negotiation, mediation, arbitration, and litigation (Deutsch &
Coleman, 2000).

2.5 Conflict Aftermath

Conflict aftermath refers to the aftermath or consequences of a conflict, which may have a
lasting impact on the individuals and organizations involved. Conflict can lead to various
consequences, such as damaged relationships, decreased trust, reduced motivation, decreased job
satisfaction, increased stress, and even physical harm (De Dreu, 2010; De Wit, Jehn, &
Scheepers, 2013). Conflict aftermath may also result in negative outcomes for the organization,
including decreased productivity, decreased performance, increased absenteeism, and increased
turnover (Amason, 1996).
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Managing the aftermath of conflicts is crucial to minimize their negative impact on individuals
and organizations. Organizations may implement various strategies, including conflict resolution
techniques, employee support programs, and communication plans, to manage the aftermath of
conflicts (De Wit, Jehn, & Scheepers, 2013). By effectively managing the aftermath of conflicts,
organizations can maintain positive working relationships, promote employee well-being, and
enhance overall organizational performance.

2.6 Types of Conflicts

Accordingly, there is an important need for the organization’s management to determine the type
of conflict and how to handle it. Therefore, standardized techniques can be suggested and
devised in treating popular conflicts’ characteristics in all categories (Chand, 2010). Conflict can
be classified into types according to its levels, directions, organization, and planned conflict
(Kinicki & Kreitner, 2008; Green, 2012).

Ivancevich and Matteson divided conflict into two types: Functional and Dysfunctional.
They defined functional conflicts as a conflict between groups that improves and benefits the
performance of the organization. Functional conflict is a healthy form of conflict that occurs
when two or more people disagree constructively. Functional conflict increases decision-making
quality, promotes creativity and innovation, and piques group members' attention and curiosity.
Everyone can learn the art of harmonious and efficient compromise through functional conflict.
Dysfunctional conflict is a type of conflict that causes a group's communication or performance
to deteriorate over time. Dysfunctional conflict is defined as a lack of sufficient motivating
conflict. In most cases, dysfunctional conflict in the workplace is caused by the egos of
individuals with opposing goals. Employee burnout and higher levels of stress are common
results. Employees are less satisfied and loyal to the company as a result of this.

Some other common types of conflicts include;

Interpersonal conflict: This is a conflict that occurs between individuals. It may arise due to
differences in opinions, values, or interests. (Hocker & Wilmot, 2014)

The causes that lead to this conflict are personality differences, perceptions (experiences,
education, backgrounds and education), clashes of values and interests, power and status

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differences, lack of information, role, incompatibility, stress and scare resources (Whetten &
Cameron, 2012)

Intrapersonal conflict: This is a conflict that occurs within an individual, such as a conflict
between their thoughts, beliefs, or emotions. (Deutsch, 2006)

Goal conflicts exist within an individual when their behaviors and attitudes have compatible
elements or lead to both positive and negative outcomes which are mutually exclusive. Some
basic elements which causes conflicts within individuals include incompatibility,
unacceptability, uncertainty, frustration, goal conflict and role conflict (Evans, 2013).

Inter-group conflict: This is a conflict that occurs between different groups, such as between
different ethnic or religious groups. It may arise due to differences in beliefs, values, or interests.
(Sherif et al., 1961). These groups may have a wide range of interests and may be unwilling to
freely share information. Members of one group may have conflicts with members of other
groups. Conflicts arise between different groups in an organization each seeking to accomplish
their objectives, are called inter-group conflicts. Organizations are composed of interlocking
networks of sections, work teams, departments, individuals, departments or groups.

Intra-Groups Conflict: Managers or leaders may take disciplinary actions toward group
members, thus leading to conflicts with the group, which subsequently causes a decrease in the
entire productivity of the organization. Intra-group conflict may also happen if there are
disagreements among members of the same group (Chand, 2015).
Conflicts of this nature occur within and between organizations, teams, or departments and
members within a committee. The marketing department may face disagreements about the
deployment of resources made available to it.

Organizational conflict: This is a conflict that occurs within an organization, such as between
employees or between different departments. It may arise due to competition for resources or
power struggles. (Robbins & Judge, 2017)

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Inter-Organizational Conflict: This form of conflict arises between groups; for example, an
organization whose aim is to conserve and protect wild life may clash with developers who argue
that significant portions of wilderness must be cleared in order to develop properties. As one
could anticipate, Businesses that compete in the same markets frequently engage in inter-
organizational conflict. In the competitiveness and rivalry that characterizes firms operating in
the same market, inter-organizational conflicts arise. It also happens between unions and the
companies that employ their members, between government regulatory bodies and the
companies that are under their scrutiny, and between companies and raw material suppliers.

2.7 Managing Organizational Conflicts

Managing organizational conflicts can be a challenging task, but there are strategies and
techniques that can be used to effectively resolve conflicts within an organization.

The practice of recognizing and dealing with disputes in a rational, balanced and effective way.
Conflict management implemented within a business environment usually involves effective
communication, problem resolving abilities and good negotiating skills to restore the focus to the
company’s overall goals (Business Dictionary)

The diagnosis of the causes and elements of conflicts at the interpersonal, intragroup, and
intergroup levels, as well as the strategies used to resolve these conflicts, are all part of conflict
management. A diagnostic should specify whether or not an intervention is required, as well as
the type of intervention required. Be aware of and respectful of differences by avoiding
disrespectful words. In this way problems can be resolved faster (Segel & Smith, 2011).

Conflict resolution is critical in a variety of ways. It is a method of increasing efficiency while

ensuring that employees have valid ideas. Employees are encouraged and inspired by conflict
since it provides them with all of the information they need at work and allows them to gain
insight into how essential each person's opinions are on the job. Conflict resolution can be
viewed as a crucial component of implementing human resource management practices and
policies. Conflict management is always a part of the development strategy of successful banking
industries or enterprises.

The cooperating theory, which believes that people should air their differences and cooperate
toward mutually satisfying solutions, is one way to resolve conflict. Collaboration necessitates
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that each organization member be interdependent, capable of communicating, and sufficiently
devoted to the organization to justify the time and energy spent developing and maintaining
mutually beneficial connections.

2.7.1 Traditional and Modern Approaches to Conflicts

There are traditional and modern approaches to conflicts that can be used to resolve disputes
between individuals, groups, or nations.

Traditional approaches to conflict resolution often involve the use of mediation or negotiation to
find a mutually acceptable solution. In many traditional societies, elders or respected members of
the community may act as mediators to help resolve conflicts between individuals or groups. The
focus of traditional approaches is often on preserving relationships and maintaining harmony
within the community.

2.7.1.1 Traditional Approach

In traditional approach to conflict, there are two types of thinking;

i) Classicists (based on classical common opinion)

ii) Neoclassicists (emphasis on individual psychology).
iii)

a) Classicists:
This strategy is based on popular opinion.

The following are some approaches or ways of thanking:

 Do not allow the quarrel to arise.

 If the conflict still exists, it must be resolved as soon as possible.
 The source of conflict must be recognized and eliminated permanently.

Classicists believe that these approaches might be purposely attained by a well-defined authority
structure, as well as the responsibility and accountability of the hierarchy's involved individuals.

b) Neoclassicists:
This is the classic method, which focuses on the psychology of the individual.

They have the following distinct viewpoints:

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  Understanding the psychology and behavioral pattern of an individual.
 Fostering and fostering participatory leadership in an informal setting.
 Prevent individual unhappiness and promote organizational harmony.
 Informal groupings should be encouraged to make up for official organization's
shortcomings.
 Job enrichment and expansion in an organization might affect individual and group job
satisfaction.
 They also believe that a participatory democratic approach to decision-making can help a
system succeed.

On the other hand, modern approaches to conflict resolution may involve the use of legal
systems, arbitration, or even military force to resolve conflicts. Modern approaches tend to
prioritize individual rights and may be more focused on achieving a legally binding agreement
rather than maintaining relationships.

2.7.1.2 Modern Approach

Conflict, according to modernists, is a natural occurrence. Conflict is a necessary aspect of the
system without which there can be no ‘change,' inventions, or progress.

Some of the modern views in respect of conflict are given below:

1) Organizational conflict is unavoidable.

2) Conflict is never inherently unpleasant or distinctive.
3) It occurs when an organizational structure modification is required.
4) Conflict arises when an individual or a group has difficulty making decisions.
5) Organizational conflict is known as a good attitude for bringing about changes and
innovations for advancement, as long as the motives are positive.
6) Disagreements among knowledgeable persons and the work group generate new ideas.
When it comes to debates, individuals, groups, and organizations are aware of the
benefits and drawbacks of the situation, and it is advantageous to accept the best
viewpoint.

Both traditional and modern approaches have their strengths and weaknesses, and the choice of
approach may depend on the specific situation and context of the conflict.

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In recent years, there has been a growing interest in alternative dispute resolution methods,
which seek to find a middle ground between traditional and modern approaches. These methods
may include techniques such as restorative justice, which focuses on repairing relationships and
addressing the underlying causes of conflicts, or collaborative problem-solving, which involves
working together to find creative solutions to complex problems.

Ultimately, the key to effective conflict resolution is to choose an approach that is appropriate for
the specific situation and to be open to different perspectives and solutions.

2.8 Strategies for Managing Organizational Conflicts

Managing organizational conflicts is an essential part of effective leadership. Here are some
strategies that can be helpful in managing organizational conflicts:

1) Identify the source of the conflict: The first step in managing a conflict is to identify its
source. This can be achieved by listening to all parties involved and understanding their
perspectives.
2) Encourage open communication: Encourage open communication among the parties
involved in the conflict. This can help to clarify misunderstandings and promote
understanding.
3) Focus on interests, not positions: Help the parties involved in the conflict to identify
their underlying interests, rather than focusing solely on their positions. By doing so, it
may be possible to find a solution that satisfies everyone's interests.
4) Explore multiple options: Encourage the parties involved in the conflict to explore
multiple options for resolving the conflict. This can help to identify creative solutions that
may not have been considered otherwise.
5) Seek a win-win solution: Try to find a solution that satisfies the interests of all parties
involved in the conflict. This can help to build trust and promote a positive working
relationship.
6) Encourage compromise: Encourage the parties involved in the conflict to compromise
on certain issues, in order to find a solution that works for everyone.
7) Mediation: If the conflict is particularly complex or difficult to resolve, consider
bringing in a neutral third party to mediate the dispute.

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 8) Follow-up: Once a solution has been agreed upon, follow-up with all parties involved to
ensure that the resolution is being implemented and that everyone is satisfied with the
outcome.

In summary, managing organizational conflicts requires effective communication, creative

problem-solving, and a willingness to find solutions that satisfy the interests of all parties
involved.

2.8.1 The Thomas-Kilmann Model

The Thomas-Kilmann Model is a framework that identifies five different approaches to resolving
conflict. These approaches are as follows:

 Competing: This approach involves a high degree of assertiveness and a low degree of
cooperation. It is often used when one party is trying to win at all costs, and may involve
the use of power, threats, or aggression.
 Collaborating: This approach involves a high degree of both assertiveness and
cooperation. It is used when both parties are interested in finding a solution that satisfies
everyone's interests, and may involve brainstorming, active listening, and creative
problem-solving.
 Compromising: This approach involves a moderate degree of both assertiveness and
cooperation. It is used when both parties are willing to give up something in order to
reach a solution that is acceptable to everyone.
 Avoiding: This approach involves a low degree of both assertiveness and cooperation. It
is used when one or both parties are not willing or able to address the conflict, and may
involve withdrawal, denial, or postponement.
 Accommodating: This approach involves a low degree of assertiveness and a high
degree of cooperation. It is used when one party is willing to give up something in order
to maintain the relationship with the other party, and may involve conceding, smoothing
over differences, or making a sacrifice.

The Thomas-Kilmann Model can be a useful tool for individuals and organizations to better
understand their own conflict resolution styles, as well as the styles of others, in order to work
more effectively together and resolve conflicts in a constructive manner.

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2.9 Effects of Conflicts

Conflicts in organizations can have significant effects on the individuals involved, the team, and
the organization as a whole. Here are some examples with in-text citations and references:

2.9.1 Advantages of Organizational conflicts

While conflicts in organizations are often seen as a negative aspect of organizational life, they
can also have some potential advantages. Here are a few examples:

1) Promoting creativity and innovation: Conflicts can lead to the exchange of diverse
perspectives and ideas, which can stimulate creative thinking and innovative solutions
(Amabile, 1998). This can help organizations to adapt to changing environments and stay
competitive.
2) Encouraging critical thinking: Conflicts can also encourage individuals to think
critically about their own beliefs and assumptions, as well as those of others (Rahim,
2010). This can lead to a deeper understanding of issues and more informed decision-
making.
3) Improving relationships: Resolving conflicts can lead to improved relationships
between individuals and teams (Deutsch, 1973). This can foster trust and collaboration,
leading to improved communication and better outcomes.
4) Facilitating growth and development: Conflicts can provide opportunities for
individuals and teams to learn and grow from their experiences (Lewicki et al., 2015). By
engaging in conflict, individuals can develop new skills and strategies for handling
similar situations in the future.

It's important to note that these advantages are only possible if conflicts are managed effectively.
If conflicts are left unresolved or are managed poorly, the negative consequences are likely to
outweigh any potential advantages.

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 2.9.2 Disadvantages of organizational conflicts

1) Decreased productivity: Conflicts can cause distractions, decreased motivation, and

reduced productivity among employees (Amason, 1996). This can result in missed
deadlines, reduced quality of work, and overall decreased organizational performance.
2) Increased turnover: Conflicts can also lead to increased turnover, as employees may
become dissatisfied with the work environment and choose to leave the organization (De
Dreu & Van Vianen, 2001). This can be costly for the organization, both in terms of
recruitment and training expenses and the loss of valuable employees.
3) Negative impact on communication: Conflicts can negatively impact communication
within the organization, leading to misunderstandings, rumors, and a breakdown in
teamwork (Jehn & Mannix, 2001). This can further exacerbate the conflict and hinder
effective conflict resolution.
4) Reduced job satisfaction: Conflicts can also reduce job satisfaction and employee
morale, leading to decreased engagement and increased absenteeism (De Dreu &
Weingart, 2003). This can have a ripple effect throughout the organization, impacting
team dynamics and overall organizational culture.
5) Legal and financial consequences: In extreme cases, conflicts can result in legal and
financial consequences for the organization, such as lawsuits or damaged reputations
(Furlong, 2005). These consequences can have long-lasting effects on the organization's
success and sustainability.

2.10 Conceptual review

Conflict is an inevitable aspect of organizational life, and it can have both positive and negative
effects on private-sector organizations. Conflicts can arise due to various factors such as
differences in goals, values, and personalities, among others (Khandekar & Sharma, 2017).
Pondy’s Conflict Episode Process describes how conflicts develop in organizations, and it
involves five stages: latent, perceived, felt, manifest, and aftermath (Pondy, 1967). The way
conflicts are managed in organizations can determine whether they have a positive or negative
impact on the organization. Effective conflict management involves putting in place proper

16
strategies and policies to deal with or manage any type of conflict that may arise (De Wit, Jehn,
& Scheepers, 2013).

Previous research has identified several negative effects of conflicts on private-sector

organizations. For instance, conflicts can lead to decreased employee satisfaction, reduced
productivity, increased absenteeism, and high turnover rates (Shah & Bhanugopan, 2021).
Additionally, conflicts can result in the breakdown of communication and trust within the
organization, which can hinder the achievement of organizational goals (Khan, et al., 2021).
Furthermore, conflicts can lead to increased stress levels among employees, which can have
adverse effects on their physical and mental well-being (Chatterjee & Gupta, 2020).

On the other hand, some studies have shown that conflicts can have positive effects on private-
sector organizations. For instance, conflicts can lead to improved decision-making processes,
increased creativity, and innovation (Rahim, 2017). Conflicts can also lead to the development of
new ideas and solutions to problems, which can enhance the organization's performance (Katz &
Kahn, 1978).

Therefore, this study seeks to examine the effects of conflicts on private-sector organizations,
including both the negative and positive effects. The study will also explore the different
strategies and policies that organizations can use to manage conflicts effectively. This study is
essential because it will provide insights that can help organizations to understand the impact of
conflicts on their performance and develop effective conflict management strategies to enhance
their overall performance.

One way to conceptualize the effects of conflicts on private-sector organizations is through the
lens of organizational behavior theory. Organizational behavior is the study of how people
behave in organizations, including how they interact with each other, make decisions, and
respond to different situations. In the context of conflicts, organizational behavior theory can
help us understand how conflicts emerge, how they affect individuals and groups, and how they
can be managed effectively.

One theoretical framework that has been used to study conflicts in organizations is the conflict
management styles framework. This framework proposes five different styles that individuals
and organizations can use to manage conflicts: avoiding, accommodating, compromising,

17
collaborating, and competing. Each style has its advantages and disadvantages, and the choice of
style can depend on various factors, such as the nature and severity of the conflict, the parties
involved, and the organizational culture.

Another theoretical perspective that has been used to study conflicts in organizations is the social
identity theory. This theory proposes that individuals form their identity based on their
membership in different social groups, such as work teams, departments, or organizations.
Conflicts can arise when individuals perceive a threat to their social identity or when they feel
that their group is being unfairly treated. Social identity theory can help us understand how
conflicts can be shaped by social factors, such as group dynamics, intergroup relations, and
power differentials.

A third theoretical perspective that can inform our understanding of the effects of conflicts on
private-sector organizations is the emotional intelligence theory. This theory proposes that
individuals' ability to perceive, understand, and manage their own and others' emotions can
influence their behavior and decision-making in conflicts. Emotional intelligence can help
individuals and organizations to manage conflicts more effectively by reducing the negative
emotions associated with conflicts, improving communication and collaboration, and promoting
empathy and understanding.

2.10.1 Research Gap

Although the literature has established the positive and negative consequences of conflicts, there

is a need to explore how private sector organizations can leverage the positive outcomes of

conflicts while mitigating the negative ones.

2.10.2 Research Framework

The research framework for this study will be based on the variables identified in the literature

review. The framework will consist of the following components:

Independent variables: Types of conflicts, causes of conflicts, and conflict management

strategies.

Dependent variables: Consequences of conflicts.

18
Mediating variables: Organizational culture and leadership styles.

2.10.3 Research Hypotheses

Based on the literature review and research framework, the following hypotheses are proposed:

Hypothesis 1: Functional conflicts have a positive effect on private sector organizations'

performance.

Hypothesis 2: Dysfunctional conflicts have a negative effect on private sector organizations'

performance.

Hypothesis 3: Private sector organizations' awareness of the benefits of functional conflicts

positively influences their conflict management strategies.

Hypothesis 4: The choice of conflict management strategy positively affects private sector

organizations' performance.

Hypothesis 5: Organizational culture and leadership styles mediate the relationship between

conflict management strategies and private sector organizations' performance.

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 CHAPTER THREE

3.0 METHODOLOGY
3.1 Introduction
This chapter discusses the methodology used to collect data, including the study's demographic,
sample size, and sampling procedure. It also covers the research design, which includes sample
techniques and the rationale for selecting the study region, sources, and data kinds, and
concludes with data limitations.

3.2 Research Design

To provide a suitable framework for this study, a research design is required. The choice of
research approach is a crucial decision in the research design process because it determines how
relevant information for a study will be obtained; however, the research design procedure
involves numerous correlative decisions.
This research will use a variety of methodologies. The study's initial phase would consisted of a
series of well-structured questionnaires (for management, workers, and clients). Another process
that would be employed is an employee interview to learn how they believe conflicts are
harming the company.

3.3 Types of Data

The research design includes the use of both quantitative and qualitative data to explore the
relationship between conflict management strategies and organizational performance. The types
of data to be used are:

Quantitative data: This type of data is numerical and can be analyzed using statistical methods.
In this study, quantitative data will be collected through a self-administered survey that includes
demographic questions, questions related to conflict management strategies (measured using the
Thomas-Kilmann Conflict Mode Instrument), and questions related to organizational
performance (measured based on the organization's financial performance and employee
satisfaction). The data collected will be analyzed using descriptive and inferential statistics.

20
Qualitative data: This type of data is non-numerical and provides more in-depth insights into
participants' experiences and perspectives. In this study, qualitative data will be collected through
follow-up interviews with a sample of participants. The interviews will be transcribed and
analyzed thematically to gain a deeper understanding of participants' experiences with conflict
management and its impact on organizational performance.

Using both quantitative and qualitative data will provide a more comprehensive understanding of
the relationship between conflict management strategies and organizational performance. The
quantitative data will provide a numerical measure of conflict management strategies and
organizational performance, while the qualitative data will provide more detailed information on
participants' experiences and perspectives. The use of both types of data will also help to
triangulate the findings and increase the validity and reliability of the study.

3.4 Sources of Data

The sources of data that will be used in the research design include:

Primary data: Primary data will be collected directly from the participants of the study using a
self-administered questionnaire and follow-up interviews. The questionnaire will be designed to
collect data on demographic information, conflict management strategies, and organizational
performance. The Thomas-Kilmann Conflict Mode Instrument will be used to measure conflict
management strategies. The interviews will be used to gain a deeper understanding of
participants' experiences and perspectives on conflict management and organizational
performance.

Secondary data: Secondary data will be collected from published research articles, books,
reports, and other relevant sources related to conflict management and organizational
performance. This data will be used to support the study's findings and to provide a contextual
background for the research.

The primary data collection will be conducted by the researcher and will involve selecting a
random sample of participants from various organizations in different industries. The secondary
data will be collected through a systematic search of relevant databases, such as Google Scholar,

21
JSTOR, and EBSCO. The sources of the data will be carefully evaluated to ensure their
relevance and credibility to the study.

3.4.1 Interview
Interviews will be used as a method of collecting qualitative data to gain a deeper understanding
of participants' experiences and perspectives on conflict management strategies and
organizational performance. The interviews will be conducted with a sample of participants who
completed the survey.

The interviews will be semi-structured, which means that there will be a pre-defined set of
questions, but the interviewer will also have the flexibility to ask follow-up questions based on
the participants' responses. The questions will be designed to explore participants' experiences
with conflict management, their perceptions of how conflict is managed in their organizations,
and the impact of conflict management strategies on organizational performance.

The interviews will be conducted in-person, over the phone, or online, depending on the
participants' preferences. The interviews will be audio-recorded and transcribed verbatim for
analysis.

The data collected from the interviews will be analyzed thematically. This involves identifying
patterns, categories, and themes that emerge from the data. The themes will be organized and
summarized in a report, along with quotes from participants to illustrate the themes.

The interview data will be triangulated with the survey data to provide a more comprehensive
understanding of the relationship between conflict management strategies and organizational
performance. The qualitative data from the interviews will provide rich, in-depth insights into
participants' experiences and perspectives that cannot be obtained through the quantitative data
alone.

3.5 Population of the Study

The population for this study will be employees who work in various organizations across
different industries. The study will aim to include a diverse range of organizations, including
both private and public sectors.

22
In order to be eligible for the study, participants must meet the following criteria:

1. Be currently employed by an organization.

2. Have experienced workplace conflict in the past six months.
3. Have knowledge of the conflict management strategies used in their organization.

The population will be further narrowed down based on the following characteristics:

Gender: The study will aim to include an equal number of male and female participants to
ensure gender balance.

Age: Participants will be between the ages of 18 and 65 years old to ensure a diverse range of
ages.

Education level: Participants will have a minimum of a high school diploma or equivalent to
ensure a certain level of education and comprehension of the survey and interview questions.

Job level: Participants will include employees at different job levels within the organization,
including entry-level, mid-level, and senior-level positions.

A sample size calculation will be conducted to determine the appropriate sample size for the
study based on the population size and the desired level of precision. The sample size will be
sufficient to ensure statistical power and generalizability of the results.

3.6 Sampling Size and Sampling Procedure

The sample size for this study will be determined by conducting a power analysis using an
appropriate statistical software. The sample size will be calculated based on the population size,
the desired level of precision, and the anticipated effect size. The sample size will be large
enough to ensure statistical power and generalizability of the results.

The sampling procedure will involve a two-stage sampling process. In the first stage, a random
sample of organizations will be selected from different industries. The sample of organizations
will be selected using a probability sampling technique such as stratified random sampling or
simple random sampling.

23
In the second stage, a random sample of employees will be selected from each selected
organization. The sample of employees will be selected using a probability sampling technique
such as simple random sampling or systematic random sampling. The selection of employees
will be stratified by job level to ensure a diverse range of participants at different job levels.

The selected employees will be invited to participate in the study by completing a self-
administered questionnaire. Participants who complete the questionnaire will be asked to provide
their contact information if they are interested in participating in a follow-up interview.

A purposive sampling technique will be used to select participants for the interviews.
Participants will be selected based on their responses to the questionnaire to ensure a diverse
range of perspectives on conflict management strategies and organizational performance.

The sampling procedure will be designed to ensure representativeness and generalizability of the
results while also ensuring a diverse range of participants with different experiences and
perspectives.

3.7 Data Collection Instruments

The data collection instruments that will be used for this study are:

Survey questionnaire: A self-administered survey questionnaire will be used to collect

quantitative data from the participants. The questionnaire will be designed to assess participants'
experiences with conflict management strategies and their perceptions of organizational
performance. The questionnaire will consist of a combination of closed-ended and open-ended
questions. The closed-ended questions will use a Likert scale to measure the participants' level of
agreement or disagreement with statements related to conflict management strategies and
organizational performance. The open-ended questions will allow participants to provide detailed
responses to questions related to their experiences and perspectives.

Interview guide: A semi-structured interview guide will be used to collect qualitative data from
a sample of participants who completed the survey questionnaire. The interview guide will be
designed to explore participants' experiences with conflict management strategies, their
perceptions of how conflict is managed in their organizations, and the impact of conflict
management strategies on organizational performance. The interview guide will consist of a set

24
of open-ended questions that will allow participants to provide detailed responses to questions
related to their experiences and perspectives.

Both the survey questionnaire and the interview guide will be designed based on the research
questions and objectives of the study. The survey questionnaire will be pre-tested with a small
sample of participants to ensure the validity and reliability of the questions. The interview guide
will be pilot-tested with a small sample of participants to ensure that the questions are clear and
effective in eliciting the desired responses.

The data collected from the survey questionnaire and the interviews will be analyzed separately
using appropriate quantitative and qualitative analysis techniques. The findings from the two
sources of data will be triangulated to provide a more comprehensive understanding of the
relationship between conflict management strategies and organizational performance.

3.8 Method of Data Analysis

The methods of data analysis that will be used for this study are:

1) Descriptive statistics: Descriptive statistics such as frequencies, percentages, means, and

standard deviations will be used to summarize the quantitative data collected from the
survey questionnaire. Descriptive statistics will be used to describe the distribution of
responses to the closed-ended questions related to conflict management strategies and
organizational performance.
2) Inferential statistics: Inferential statistics such as correlation analysis and regression
analysis will be used to test the hypotheses related to the relationship between conflict
management strategies and organizational performance. Correlation analysis will be used
to examine the strength and direction of the relationship between conflict management
strategies and organizational performance. Regression analysis will be used to identify
the factors that predict organizational performance, including the use of conflict
management strategies.
3) Thematic analysis: Thematic analysis will be used to analyze the qualitative data
collected from the interviews. The interviews will be transcribed and analyzed to identify
common themes related to conflict management strategies and organizational
performance. The themes will be used to develop a rich description of participants'

25
 experiences and perspectives on conflict management strategies and organizational
performance.
4) Triangulation: Triangulation will be used to combine the findings from the quantitative
and qualitative data sources to provide a more comprehensive understanding of the
relationship between conflict management strategies and organizational performance.
The findings from the two sources of data will be compared and contrasted to identify
areas of agreement and disagreement.

The data analysis will be conducted using appropriate statistical software such as SPSS or R for
quantitative data and NVivo or Atlas.ti for qualitative data. The data analysis will be conducted
in a systematic and rigorous manner to ensure the validity and reliability of the findings. The
results of the data analysis will be presented in tables, charts, and narratives to provide a clear
and concise summary of the findings.

Summary
The research topic is the effects of conflicts in private sector organizations. The study aims to
investigate the impact of conflicts on the performance of private sector organizations and
identify the causes and sources of conflicts in these organizations.

The study will use a mixed-methods research design, including a survey questionnaire and semi-
structured interviews, to collect data from a sample of employees in private sector organizations.
The data will be analyzed using descriptive and inferential statistics for quantitative data and
thematic analysis for qualitative data.

The study is important because conflicts can have a significant negative impact on the
performance of private sector organizations, including decreased productivity, low morale, high
turnover rates, and financial losses. Effective conflict management strategies can mitigate the
negative effects of conflicts and improve the performance of organizations.

The findings of the study can be used to develop effective conflict management policies and
practices in private sector organizations, promote a positive work environment, and increase
employee satisfaction and retention. The study can also contribute to the existing literature on
conflicts in organizations and provide insights for future research in this area.

26
Recommendations
Based on the findings of the study on "Examining the Effects of Conflicts on Private Sector
Organizations," the following recommendations can be made:

1. Develop and implement conflict resolution policies: Private sector organizations should
establish and implement clear conflict resolution policies and procedures to manage
conflicts effectively. These policies should be communicated to all employees and should
provide guidance on how to address conflicts.
2. Provide conflict management training: Organizations should offer training on conflict
management to their employees. This training should include skills such as effective
communication, negotiation, mediation, and conflict resolution.
3. Foster a positive work culture: A positive work culture that emphasizes collaboration,
open communication, and respect for diversity can reduce the likelihood of conflicts
arising in the workplace. Private sector organizations should strive to foster such a culture
within their workplaces.
4. Address conflicts promptly: It is crucial to address conflicts as soon as they arise to
prevent them from escalating and causing further damage. Organizations should have a
process for identifying and resolving conflicts promptly.
5. Evaluate conflict resolution strategies: Organizations should evaluate the effectiveness of
their conflict resolution strategies regularly. This evaluation should include feedback
from employees and an analysis of the outcomes of conflicts that have been resolved.

By following these recommendations, private sector organizations can manage conflicts more
effectively and minimize their negative impact on productivity, job satisfaction, and overall
performance.

27
Research Questionnaires and Interview Guide.

Research Questionnaire

1. What is your age?

2. What is your gender?
3. What is your occupation?
4. How long have you been working in the private sector?
5. Have you experienced any conflicts in your workplace in the past year?
6. How frequently do conflicts occur in your workplace?
7. What is the main cause of conflicts in your workplace?
8. Have you witnessed or experienced any physical or verbal aggression in the workplace?
9. Have conflicts affected your job performance?
10. Have conflicts affected your mental health?
11. How do conflicts in the workplace affect the overall organizational performance?
12. What measures do you think the organization can take to minimize conflicts in the
workplace?

Research Interview Guide

1. Can you describe a conflict that you have experienced or witnessed in your workplace?
2. How did the conflict affect you and your colleagues?
3. What was the main cause of the conflict?
4. How was the conflict resolved?
5. Have you noticed any patterns in the types of conflicts that occur in your workplace?

28
 6. How do conflicts affect the overall work environment and productivity?
7. In your opinion, what measures can be taken to minimize conflicts in the workplace?
8. Can you describe the role that management plays in managing conflicts?
9. Have you noticed any changes in the organizational culture after a conflict has occurred?
10. How do conflicts affect employee retention and job satisfaction?

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