Conflict Management Strategies and Productivity of Employees in Igara Tea Factory in Bushenyi District, Uganda

Thumbnail Image
Journal Title
Journal ISSN
Volume Title
Kampala International University, College of Economics and Management.
The study intended to establish the relationship between conflict management strategies and productivity of employees in Igara Tea Factory Bushenyi District, Uganda. This study was guided by three objectives; to determine the extent of conflict management; to establish the level of productivity of employees; to determine whether there is a significant relationship between conflict management strategies and productivity of employees. The study adopted a descriptive correlational design. It was also used an, ex-post facto and a cross-sectional survey research design. The study population comprised of 650 employees; of which a sample size of 248 was arrived at using Slovene’s formula. Choice of respondents was based on three techniques: stratified sampling, purposive sampling and simple random sampling. Results indicate that the level of conflict management strategy is generally good and this is indicated by the overall mean of 2.94. Concerning competing, results indicate that most of the items under competing were rated good with average mean of 3.02; avoiding (mean=2.92); compromising (mean=2.93); collaborating (mean=2.99) and accommodating (mean~2.85). The extent of productivity of employees is generally good (overall mean=2.93). Provision of meaningful feedback to employees (mean=3.05); respecting employees (mean=2.97); remuneration (mean=2.92), employee skills (mean=2.85), and working conditions (mean=2.86). It was recommended that, management adhere to; use disarming strategies; agree with criticism, adapt to the other side’s social and communication styles; show empathy for other person’s viewpoint; find creative solutions; solve the problem while building the relationship; turn orders into requests; use effective negotiation strategies; never compromise your values; use a neutral third party to mediate; encourage people to stay engaged, encourage pride in employee work; avoid any undue criticism, give employees creative input into their tasks, reward employees for completing tasks or to motivate them to take on new tasks, implement creative rewards allow employees to come up with ideas for rewards; keep communication with employees opens. Listen to their and suggestions; use money to keep employees from looking elsewhere; offer small bonuses or raises to loyal employees; increased training for customer service representatives; Decisions geared to better interact with the employees and ensure that employees arrive to work on time.
A Thesis Presented to the College of Higher Degrees and Research of Kampala International University Kampala, Uganda In Partial Fulfillment of the Requirements for the Award of a Masters’ Degree in Business Administration (Human Resource Management)
Conflict Management, Employees Productivity