Conflict management and organizational performance: a case study of Kween district headquarters:
| dc.contributor.author | Ayeko, Aggrey Chesang | |
| dc.date.accessioned | 2020-01-02T11:01:20Z | |
| dc.date.available | 2020-01-02T11:01:20Z | |
| dc.date.issued | 2019-09 | |
| dc.description | a dissertation submitted to the college of economics and management in partial fulfillment of the requirements for the award of a bachelor’s degree of human resource management of Kampala international university. | en_US |
| dc.description.abstract | This study investigated the effect conflict management on organizational performance in organizations taking Kween District Headquarters as the study case. This study was inspired by the lower rates of organizational performances due to high levels of organizational conflicts especially among st employees. The study employed a study case design to collect data from a sample of 34 respondents working with Kween District Headquarters. Simple random sampling techniques were used in selecting the sample. Questionnaire was the main instrument of data collection and the data tables, tabulates expressed in terms of Percentages (%), were used for data analysis. That’s Primary data was collected using self-administered questionnaires, on a face to face environment to ensure clarification of issues to the respondent and to attain high response rate and minimize errors. Secondary data was obtained through reviewing the existing literature using literature review guide (study objectives). The data obtained was analyzed using both qualitative and quantitative data analysis techniques such as frequencies and percentages cross tabulations and verbatim explanations where appropriate. The findings of the study revealed that the major causes of organizational conflicts are sharing of limited resources. Employees always compete for the scarce resources. Therefore it’s the prime responsibility of the management to ensure that the available scarce resources are utilized properly for the benefit of the organization and other stakeholders. This approach to a certain degree will minimize chances of conflicts arising in organization. Employee’s performance evaluation criteria should be clearly spelled out and communicated to all employees. Employees should be evaluated impartially considering the performance standard set. Therefore, to avoid the situation of conflicts to arise in organizations, the researcher recommends that; Employees should be given an open floor to file in their complaints either directly or indirectly through suggestion boxes, Managers should develop appropriate strategies to resolve conflicts, the procedures in place to resolve conflicts should be communicated to all employees and lastly The outcome of the resolution should be binding to all parties involved. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12306/6115 | |
| dc.language.iso | en | en_US |
| dc.publisher | Kampala International University, Colleges of humanities and social sciences | en_US |
| dc.subject | Conflict management | en_US |
| dc.subject | organizational performance | en_US |
| dc.subject | Kween district | en_US |
| dc.title | Conflict management and organizational performance: a case study of Kween district headquarters: | en_US |
| dc.type | Other | en_US |