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

ABSTRACT 

The study intended to establish the relationship between conflict management strategies and productivity of employees in Igara Tea Factory Bushenyl 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 feed back 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.

TABLE OF CONTENTS

DECLARATION I

APPROVAL H

DEDICATION

ACKNOWLEDGEMENTS IV

ABSTRA~DT

TABLE OF CONTENTS v~

LISTOFTABLES x

LIST OF FIGURES XI

LIST OF ACRONYMS XII

CHAPTER ONE

1.0 Introduction

1.1 Background 1

1.1.1 historical Background 2

1.1.2 Theoretical Background 3

1.1.3 Conceptual Background 4

1.1.4 Contextual Background 4

1.2 Statement of the problem 6

1.3 Purpose of the Study 7

1.4 Research Objectives 7

1.5 Research Questions 7

1.6 Hypothesis 8

1.7 Scope of the Study 8

1.7.1 Geographical scope 8

1.7.2 Theoretical Scope 8

1.7.3 Content Scope 8

1.8 Significance of the Study

1.9. Operational Definition of Key Operational Terms 11

CHAPTER TWO ~ 12

LITERATURE REVIEW ~ 12

2.0 Introduction~ 12

2.1 Theoretical Review 12

2.2 Conflict Management strategies 17

2.2.1 Accommodating 17’

2.2.2 Compromising 18

2.2.3 Competing 19

2.2.4 Avoiding 19

2.2.5 Collaborating 20

2.3 Employees’ productivity 21

2.3.1 Number of hours worked 23

2,3.2 Absenteeism 25

2.3.3 Output per work 28

2.3.4 Provision of meaningful feedback to employees 33

2.3.5 Provision of support for employees when genuinely needed 34

2.3.6 Respecting employees and Abscenteeism 34

2.3.7 Remuneration and support to employees 36

2.3.8 Work environment and Average physical products per employee 37

2.4 Conflict management strategies and Employees’ productivity 38

2.5 Related Studies 41

CHAPTER THREE 48

RESEARCH METHODOLOGY 48

3.0 Introduction 48

3.1 Research Design 48

3.2 Research Population 48

3.3 Sample Size 48

3.4 Sampling Procedure 49

3.5 Instrumentation 50

3.6 ValidIty and

3.6.1 VaIlditic 51

3.6.2 51

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION ............................56

4.4 RelatIonship between Significance relationship between the conflict management

strategies and productivity of employees In Igara Tea Factory Bushenyl District

Uganida. 78

CHAPTER FIVE

Discussion, SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS ..........................................................81

5.0 IntroductIon

5.1 DIscussion of

5.1.1 ProfIle of the

5.3 RECOMMENDATIONS ~ 89

REFERENCES 92

APPENDICES 95

APPENDIX 1A: Transmittal Letter from College of Higher Degrees and Research 95

APPENDIX 1B: Transmittal Letter from the respondents 96

APPENDIx II: Research Instrument

APPENDIX lIlA: Face Sheet: Demographic Profile of Respondents 98

Appendix IV: interview guide 102

Appendix VA: Summary of Constructs on Conflict Management Strategies in Igara Tea

Factory Bushenyi District, Uganda 103

Appendix VB: Summary of Constructs on Employee Productivity 103

APPENDIX VI: The Sketch Map of the Study area(Igara Tea Factory) 104