Effects of Conflicts on Employees Performance in Organizations A Case of Kampala International University Main Campus

ABSTRACT 

The study examined conflicts and their effects on employees’ performance in organizations, using a Case of Kampala International University (KIU) Main Campus. The study is aimed at establishing the various types of conflicts, their main causes, potential areas (of conflicts), and the effects conflicts have on employees’ performance. Three methods of data collection were used (to study 100 respondents), namely, the self administered questionnaire, formal and informal interviews. The study found that there are five types of conflicts prevail at Kampala International University. These include: Intrapersonal Conflict, Interpersonal Conflict, Intra-faculty conflicts, Inter-faculties conflicts, and Inter-organizational conflict. Secondly, the study also found that there are several causes of conflicts at Kampala International University. Among others, they include; absence of materials for staff use, interference of top management in day-to day activities of the university, centralized decision making, lack of employee empowerment, cultural differences which cause mistrust and suspicion, conflicting roles and responsibilities due to job ambiguity, and failure of the university to pay lecturers for the overload. Thirdly, potential areas for more conflicts at Kampala International University abound, and, unless are addressed immediately, they may culminate into more conflicts either in the short run or the long run or both. These, among others, include: poor working conditions; absence or poor customer and client relations; poor command of communication; abrupt and uncoordinated retrenchment/ termination of staff; lack of clear administrative policies and procedures; teaching staff overloaded; poor remuneration of some staff; and lack of adequate amenities for students’ academics. Fourth, majority (over 95%) of the employees at Kampala International University view conflicts as detrimental to employees’ performance. This is because, they believe that conflicts have lead led to unnecessary stress, blockage in communication, lack of cooperation, increased sense of distrust and suspicion, staff absenteeism due to demoralization, loss of morale, and lack of sense of belonging. To overcome the foregoing, the researcher that Kampala International University should Ensure that staff get to know and understand each other better; Ensure good planning for allocation of scarce resources; identify and clarify poorly defined and poorly; Clarify what each individual and each sub-unit is expected to accomplish; Train employees in conflicts management; Reduce unnecessary interferences of top management in lower management affairs; and Streamline the administrative machinery of the University.

TABLE OF CONTENTS

Title

Declaration

Approval Ii

Acknowledgement iv

Table of Contents iv

List of tables viii

List of acronyms ix

Abstract x

CHAPTER ONE: INTRODUCTION 1

1.1 Background to the Study 1

1.2 Statement of the Problem 6

1.3 Purpose and objectives of the study 7

1.4 Research Questions 8

1.5 Siginificance of the study 8

1.6 Conceptual Framework g

CHAPTER TWO: LITERATURE REVIEW 12

2.0 Introduction 12

2.1 Overview on conflict 12

2.2 Types of conflicts 12

2.3 Causes of conflicts 17

2.4 Potential areas of conflicts 22

2.5 Effects of conflicts on employees’ performance 27

2.6 Posible mechanisms of managing conflicts 31

CHAPTER THREE: METHODOLOGY 40

3.1 Introduction 40

3.2 Research design 40

3.3 Area and scope of the study 41

3.4 Target Population 41

3.5 Sample size, techniques and procedures 42

3.6 Data Collection Methods 43

3.7 Reliability and Validity 45

3.8 Data processing and analysis 46

3.9 Problems encountered during the Study 46

CHAPTER FOUR: PRESENTATION AND DISCUSSION OF FINDINGS..~.48

4.1 Introduction 48

4.2 Characteristics of respondents 48

4.3 Presentation of findings 48

CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS ~58

5.1 Introduction 58

5.2 Conclusions 58

5.3 Recommendations 59

References 63

Appendices 65