CHAPTER ONE

INTRODUCTION

1.1       BACKGROUND TO THE STUDY

Conflict is seen as a natural occurrence that occurs in all aspects of human civilization and endeavour as long as humans are engaged. It's a procedure that starts when one party suspects that another has harmed or is about to damaged something valuable to the first party (Robbins, Judge &Vohra, 2012).

At home and at work, conflict is common and, in some cases, unavoidable (Mughal & Khan, 2013). As a result of true or imagined inequalities or incompatibility, people engaging with one other may produce friction, disagreements, or arguments, leading to conflict. Organizational conflicts can take many forms, including interpersonal conflict, task conflict, and process conflict, resulting in a wide range of conflict management strategies (Budd &colvin, 2013).

The Nigerian government, on the other hand, has developed a number of strategies to assist organizations in dispute resolution. Some of these managerial techniques are available in the provisions of the Labour/Employment Act of 1971, the Workmen's Compensation Act of 2010, the Trade Negotiation Amendment Decree of 1988, No 39, and the Trade Dispute Act of 2012, which supplied 5 phases for the lawful resolution of conflicts in organizations throughout the nation (Akinwale, 2011). According to Akinwale, (2011) These policies encourage the use of internal grievance procedures as well as external mechanisms such as mediators, negotiators, and the recommendation of disputes to an industry arbitration panel, a nation's industrial court, and the creation of a board of inquiry to enhance consensual conflict resolution. In the event of a disagreement, the decision of the federal industrial court is final and binding on both employers and employees as of the decision's date in the state.

 According to Longe (2015), Some international firms in the country have accepted the Trade Union Act of 2010, which is used in organisations to manage collective bargaining conflict.

Taking efforts to lessen the negative aspects of conflict while increasing the positive aspects of conflict with the purpose of improving learning and group outcomes, such as efficiency or performance in organisational settings, is what conflict management includes (Rahim, 2011).

Managers must deal with conflict because it has a substantial impact on staff morale and turnover, both of which have an impact on an association's benefits, either productively or destructively. As a result, the efficacy or ineffectiveness of managing conflict is primarily determined by how well the origins of the conflict are understood. Conflict resolution may provide significant benefits to individuals and organizations when it is successfully handled, as conflict management is frequently one of the most important drivers of change in any organizational setting. If managed appropriately, it has the potential to strengthen friendships, encourage people to be more innovative, develop effective teams, generate solid working relationships, and ultimately increase individual and organizational performance. The idea is to confront an issue openly and negotiate a win-win solution with all parties concerned (Garcia, 2013). Robbins, Judge, Millett and Waters-Marsh (2014); Robbins, Judge, and Vohra (2012) based on assertiveness and cooperativeness, found five primary ways for managing conflict in organizationsThis, according to Adeyemi and Ademilua, as described in Lazarus (2014), are the internal dispute resolution procedures utilized by various authorities. The degree to which one side strives to fulfill his or her own worries is referred to as assertiveness, whereas the degree toward which one party tries to meet the other party's issues is referred to as cooperativeness. They include: collaboration, compromise, accommodation, competition/domination and avoidance.Collaboration, compromise, accommodation, competition/domination, and avoidance are among them. This is because the three conflict resolution procedures provide a satisfactory balance of assertiveness and cooperation for both parties involved in the disagreement.

Organizational performance is defined as the outcome of an activity carried out by an organization in relation to its authority and responsibility in attaining the goal legally, not against the law, and in accordance with the organization's morale and ethics (Almajali, Alamro&AlSoub, 2012). Organizational performance can be measured either economically (earnings per share, return on equity, return on asset) or non-financially (return on asset) (market share, customer satisfaction, employee morale).The right measure to analyze organizational performance (financial or non-financial) is thought to rely on the type of organization being assessed and the goals to be attained through that assessment.Improved organizational performance, on the other hand, is contingent on the organization's effective conflict management approach for managing conflict. Using the right strategy will boost employee performance, which in turn will improve organizational performance.On either hand, the organization's inability to implement the right conflicts strategy(s) will result in a decline in job performance, that will result in a decline in organizational performance.

Many research on the impact of conflict resolution on organizational performance have been conducted outside of Nigeria. These studies are mostly concerned with academic institutions and industrial companies. There has been very little research on conflict and banking organizational performance.Most available conflict studies in Nigeria, such as Adebile and Ojo (2012), studied the causes of disputes across diverse organizational settings and proposed many measures or techniques for managing organizational conflict.It should be highlighted that previous research did not focus on the impact of conflict on organizational performance, nor did they identify effective conflict resolution strategies that can encourage greater organizational performance.Management's tactics for resolving or managing conflicts are perceived to promote subordinate happiness, and subordinates with high levels of job satisfaction are more inclined to be devoted to the organization, hence boosting organizational performance.This study set out to find out the impact of conflict on performance in Frstbnkplc Ogun state in Nigeria. Given that conflict is unavoidable in institutions (a regular part of organisational behaviour), and that financial institutions occupy a sensitive position in any state's financial equation, such that one‘s (good or bad) performance inevitably affects the economy (Wilson 2016), it is critical to investigate how banks manage their conflicts

1.2 STATEMENT OF THE RESEARCH PROBLEM

Due to the increasing complexity of organizations, the use of teams and collective decision making, and globalization, managers spend around 20% of their experience dealing with conflicts (Mullins, 2010).This demonstrated that conflict cannot be completely avoided within an organization since there is bound to be conflict anywhere there are human beings interacting at whichever levels. What is crucial, though, is how disagreements are addressed in order to prevent future occurrences. The presence of conflict is a source of concern at Coca cola Ogun state. The organization is faced with the challenge of negotiating worker bonuses, which occurs at the end of the year. The lingering issue causes conflict between administration and employees of the organization, which manifests itself in the form of staff nursing grievances against administration, a change in attitude or behaviour, a decrease in effort toward the work, a violent altercation between both parties, and a halt in work as employees refuse to work.This has an impact on the efficacy and performance of individual employees as well as the organization as a whole. Top management attempts to mediate the disagreement have only resulted in conflict suppression. This is due to management's deployment of a dominance strategy that benefits them at the cost of the employees. As a result, coca cola in Ogun state must create an effective method of resolving the organizational issue.This study adds to closing that gap this is because conflict is unavoidable in each organization; its management will determine whether it has a good or negative impact on the organization's performance.

1.3 OBJECTIVE OF THE STUDY

The objective of the study is to examine the conflict resolution strategies and organizational productivity. Other specific objectives include:

1) To examine the causes of conflict in Coca-cola bottling company

2) To outline the types of conflict obtainable in Coca-cola bottling company

3) To examine the impact of conflict on organizational productivity

4) To examine the importance of conflict in Coca-cola bottling company

5) To recommend ways and strategies of resolving conflicts in Coca-cola bottling company

1.4 RESEARCH QUESTIONS

1) What are the causes of conflict in Coca-cola bottling company?

2) What are the types of conflict obtainable in Coca-cola bottling company?

3) What is the impact of conflict on organizational productivity?

4) What is the importance of conflict in Coca-cola bottling company?

5) What are the ways and strategies of resolving conflicts Coca-cola bottling company?

1.5 HYPOTHESES

HO: collaboration conflict resolution strategy has no significant impact on organizational productivity in coca-cola bottling company

H1: collaboration conflict resolution strategy has a significant impact on organizational productivity in coca-cola bottling company

HYPOTHESIS 2

HO: Avoidance conflict resolution strategy has no significant impact on organizational productivity in coca-cola bottling company

H1: Avoidance conflict resolution strategy has a significant impact on organizational productivity in coca-cola bottling company

1.6 SIGNIFICANCE OF THE STUDY

The study is of great benefit to the management of Coca cola bottling company in Ogun state, other researchers, general public and lastly, it contributes to the existing body of knowledge on conflict management. This study is of importance to the management of coca cola plc in understanding the company’s conflict management strategies which have an important role in determining the success and failure of the organisation and also enlighten them on the strategies to adopt in the management of conflict so as to improve the productivity of the organisation. The research findings and recommendations of this study formed a base to be consulted by other researchers who may wish to make further inquiries into the subject matter. The study is of benefit to the general public as it provides them with adequate information concerning the activities of the organisation as it relates to conflict management in the private sector. This study

1.7 SCOPE OF THE STUDY

This study was carried out on the. The study was carried out on a cross-sectional basis and focus was on the conflict management strategies that contributed to organizational productivity. Conflict management being the independent construct was operationalized by the following dimensions: collaboration strategy, compromise strategy and avoidance strategy; while the dependent variable was organizational productivity.

1.8 LIMITATION OF STUDY

Financial constraint- Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).

Time constraint- The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.

1.9 OPERATIONAL DEFINITION OF TERMS

CONFLICT:A conflict is a struggle and a clash of interest, opinion, or even principles. Conflict will always be found in society; as the basis of conflict may vary to be personal, racial, class, caste, political and international