AVOIDING STYLE OF CONFLICT MANAGEMENT: THE IMPLICATIONS FOR WORKPLACE HARMONY
Ogbemudia Benedict Imhanrenialena
Organisations are faced with enormous conflict management challenges with the attendant consequences on workplace disharmony which impacts negatively on the organisational performance and the nation’s Gross Domestic Product. This study therefore investigated the nature of the relationship between avoiding as a conflict management style and workplace harmony in Nigeria with particular emphasis on the Niger Delta. Breaking this broad objective into achievable form, the following specific objectives emerged: first, to determine the effect of avoiding, as a conflict management style on employee turnover in organizations; and second, to ascertain the effect of avoiding, as a conflict management style on picketing in organizations. A total of 180 respondents drawn from five major organisations operating in the Niger Delta participated in the study. The research hypotheses formulated in line with the specific objectives were tested with simple linear regression. The findings indicate the following: first that avoiding, as a conflict management style has a significant effect on employee turnover in organizations in the Niger Delta; second, that avoiding, as a conflict management style has a significant effect on picketing in organizations in the Niger Delta. The study concludes that organizations should not overuse the avoiding conflict management style if business organization must enjoy optimum level of workplace harmony.
KEYWORDS: Organisations, employee, indispensable, employees, workers, conflict management