Conflict Resolution Strategy and Managerial Effectiveness: Impact of Gender and Experience in Work Organisations in South-Western Nigeria

  • D I Akintayo

Abstract



This study investigated the moderating influence of gender and working experience on conflict resolution strategy preference and managerial effectiveness in organizations in South-Western Nigeria. Descriptive survey research design was adopted for the study. A total of 165 respondents were selected for the study using purposive sampling technique. A set of questionnaire titled ‘Rahim Organizational Conflict Inventory' (ROCI) developed by Conrad (1991) was used for data collection. The generated hypotheses were tested using Pearson Product Moment Correlation and t-test statistics. The findings revealed that: A significant relationship exists between conflict resolution strategy adopted by the managers and managerial effectiveness (r = 0.431; P < 0.05). There was no significant difference between male and female managers' conflict resolution strategy preference (t (163) = 4.87; P > 0.05). Also, finding reveals that a significant difference exists between female and male managers' conflict management effectiveness (t (163) = 3.76; P < 0.05). Based on these findings, it is recommended that collective bargaining strategy should be encouraged as conflict resolution strategy in order to guarantee effective management of industrial conflict in organizations. Also, both male and female managers should avoid the use of coercion, competition, aggressiveness and pro-task in the course of managing industrial conflict.

Keywords: Conflict; resolution strategy; managerial effectiveness; Organisation, Nigeria.

The Nigerian Journal Of Guidance And Counselling Vol. 12 (1) 2007 pp. 117-128
Published
2008-05-14
Section
Articles

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eISSN: 0794-0831